The development of human resources is one of Toray Group's most important managerial objectives. We conduct personnel training with three objectives: the cultivation of fair-minded members of society who have high ethical standards and a sense of responsibility; the training of professionals with advanced expertise, technical skills and originality; and the cultivation of leaders with foresight and a sense of balance.
The Toray employee education system represents a rational, systematic approach to human resources responding to various needs in every field. We conduct many types of training for employees of all levels and in all areas to improve management performance, sales performance, production management skills, professional skills, and international operations. For example, the voluntary Challenge Training Program helps motivated employees develop their own talents while the Overseas Junior Training Program develops human resources suitable for employment globally.
Beginning in FY 2007, as a way to strengthen the development of sales personnel, we began implementing a human resources training program based on consistent training objectives for a designated “initial training period” spanning the first three years after joining the company.
Leadership Training
To cultivate future executives, courses to promote unified management have been held at the Toray Management School since 1991. Here section managers learn the knowledge and skills needed to become corporate executives.
Toray is also working to train section and unit managers in coaching skills*1 and to improve their problem-solving skills through logical thinking*2 concepts.
We also established the Toray School of Technology and Business, where mid-level employees at manufacturing plants are trained in a one-year live-in schooling environment.
*1 Communication skills to encourage independent action in subordinates.
*2 Skills to define and solve problems in a rational, logical manner.
Note: Excludes divisional and plant-level training
Toray adopts the following personnel systems to create a dynamic organizational culture that encourages individuals who dare to explore new possibilities to contribute to the company.
| Management-by-objectives system |
This system establishes annual objectives for each employee. At the end of the fiscal year, employees and their supervisors meet to review the extent to which they were able to meet their objectives. |
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| Personnel evaluation system | This system is designed to facilitate a fair evaluation of employee contributions in terms of duties, responsibilities, capabilities, and results. |
| Individual meeting system | Under this system, employees meet with their supervisors twice yearly in a one-on-one setting. Supervisors work to develop their subordinates' skills and ensure that they accept the validity of their evaluations. |
| Self-assessment system (for managers, occupational specialists, and general staff) |
Employees survey topics such as their own work experience and desires concerning topics such as job transfers in an annual process that is linked to individual personnel transfers. |
| Career Assessment System (for general staff) |
Employees participate in a regular compound review consisting of work presentations and personnel interviews. We focus on the direction of their future growth. |
| Internal recruiting system | We recruit from inside the company as appropriate in order to ensure optimal staff assignments and support employees' autonomous efforts to direct their own careers. |
| Bonus system for employee inventions |
We revised this system in April 2005 to boost awards above past levels in an effort to accelerate the creation of exceptional inventions. |
