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Introduction
Toyota Diversity Strategy
Section One
Diversity and The Toyota Way Our Guiding Principles
Section Two
Procurement Doing Business with Minority-Owned Companies
Section Three
AdvertisingNew African-American Advertising Agency
Section Four
Dealer RepresentationCreating Successful Minority Ownership
Section Five
Employmen tEnhancing Minority Representation and Inclusion
Section Six
Retail Initiatives Avenues for Increasing Minority Participation
Section Seven
Community Involvement Supporting Minority Communities and Causes
Section Eight
Diversity Advisory Board Outside Advice and Accountability
Section Nine
Implementation and Accountability Moving the Agenda Forward
Essential Elements
At the core of our plan are elements from which we will build a sustainable diversity platform:
. We secured the support of our senior management. . We established real goals ones that are actionable, ones that stretch us
beyond the status quo, and, most importantly, ones that we can achieve now.
A Better Toyota
Toyota sees diversity as a pathway to create a better Toyota. Success in diversity gives Toyota access to the best and the brightest. It creates opportunities for new partnerships. Diversity allows Toyota the ability to fully participate in todays changing marketplace. Diversity gives Toyota additional ways to make a difference and to earn the respect of all of our communities. In short, it provides Toyota with a new way to fulfill its mission to become the most successful and respected car company in America.
Over the next ten years, Toyota will make a multi-billion dollar investment in diversity and align diversity with its mission and core business strategies.
The Toyota Way is based on the legendary manufacturing system that has helped Toyota build some of the best and most reliable cars in the world. The Toyota Way is more than a set of tools and techniques. It is an attitude, a philosophy and a culture that permeates all that Toyota does, including our quest for leadership in diversity. Positioned within the Toyota Way, the diversity strategy represents a fundamental sea change in the way we do business and think about doing business. For Toyota, diversity is an opportunity to continuously improve every aspect of our business and to show our respect for people.
Our Commitment
. Toyota is committed to
becoming the industry leader in diversity.
Toyota Diversity Advisory Council Community Involvement Job Training Retail Management Development Minority Advertising Dealer Representation Procurement Employment Diversity Management Structure
Toyota seeks long-term quality relationships with its business partners and suppliers. Partners and suppliers are considered part of the Toyota family and are an integral part of the legendary Toyota supply chain management network. Building on the success of the minority procurement program that started just four years ago and has already made great strides, Toyota is on track to become an industry leader in minority supplier development. In addition to its direct investments, Toyota leverages its relationships with all of its suppliers to create a second tier of minority purchasing. This creates even more economic opportunity for minority businesses. Toyotas procurement efforts will include the diversification of our professional service providers. Toyota builds accountability into its minority procurement systems. Its procurement program offers a state of the art training program. Toyotas opportunity fair is the largest in the industry, attracting thousands of minority vendors each year.
Our Commitment
minority procurement goal by 2003 and will impose a 5% goal on its key Tier Two suppliers.
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Over the next three years Toyota will spend $150 million on African-American and Hispanic promotional programs and establish a new relationship with an African-American advertising firm.
Loyal and satisfied customers are essential to Toyotas business. To continually grow our market share, we must connect with all of our potential customers in meaningful and creative ways. This is especially true in a marketplace where we must be heard above the cacophony of competing advertising messages. In a growing diverse marketplace, Toyota must have advertising partners who bring a wide array of perspectives, creative solutions and energy to our business. These partners will help Toyota realize the promise of a diverse market. According to the National Association of Minority Automobile Dealers, approximately 15% of American new car buyers are minorities. This number is substantial and represents tremendous growth potential for Toyota among this important group. Conill Advertising has helped Toyota reach the Hispanic market. In September 2001, Toyota will enter into a new relationship with an African-American owned advertising firm to extend Toyotas reach to the African-American market. To further ensure that Toyotas marketing materials are effective and appropriate for multi-cultural audiences, Toyota has drawn on its diverse employee base to establish an Advertising Diversity Awareness Panel. On a frequent basis, the panel reviews upcoming advertising and provides feedback and insights on the messages, images and cultural context of the materials. In a multi-cultural society, where communication is even more complex, Toyota is making sure its messages to all audiences are consistent with a pillar of the Toyota Way, respect for people.
Our Commitment
. Toyotas commitment is to
capture the full promise of the ethnic marketplace. We bring to this goal a minimum commitment of $50 million annually to African-American and Hispanic marketing and advertising firms, which will be split roughly on a 50-50 basis.
Driven by a vision-goal to lead the industry in successful minority dealer ownership in terms of profits and per store sales, Toyota will add 4 to 6 new minority dealers each year over the next 10 years and increase our dealer development budget to $25 million for 2002.
When it comes to Toyota dealerships, our aim is clear: To have the best dealers in the industry selling the best products in the world. This philosophy extends to Toyotas minority dealership program and is the reason Toyotas dealer diversity program is one of the most successful in the industry. While the industry tendency is to emphasize quantity over quality when it comes to minority dealerships, Toyota takes a careful approach to increasing its dealer count. This approach results in dealership values far exceeding those of other leading manufacturers. For the minority dealer, this equates to greater profits and a more valuable franchise. For the industry, Toyotas approach provides an exemplary model for minority dealer success.
Our Commitment
. Toyotas vision-goal is to
place 4 to 6 new minority owners each year over the next 10 years.
With a base of nearly 8,000 minority associates nationwide, Toyota will increase minority representation at senior and executive levels of the organization.
Toyotas North American workforce is in many ways beautifully diverse. Statistical comparisons with the civil labor workforce and the equal employment profiles of the major U.S. automakers bear this out. However, we recognize that there is still more to do as we dedicate ourselves to the goal of meaningful diversity and inclusion at every level of the organization, particularly at the top. Toyotas existing significant human resource tools and programs will be better aligned with our new diversity strategy. These include The University of Toyota, Career Net, minority scholarships and intern programs, Toyotas management trainee program and its leadership development programs. Toyota intends to become, over the next five years, an outstanding employer of choice for all groups-by every reasonable and objective measure.
Our Commitment
. Toyota is committed to a
immediate and steady improvement in its representation of people of color and women in our senior management ranks.
. Toyota will improve representation through a strategy of targeted development, recruiting and retention.
Through its newest program, Avenues for Advancement, Toyota will create sustainable avenues for minority candidates to become successful senior managers in Toyota and Lexus dealerships.
Our Commitment
. Toyota is committed to
helping talented minorities prepare themselves for leadership positions within the retail automotive sector.
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With thousands of jobs open within the technical fields of the automotive industry, Toyota is opening doors for hundreds of minority youth.
Our Commitment
. The Los Angeles ATC continues to receive $1 million annually for operating costs.
. Toyota will spend $4 million to build an ATC in the eastern United States and train 125 students annually.
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Each year, Toyota invests millions of dollars towards education and other social programs in the community, providing thousands of people a chance for a better life and access to opportunities.
Being a good corporate citizen is important to Toyota. We support a large number of civic, cultural and charitable groups, education and scholarship initiatives. Our support focuses on education with an emphasis on mathematics and science. One of the most significant aspects of Toyotas diversity activities is its support of minority organizations. Among these are United Negro College Fund, Hispanic Scholarship Fund and our trademark Toyota Community Scholars program. We also provide funding and volunteers to the 100 Black Men Young Black Scholars program. Toyota supports organizations by giving time as well as dollars. Many of our executives and associates volunteer in a broad range of non-profit boards, mentoring and scholarship programs and other community based activities. Toyota recognizes its corporate responsibility to respond to the needs of these communities.
Our Commitment
. Toyota is committed to
giving back to minority communities through financial resources and corporate volunteerism.
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By the end of 2001, Toyota will appoint a distinguished panel of outside advisors to provide North American management with guidance, oversight and fresh ideas for its diversity strategy.
As an international company, Toyota Motor Sales, USA, is a wholly owned subsidiary of an overseas firm and therefore does not have the traditional American board of directors structure. In a move believed to be unprecedented for a multi-national company, Toyota will establish a Diversity Advisory Board consisting of high-level community leaders from such fields as business, law, labor and government. As a group, this board will represent the racial, ethnic and gender diversity of the community. Built on a model much like the Toyota and Lexus Dealer Advisory Councils, the Toyota Diversity Advisory Board will bring real world insights, provide an objective sounding board for our diversity strategy and, over time, create a powerful network on a range of issues and opportunities. The Toyota Diversity Advisory Board will meet with senior management several times a year to be given overviews of Toyotas North America operations. The Board will be fully informed about Toyotas diversity strategy in progress. We expect the Boards involvement to be a significant asset. This program is expected to become an integral part of our ongoing North American diversity efforts.
Our Commitment
. Toyota is committed to
the success of its 21st Century Diversity Strategy.
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Toyota has developed a strong implementation process for its diversity strategy, which is supported by the highest levels of Toyota management.
Aligning resources and policies in a manner consistent with the stated importance of Toyotas diversity strategy is key to ensuring that the strategy remains a priority. Only by dedicating resources and conveying the centrality of diversity to all members of the Toyota family, can Toyota generate the ongoing energy necessary to follow through with our diversity commitment. Toyota is committed to developing a culture that views diversity as a pathway to a better Toyota. This commitment demands that we support the human resources aspect of our diversity strategy. We are embarking on a five-prong plan to ensure that our diversity initiatives succeed throughout our organization. First, the senior management of Toyota North American companies will communicate the strategy to every manager and associate. There will be a system-wide rollout, both orally and in writing. Second, the implementation of our diversity strategy will be driven by real benchmarks and real timetables, which will be set forth in a written document to be provided to all relevant managers. Third, we will dedicate a lead manager in each area to ensure full compliance at all levels of the company. These lead managers will report directly to a senior level executive on a quarterly basis. In addition, we will provide incentives to managers (reflected in rewards, bonuses and positive performance evaluations) to ensure their full compliance with the diversity plan and their full energies to achieving the specific goals of the plan and meeting its timetables. Fourth, we will have in place a planned deviation system, which will address situations where managers fail to achieve our established goals and timetables or commit less than their full efforts to achieving them.
Our Commitment
. Toyota is committed to
regular reviews and the strong oversight of our processes, programs and policies on diversity, so to ensure that we achieve all that is truly possible for a great company like Toyota.
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Finally, we will continue to work with outside organizations to ensure that our strategy is working and remains state of the art. We know that our diversity strategy is the first step in becoming the company we strive to be. We have already referenced the importance of communications to all stakeholders; our strategy relies on ongoing communications, updates and announcements of success, and discussions of serious issues with our associates, our suppliers, and our community. Starting with the launch that will communicate the diversity strategy from our most senior executives, Toyota will make information accessible and will have mechanisms to respond to issues and concerns. Ongoing communications and prompt feedback will be key to the success of the program. Toyota fully appreciates the importance of follow through.
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