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SOCIAL ASPECTS Human rights TSAM’s commitment to upholding human rights and respecting the law of the land is enshrined in the Guiding Principles. The company does not tolerate discrimination of any kind, does not use or tolerate any form of forced or child labour, provides fair working conditions, maintains a safe and healthy working environment, enhances communication and dialogue with employees, and builds relations based on mutual trust and responsibility. TSAM encourages open communication in order to resolve workplace issues between team members or between workers and management. Where employee issues cannot be resolved by line management, these can be taken through the various dispute resolution mechanisms to be addressed. Empowerment and Employment Equity Following the advent of democracy in South Africa in 1994, there has been broad agreement between business, government and civil society over the need to promote broad based black economic empowerment (BBBEE) in the interests of nation-building. A key component of this strategy is the issue of employment equity (EE) which requires business to work towards achieving equity in the workplace in order to correct past racial and gender imbalances. The EE target is to achieve a workforce that is representative of the racial and gender demographics of the broader society. TSAM’s EE plan was first drawn up in 1998. The ultimate objective of this plan is to achieve full representivity, and progress is carefully monitored. As can be seen from Table 28, upper management positions are mainly held by white males. Like other heavy industries in South Africa, TSAM struggles to attract female staff in all positions. However the proportion of female to male staff improved slightly from 15.5% in FY08 to 16.5% in FY09 (see Table 27). The racial profile of middle, senior and 40 Toyota South Africa Motors Sustainability Report 2010 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. There were no incidents of human rights abuses or unfair working practices recorded during the reporting period. Human rights and fair working practices FY08 FY09 Incidents of discrimination 0 0 Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk 0 0 Incidents of forced or child labour 0 0 Incidents of violations involving rights of indigenous people Table 25 0 0 top management is also skewed, largely a result of South Africa’s history. Once again a shortage of technical skills in South Africa remains a challenge in efforts to attract and retain skilled staff from the previously disadvantaged groups. TSAM adjusted the EE plan in 2009, setting stiffer targets for the years 2010-2012 regarding racial representivity, and this is being implemented in a phased approach. There are a number of programmes in place at TSAM which contribute to achieving EE targets. These include a Graduate Trainee Programme which seeks to identify and recruit bright young graduates with high potential. The Performance Management Process is an internal programme that provides additional coaching, mentoring and career planning for employees with high potential. The Management and Executive Development Programmes fulfil a similar function. Employment equity is a business strategy that strives to ensure that South Africans from all cultural backgrounds are able to both participate in, and benefit from, the activities of the business in a fair manner. In FY08 and FY09 TSAM trained 2% and 6% of employees respectively on human rights issues, namely employment equity and sexual harassment. Training on human rights issues Preferential procurement FY08 FY09 Total hours 2 040 1 984 Employees trained 255 496 Headcount 9 765 8 070 Percentage of employees trained Table 26 2% 6% Another key component of the BBBEE strategy is to promote emerging small, medium and micro enterprises and black empowered businesses. TSAM has a preferential procurement policy in place that encourages the participation of historically disadvantaged South Africans in economically beneficial activities. This is in line with BBBEE guidelines set by the motor manufacturing industry. TSAM’s approach is to balance the promotion of BBBEE without compromising quality, safety and cost. Thus irrespective of BBBEE status, all suppliers must conform to TSAM’s occupational health, safety, and environmental management standards. TSAM provides all relevant information relating to EE and BBBEE to government, as required of the industry.
Assembly hall door production. Percentage of female and male staff at TSAM by employment category Employee category FY08 FY09 Female Male Female Male Top management 0.0% 100.0% 1.5% 98.5% Senior management 10.1% 89.9% 13.0% 87.0% Middle management 17.0% 83.0% 18.2% 81.8% Junior management 26.0% 74.0% 27.6% 72.4% Semi-skilled 3.4% 96.6% 3.0% 97.0% Unskilled 13.2% 86.8% 14.1% 85.9% Temporary 15.9% 84.1% 100% 0.0% Total 15.5% 84.5% 16.5% 83.5% *These figures do not include foreign nationals working at TSAM during the reporting period. Table 27 Racial representivity at TSAM by employment category Employee category FY08 FY09 African Coloured Asian White African Coloured Asian White Top management 1 0 2 14 3 0 7 33 Senior management 18 3 40 117 13 2 42 91 Middle management 107 35 219 329 113 41 234 279 Junior management 505 121 550 345 492 102 500 318 Semi-skilled 87 23 64 65 79 22 59 35 Unskilled 4 683 344 576 88 4 426 295 564 95 Temporary 1 143 44 107 107 1 0 0 0 Total 6 544 570 1 558 1 065 5 127 462 1 406 851 * These figures do not include foreign nationals working at TSAM during the reporting period. Table 28 SOCIAL ASPECTS Salary ratio between males and females TSAM has been working to close the gap in the salary ratio between males and females. In a number of categories women still earn less than their male counterparts (see Table 29). Skill Level 00 shows the biggest discrepancy, with males earning 15% more than females in FY08, and 18% more in FY09. However, this difference is due to permanent employees joining the apprenticeship programme at a higher agreed pay rate than external applicants. The internal employees were all male, hence the discrepancy. Salary ratios remain an issue of concern and TSAM will continue to investigate the cause of discrepancies, which may simply be a function of service time. Ratio of basic salary of men to women by employee category Employee category Gender FY08 FY09 S12-13: Senior Female 0.95 0.94 Managers Male 1.00 1.00 S10-11: Managers Female 1.04 1.15 Male 1.00 1.00 S8-9: Assistant Female 0.94 0.92 Managers Male 1.00 1.00 S5-7: Admin/ Female 0.95 1.08 Supervisors Male 1.00 1.00 Skill Level 07 Male * * Skill Level 06 Female 0.94 0.96 Male 1.00 1.00 Skill Level 05 Female 1.01 1.01 Male 1.00 1.00 Skill Level 04 Female 1.03 1.02 Male 1.00 1.00 Skill Level 03 Female 1.03 1.03 Male 1.00 1.00 Skill Level 02 Female 1.00 1.01 Male 1.00 1.00 Skill Level 01 Male * * Skill Level 00 Female 0.85 0.82 Male 1.00 1.00 Learnerships: LW 00 Female 1.00 1.00 Male 1.00 1.00 Experiential Trainee Programme: P2 Female 1.00 1.00 Male 1.00 1.00 Experiential Trainee Programme: P1 Female 1.00 * *No females Male 1.00 Employee categories S5-13 are salaried. The other categories are classified as hourly labour. Table 29 Toyota South Africa Motors Sustainability Report 2010 41
Page 2 and 3: About this Report This is the sixth
Page 4 and 5: MESSAGE Executive message from the
Page 6 and 7: SPECIAL FEATURE Toyota South Africa
Page 8 and 9: SPECIAL FEATURE 30 years of market
Page 10 and 11: ABOUT THE COMPANY About the Company
Page 12 and 13: ABOUT THE COMPANY The Toyota Way is
Page 14 and 15: ABOUT THE COMPANY The Toyota Code o
Page 16 and 17: ENVIRONMENTAL ASPECTS Figure 8 Glob
Page 18 and 19: ENVIRONMENTAL ASPECTS The TSAM Four
Page 24 and 25: ENVIRONMENTAL ASPECTS Energy/Global
Page 26 and 27: ENVIRONMENTAL ASPECTS Reduction of
Page 28 and 29: TMC’s commitment to hybrid techno
Page 30 and 31: ENVIRONMENTAL ASPECTS Sandton waste
Page 32 and 33: ENVIRONMENTAL ASPECTS Atmospheric Q
Page 34 and 35: ENVIRONMENTAL ASPECTS Environmental
Page 36 and 37: ENVIRONMENTAL ASPECTS Risk reductio
Page 38 and 39: SOCIAL ASPECTS Customer satisfactio
Page 40 and 41: SOCIAL ASPECTS Relations with Emplo
Page 44 and 45: SOCIAL ASPECTS TSAM’s Graduate Tr
Page 46 and 47: SOCIAL ASPECTS SPECIAL FEATURE Reco
Page 48 and 49: SOCIAL ASPECTS Fatalities There wer
Page 50 and 51: SOCIAL ASPECTS Occupational health
Page 52 and 53: SOCIAL ASPECTS Relations with Busin
Page 54 and 55: SOCIAL ASPECTS is made to assist in
Page 56 and 57: SOCIAL ASPECTS of the Kavango-Zambe
Page 58 and 59: Independent Assurance Statement To
Page 60 and 61: Global Reporting Initiative Index G
Page 62 and 63: Glossary of terms and acronyms 3R R

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