Relations based on trust Employees

Toyota upholds as management principles respect for people and maintenance of a safe and healthy work environment. This enables the company to retain talent and to offer employees and leaders development opportunities. At the end of 2014/2015, the company had more than 5,700 employees in its offices, logistics centers and plants located in the South, Southeast, Northeast and Midwest of Brazil.

The increase in the work force is due to the new distribution center in Suape (Pernambuco) and the engine plant in Porto Feliz (São Paulo). Together, these two operations generated 340 direct jobs and 1,2oo indirect ones. The expansion of production in Sorocaba (São Paulo) scheduled for 2015 was postponed in function of the macroeconomic conjuncture.

At TDB, all employees are admitted in accordance with Brazil's CLT labor laws, and the absolute majority of the employees are local residents. The company's human capital strategy is addressed in Human Resources Planning and Development, and is integral to the 2020 Global Vision, the Toyota Way and the Toyota Production System (read more in Strategy and future vision).

For TDB, employee satisfaction, internal climate, career management and leadership development are critical for business growth. Since 2015, the area's main indicators have been incorporated into the Human Resources Obeya system, a tool that streamlines and systematizes management data.

To identify points for improvement and to verify the results of investments, TDB carries out periodic climate surveys. The last one was conducted in 2014 and covered 70% of the work force (3,679 people). The positive highlights included pride in belonging to the company; among the points for improvement were personnel development and communication.

TDB human capital    G4-10, G4-LA1

Number of employees by functional level

	2013	2014		2015
		Men	Women	Men	Women
Board	7	9	0	10	0
Directors	12	11	0	14	0
Management	219	227	15	68	3
Heads/coordinators	132	108	21	108	12
Technical/supervisory	218	230	1	377	26
Administrative	1,269	697	349	741	414
Operational	3,215	3,401	13	3,617	14
Third-parties	101	114	10	3,617	14
Apprentices	182	126	60	147	85
Interns	30	11	15	17	15
Total by gender	5,385	4,934	484	5,082	554
Total	5,385	5,418		5,636

Number of employees by type of contract

	2013	2014		2015
		Men	Women	Men	Women
Fixed term	42	77	8	209	9
Permanent	5,343	4,857	476	4,925	493
Total by gender	5,385	4,934	484	5,134	502
Total	5,385	5,418		5,636

Number of employees by type of employment

	2013	2014		2015
		Men	Women	Men	Women
Full-time	5,355	4,923	469	5,032	410
Part-time	30	11	15	92	102
Total by gender	5,385	4,934	484	5,124	512
Total	5,385	5,418		5,636

Terminations by gender

	2013	2014	2015
Men	543	435	378
Women	98	108	119

Terminations by age group

	2013	2014	2015
Under 30 years	405	386	332
Between 31 and 50 years	209	147	134
Over 50 years	27	10	31

Admissions by gender

	2013	2014	2015
Men	467	425	582
Women	99	90	84

Admissions by age group

	2013	2014	2015
Under 30 years	459	421	543
Between 31 and 50 years	99	91	119
Over 50 years	8	3	4

Corporate education

With a historically strong and integrated business culture, in Brazil Toyota provides distinct training programs for employees in the operational units, offices and logistics centers. However, specific safety processes and programs are applied across the board, involving the entire work force.

Toyota provides functional training programs for its direct employees. It also has leadership development courses and programs aimed at instilling the Toyota Way culture in the work force in order to consolidate the organization's values.

• Toyota Business Practices (TBP) – the methodology is aimed at ensuring the efficient and practical solution of work place problems by means of a combination of theoretical classes and practical applications. During the year, 55 employees took the program.
• Suggestions program – one of the oldest measures used to foment the kaizen culture, the program was introduced in the 1990s and encourages employees to seek process solutions.
• QC Circle – aligned with the Toyota Way, the program develops sector leaders in training sessions focused on continuous improvement, based on Plan-Do-Check-Act or PDCA methodology. During the fiscal year, 4,496 employees took part in the circles.
• Interchange Program – this promotes employee interchanges/secondment between TDB, the TMC head office and other subsidiaries.
• Toyota Way for Management – this is a global program aimed at disseminating company values and principles to employees. Classroom training was provided for managers,  heads and supervisors.

Number of hours training per employee G4-LA9

2012 10.1

2013 9.4

2014 10.5

2015 9.9

Performance, career and leadership     G4-LA10

Delivering results and performance appraisal are integral components of the culture disseminated in TDB. The company seeks to fill leadership roles by promoting existing employees whose abilities have been noted and who have taken the New Leaders Development Program.

In fiscal 2015/2016, 87 employees underwent this program, consisting of a theoretical component and a period of on the job development.

Another key program is Pro-WIN. This is linked with the Toyota Global Vision and seeks to develop participants' technical competency as well as a holistic vision of the processes in the areas in which they work. There is also a program aimed at organizing transfers for 10% of the company's administrative staff with the objective of generating a more dynamic internal climate.

Implanted in 2014/2015, the Section Head/Supervisor Development Program was also maintained during the year, providing training for 23 new leaders.

Employees submitted to performance appraisal and career development G4-LA11

Functional category and gender *	2013			2014			2015
	Total employees (G4-10)	Total employees submitted to performance appraisal	%	Total employees (G4-10)	Total employees submitted to performance appraisal	%	Total employees (G4-10)	Total employees submitted to performance appraisal	%
Management	81	54	67%	103	60	58%	113	50	44%
Men	81	54	67%	103	60	58%	111	50	45%
Women	0	0	0%	0	0	0%	2	0	0%
Heads/coordination	93	84	90%	103	98	95%	115	84	73%
Men	87	79	91%	91	87	96%	102	77	75%
Women	6	5	83%	12	11	92%	13	7	54%
Technical/supervision	350	325	93%	348	333	96%	375	339	90%
Men	329	305	93%	327	316	97%	354	323	91%
Women	21	20	95%	21	17	81%	21	16	76%
Administrative	1097	1004	92%	1067	959	90%	1108	955	86%
Men	741	689	93%	715	650	91%	740	655	89%
Women	356	315	88%	352	309	88%	368	300	82%
Total	5.181	1.468	28%	5.191	1.450	28%	5.641	1.428	25%
Men	4745	1128	24%	4762	1113	23%	5196	1105	21%
Women	436	340	78%	429	337	79%	445	323	73%

* There were no specific appraisals for board members and directors, or for operational staff, trainees, apprentices and interns.

Health and safety

The Occupational Safety and Health Management System (OSHMS), based on the international OHSAS 18001 standard, is the main tool  used by TDB to safeguard the physical integrity and guarantee adequate working conditions for employees.

Based on seven stages, ranging from activities and work post surveys to risk mapping and the execution of mitigation measures, the system goes beyond changes in process to encompass safe behavior and the promotion of a health and safety culture in which responsibility is shared by leaders, supervisors and workers.

The company also organizes mandatory occupational safety training, routine factory meetings, the activities of the accident prevention committees (Cipa in the Portuguese acronym), fire drills, safety weeks and campaigns, as well as plant patrols and inspections. To enhance occupational safety, TDB has a workplace exercise program and has implanted initiatives aimed at monitoring and improving ergonomics. During fiscal 2015/2016, special attention was paid to the safety engineering and labor medicine areas, with the contracting of a series of professionals, including doctors, physiotherapists and specialists in ergonomics. There is a group responsible for ergonomics engaged in implanting preventive measures and improvements in the work place.

The company's agreements with the unions representing employees encompass areas such as health and safety, the implantation of grievance and complaint mechanisms, the use of personal protective equipment and safety committees comprising workers and leaders. TDB also ensures compliance with International Labor Organization (ILO) standards.  G4-LA8