Securing and Developing Human Resources to Create New Value
Training expenditures per employee
Fiscal 2016 target:
No annual numerical target
The success or failure of a company is decided by its people—employees shape its destiny. Guided by this concept, the Toray Group considers securing and developing outstanding human resources as one of its most important tasks and a fundamental management priority. Based on the following four goals, the Toray Group is promoting human resource development.
- Development of fair-minded individuals who act with high ethical standards and a sense of responsibility
- Training of professionals with advanced expertise, technical skills and originality in problem solving
- Development of leaders who act with foresight and a sense of balance
- Development of individuals, professionals, and leaders who can play an active role in global business
Employing a Diverse Workforce
The Toray Group employs talented human resources with high aspirations who can play an active role in global business, inclusive of gender and whether employees were hired out of university or mid-career.
Since 1998, Toray has been expanding its efforts to recruit diverse human resources, in order to drive the globalization of its business. The Company actively recruits non-Japanese students who are studying in Japan, and Japanese students who graduate from universities abroad. Then, it seeks to build a work environment where all employees are able to fully demonstrate their individual abilities and perform to their utmost potential.
Systematic and Effective Training
Toray develops well-designed training programs and systematically executes diverse training programs to enhance management, sales, production technology, and specialized skills, and to better equip employees to address globalization. These programs cover all levels of employees and fields, aiming to develop future management candidates while expanding and educating the base of core staff ready to employ their strong capabilities to lead on the front lines.
Over the recent years, Toray has concentrated on enhancing and expanding its development of global human resources through Overseas Training for Young Employees, the Toray Global English School, and Business English Intensive Training, as well as through joint sessions of the Toray Management School and Toray Group Senior Management Seminar. Toray also implements the Global Diversity Seminar for non-Japanese employees working at Toray. In fiscal 2016, training expenditures per employee at Toray stood at 101,607 yen.
In addition to training, the Group is adopting diverse personnel programs to develop an organization in which human resources who are ready for new challenges can play a greater and more active part in the company.
Fiscal 2016 Training Programs at Toray
Company-Wide Training Course Enrollment in Fiscal 2016 (Toray)
|Sales, marketing, and administration
Toray's Personnel System
||Each employee establishes annual objectives. At the end of the fiscal year, employees and their supervisors meet to review accomplishments and the extent to which they were able to meet their objectives.
|Personnel appraisal system1
||Designed to facilitate a fair appraisal of employee contributions in terms of duties, responsibilities, capabilities, and performance.
|Individual meeting system1
||Employees meet with their supervisors twice a year in a one-on-one setting. Supervisors provide consultation on employee performance and new objectives.
|Self-assessment system for managers, occupational specialists, and G Course2 employees
||Employees are surveyed annually on topics concerning work experience and desires for interdepartmental transfer. Surveys can then be linked to individual personnel transfers and placement.
|Career assessment system for G Course2 employees
||Employees participate in a regular review consisting of presentations of daily operations and personnel interviews in order to focus on the direction of their future growth.
|Job opening system
||Employees are given an opportunity to apply for jobs inside the Company and proactively develop their career, while ensuring optimal staff assignment.
- 1 Applies to 100% of managers, occupational specialists, and employees pursuing G Course2 and S Course3 career paths.
- 2 An abbreviation for Global Level Assignment Course, the G Course is the career path for employees who wish to pursue a career at the Toray Group in a top management position or advanced specialization.
- 3 An abbreviation for Specified Assignment Course, the S Course is the career path for employees who wish to pursue a career as a manager, supervisor or expert in a specified occupation.
Development of Future Management Candidates for the Toray Group
The Toray Group implements training in order to systematically develop future management candidates. Numerous employees who have undergone the training are already active in management positions.
Strategies for Developing Future Management Candidates
||Total participants through FY2016
|Management Training for General Managers
||Division and department managers of Toray, Board members/officers of group companies in and outside Japan
||Develop management leaders at Toray and group companies
|Toray Management School
||Section managers of Toray
||Develop future management candidates at Toray and group companies
|Toray Group Management School
||Department managers of group companies in Japan
||Develop management candidates focusing on group companies in Japan
|Toray Group Executive Seminar (Toray Management School outside Japan)
||Board members/officers of group companies outside Japan
||Develop local executives at group companies outside Japan
Since fiscal 2014, the Toray Group has been working on a succession plan and personnel development plan based on a medium- and long-term perspective. The Group is drawing up a medium-term human resources plan for management positions and core staff to ensure that it can tackle important business issues with systematic personnel assignment.
Establishing a Global HR Management Fundamental Policy
The Toray Group established its Global HR Management ("G-HRM") Fundamental Policy in November 2011, with the goal of managing human resources from a common perspective shared by the entire Group, thereby surmounting differences between countries, regions, cultures, customs, and individual companies.
Under the policy, Toray practices a united approach to human resources management of each group company.
Toray Global HR Management ("G-HRM") Fundamental Policy
Established November 2011
True to its philosophy, "Contributing to society through the creation of new value with innovative ideas, technologies and products" and its embodiment through "Innovation," and in order to continue being a highly valuable corporate group for every stakeholder, Toray focuses on recruiting, retaining, and developing employees with high aspirations for the Toray Group, with the understanding that "Human Resources" are the most important asset in management.
As Toray Group continues to promote further business growth and expansion, we set the following four principles as the Toray G-HRM Fundamental Policy, despite all differences between countries, regions, cultures, customs, and companies in order to facilitate HR management with a common basis for all Toray Group companies around the world.
Step by step, each company is encouraged to implement and maintain a concrete HR management system in line with the following Toray G-HRM Fundamental Policy. However, at the same time, it is essential to value the merits of local HR management in each company based on the individual circumstances of country, region, culture, custom and company. Thus, it is necessary to promote the policy while integrating both approaches properly.
- Consistently recruit and retain core staff and promote long-term HR development programs
- (1) Consistently recruit core staff based on mid/long-term HR management views.
- (2) Sustain long-term HR development through promoting individual career development, implementing timely assessments of development progress, and carrying out on-the-job training (OJT), together with training programs (Off-JT) and self-development.
- (3) Promote HR development by following up on each individual through MBO (Management by Objectives) and performance appraisal systems.
- Select and develop core staff who can win a place in the global competition
- (1) Recruit highly capable staff who understand and support Toray's corporate philosophy, regardless of nationality.
- (2) Provide selected staff with opportunities for sophisticated high-level training and global careers.
- (3) Promote staff, who have skills to assume management responsibility for Toray Group companies, to top management positions of each company, and also give them opportunities for selection to executive positions as well as core positions of Toray Japan.
- Pursue a "placing the right people to the right jobs" policy while enhancing fairness, understanding (by employees) through convincing explanations, and transparency
- (1) Make the best assignment for each employee and assigned organization by focusing on his/her ability and performance.
- (2) Place importance on fairness, understanding (by employees) through convincing explanations, and transparency when determining individual compensation, such as salary and bonus, by appropriately taking account all of the roles and responsibilities of the position, the employee' s ability, as well as performance appraisal results based on the MBO (Management by Objectives).
- (3) Enhance the HR development system and the compensation system to value challenges as well as enhance motivation of average-level performers who contribute to their team.
- Continue various management methods to further strengthen the company's business structure
- (1) Conduct head-count management and labor cost management as an entire company in a detailed and uniformed way.
- (2) Always sustain a flat, effective organizational structure and control the appropriate proportion of managerial staff.
- (3) Maintain and strengthen competitiveness through the appropriate utilization of diversified human resources such as contract employees, temporary staff sent from agencies, and external resources.
Developing and Promoting Staff at Overseas Group Companies
Number of local core staff outside Japan who participate training courses
Reporting scope: Toray Group (Outside Japan)
Fiscal 2016 target:
No annual numerical target
The Toray Group regards the development of core staff at its overseas group companies as one of its priority management objectives. The Group makes active efforts to promote employees locally hired at these companies to executive management positions, as well as to key posts and management positions at Toray's head office. In fiscal 2016, at Toray, four core staff outside Japan help manage the Toray Group, serving in senior director (riji) positions.
To ensure thorough understanding of the Toray Group's management philosophy and policies, core staff from overseas group companies participate in training programs in Japan, organized according to managerial level.
The Toray Group, with direct involvement from the head office, is developing and providing management training courses outside Japan specially designed for the particular circumstances and needs of group companies in each respective country.
The Group operates a "Toray Global HR site" online, through which employees can access information about management policies and human resources management. Employees can also access the website to take online courses that are part of a group-wide framework for training.
Training Courses Held for Core Staff outside Japan in Fiscal 2016 (Toray Group)
Japan-based training courses
||Number of participants
|Toray Group Executive Seminar
|Toray Group Senior Management Seminar
|Toray Trainee Program
|National Engineer Key Person Training
|Toray Management & Technical Training
|Total number of employees receiving training
Training courses held outside Japan
||Number of participants
|Toray Group U.S. Senior Management Seminar
|Toray Group U.S. Management Training
|Toray Group EU Management Seminar
|Toray Group Indonesia Management Seminar
|Toray Group Malaysia Management Seminar
|| Assistant department managers/section managers
|Toray Group Korea Senior Management Seminar
|Toray Group East and North China Management Seminar
|Toray Group South China Management Seminar
|Total number of employees receiving training
- Toray Group Executive Seminar for core staff outside Japan
- Toray Trainee Program for core staff outside Japan
Developing and Promoting Personnel at Group Companies Outside Japan
National staff who will take up management positions at group companies outside Japan and who are qualified for taking such management positions in the future are identified for career development. This is based on individualized plans for career development and promotion, that is jointly implemented by group companies, country/regional representatives, and the headquarters.
Human resource development is systemetically implemented through both on-the-job and off-the-job training. Off-the-job training consists of training implemented by individual companies. This is combined with management training courses that are regularly implemented in Japan and at the country or regional level, together with career development through domestic and international job rotations.
VOICEMessage from a Toray Group Senior Management Seminar Participant
Exploring the Leadership Skills Needed for Senior Management
I participated in the Fiscal 2016 Toray Group Senior Management Seminar. During the two-week course, myself and other participants from various countries and professional backgrounds attended seminars and discusssions. The course gave us information that we need as senior management, such as Toray's corporate philosophy and history. We were also briefed by head office senior management on Toray's business strategy and exchanged opinions on issues that we at Toray Group companies are tackling. Overall, it was a valuable experience.
The course addresses the key issue of developing the leadership skills of senior managers, which we explored in great depth. The course helped me to understand that human resources are the most valuable resources of the company, and that by building a good team, it is possible to achieve the company's targets and grow as an individual.
Andy Teoh Regional Manager, Sales Department, Penfabric Sdn. Berhad