Material CSR Issue

Human resources diversity

Why is it important?

Three key phrases represent the current status of the business environment in Japan, i.e. globalization, declining working-age population, and diversifying personal values.
In working against this backdrop, we are forging a work environment that puts a premium on job satisfaction, personal growth, and support for various work styles that will contribute to sustainable business practices and a sustainable society.

Contribution to SDGs

SDG targets the Toyal Group can
contribute to
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life

8.2 Achieve higher levels of economic productivity through diversification, technological upgrading and innovation, including through a focus on high-value added and labour-intensive sectors

8.5 By 2030, achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value

The Toyal Group’s approach
We have built a work environment where all employees can reach their full potential regardless of gender by enhancing the child care leave program and shortened work hour program for employees with child care responsibilities, as well as implementing other measures to address Japan’s declining working-age population due to the falling birth rate and graying of society. We also provide female employees with career support by assigning them to career-track positions. These initiatives will enable us to ensure full and effective participation of women in the workforce and equal leadership opportunities throughout the Toyal Group.
As our operations quickly expand across the globe, we are actively hiring workers from overseas, including foreign nationals, and equipping employees with skills needed to work in the global arena through various training programs, including long-term and short-term study abroad programs. These initiatives will all contribute to achieving higher levels of economic productivity.
We are also focusing on reducing total working hours per year by reducing meetings, making them more efficient, and boosting communication through the use of a new IT system as part of our work reform initiatives. These initiatives will contribute to ensuring productive employment and decent jobs.


Equipping Employees with Global Skills

Toyo Aluminium has sent a number of its employees on overseas assignments. As we focus on equipping employees with global skills group-wide, Toyo Aluminium Ekco Products Co., Ltd. (TEP) introduced a study abroad program in fiscal 2017. The program provides employees with an opportunity to study in Singapore, one of our major overseas markets. In fiscal 2017, two employees participated in this program that helps employees develop global skills as they learn the language spoken in this country that our business has forged close ties with while giving them a chance to encounter different cultures and customs.

Jun Matsumoto (leftmost) who participated in TEP’s first study abroad program
Number of Employees Who Participated in Study Abroad Programs and Employees Assigned to Work Abroad

Empowering Women in the Workplace

The Toyal Group views empowering women in the workplace as one of its top management issues. Toyo Aluminium placed emphasis on hiring women in its 2017 recruiting drive, and as a result assigned about 20% of new female employees who joined the company in April 2018 to career-track positions. Toyo Tokai Aluminium Hanbai K.K. introduced a job shift program in 2017 and, thanks to the program, appointed a female employee to a sales position for the first time ever in January 2018.
While we have been working toward reaching the target set in fiscal 2016 of putting 3% of female employees on the career-track by March 31, 2019, the percentage was about one as of March 31, 2018. Although we are still only halfway towards meeting this target, we will work hard to nurture a culture that empowers women in the workplace and boost the percentage of women in career-track or managerial positions.

Ratio of female employees
*Data boundary is Toyo Aluminium K.K.
Ratio of female managers

Work Style Reform

We are implementing various measures to reduce working hours as part of our work style reform initiative. In fiscal 2017, we launched a cross-sectoral meeting reform project to review meeting structures and significantly reduced the number of meetings (by approximately 18%). We also provide employees with facilitation training to make meetings efficient. In addition to that, we introduced a chat tool to replace email. These initiatives led to cutting the annual total hours worked per person by about twenty-four. We also kicked off an initiative aimed at transforming our company into a more autonomous organization where managers delegate more responsibility and authority to their subordinates. We will continue to work toward creating a more autonomous workplace where all employees can feel engaged.

Annual Total Hours Worked per Person

CSR Employee Message

Mitsunori Sawai
Personnel Affairs Department
Mitsunori Sawai
Promoting diversity in the workplace is one of the main challenges for the Personnel Affairs Department. I will do my part to develop flexible systems while nurturing a culture and workplace that embrace diversity so all employees can reach their full potential regardless of nationality or gender.
Hideki Yamamoto
General Affairs Department
Hideki Yamamoto
Recently, “work style reforms” have been focused and since I have been providing support for implementing and operating the video conference systems installed at each of the company’s business offices, I feel I was able to make a contribution to significant reduction in the costs and environmental impacts associated with business travels.
Going forward, I am hoping I can get involved in building video conference systems that enable access using multiple devices.
Motoki Furueda
Foil Headquarters
Motoki Furueda
One of the tasks I am in charge of is summarizing huge amounts of data and turning it into documents. Up till now, this was mostly done manually, which made getting to subsequent analysis difficult.
Today, I am moving toward automating the process by making full use of our systems. Recently, I have been able to make more time for analysis, which is what I should be spending most of my time doing. I have also reduced overtime hours significantly, so I may be riding the wave of work style reform somewhat.