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One of Toyota’s main work pillars around the world is focused on respect for people. This involves building a culture based on mutual trust, safety, valuing teamwork, and encouraging creativity and well-being.

In line with its business strategy for Brazil and with the Global 2020 Vision to create jobs and develop people, even with the crisis that has struck the Brazilian market in recent years, Toyota maintains its growth pace by reinforcing the kaizen culture in all stages of its work process and focusing on production for both the domestic and regional markets.

Although this was a challenging period due to the effects of the crisis, the 2017/2018 fiscal year brought good results for the Human Resources area by reinforcing communication activities, internal development programs, and strengthening a good relationship with trade unions in order to protect jobs.

Presença Feminina

Female presence

The automotive sector is still recognized as an area with a majority of male professionals. Something that is gradually changing at the initiative of the companies themselves, which seek more gender diversity in their staff in order to ensure a creative and balanced environment. At Toyota, these numbers are still discrepant, but Human Resources has been working on initiatives - such as the Female program - started in 2017 to understand women’s professional aspirations and expectations regarding their careers within the company.

Today, our challenge is to create an authentically egalitarian environment, driving change in our culture, in addition to awareness, engagement and development through dialogue and actions between men and women. Today, 26% of our workforce (in the administrative area) and 12% of leadership positions are held by women (base March/19). No internal goals have yet been defined, but the diagnostic phase for other potential female executives is underway.

In addition, in July 2018 we held a lecture on Unconscious Bias at the Sorocaba plant, which, at the time, was hiring approximately 130 women to work in the production area. The feedback received regarding this initiative was very positive, with the testimony of female employees about this work that is being done by Toyota.

Toyota also supports the participation of its female professionals in the North America Women’s Conference, an opportunity for people around the world to share experiences about women’s challenges in the job market, opportunity for professional development and sharing of ideas. For Toyota, this initiative is an opportunity to recognize the value and increase the visibility of women across the organization.

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Total number of employees <102-8>

2016/2017 2017/2018 2018/2019*
Male Male Male Male Male Male
Temporary 4,805 409 5,410 527 5.675 529
Permanent 284 146 243 33 765 132
Total by gender 5,089 555 5,653 560 6,440 661
Total 5,644 6,213 7,101
2016/2017 2017/2018 2018/2019*
Male Male Male Male Male Male
Full time 4,906 424 5,511 469 6,255 561
Part time 183 131 142 91 185 100
Total by gender 5,089 555 5,653 560 6,440 661
Total 5,644 6,213 7,101

*Data from March 2019

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Performance evaluation


At Toyota, all employees undergo performance evaluations, which are structured according to the different employment levels. It is worth mentioning that hourly employees at the units of Guaíba (RS) and Indaiatuba (SP) do not undergo this evaluation.

2016/2017 2017/2018 2018/2019
Male Male Male Male Male Male
Management 1.36% 0.07% 1.09% 0.04% 0.65% 0.03%
Leadership/ coordination 1.79% 0.23% 1.38% 0.20% 2.00% 0.24%
Technical / supervision 8.91% 8.91% 7.81% 1.34% 1.70% 0.30%
Administration 10.99% 5.21% 6.13% 4.58% 11.20% 5.25%
Total By gender 23.05% 14.42% 16.41% 6.16% 15.55% 5.82%
Total 37.47% 22.57% 21.36%
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Climate survey

The results of the Climate Survey conducted in 2017 also provided greater direction on the main needs of the teams on issues concerning career development and work environment. Based on the data collected, the Human Resources team set up focus groups to identify the root causes of the problems raised in the survey and begin implementing countermeasures.

Continuous development


In addition to the traditional qualifications, such as safety in production processes, dissemination of the TPS, Toyota Way and the company’s Global Vision, based on the results of the most recent climate survey conducted in 2017, the Human Resources area has been developing training for the leadership and the way they communicate and interact with their teams. The goal is to have - and prepare - leaders who are more able to manage conflicts, prioritize improvement activities, and keep the team motivated and engaged so that the company’s goals can be met. Throughout the fiscal year, Toyota also invested in implementing other professional development fronts. Among them are language, undergraduate, and postgraduate scholarships.

Average number of training hours

2016/2017 2017/2018 2018/2019
12.4 14.0 19
1.2 1.8 12
Total 13.63 15.8 31
2016/2017 2017/2018 2018/2019
Management n/a 0.009 4.2
Leadership/ coordination n/a 0.052 5.2
Technical / supervision n/a 3.5 37.9
Administration n/a 12.2 8.1
Total 13.63 15.8 13.86

Health and safety


With safety as a priority for employees and customers and part of the Global 2020 Vision, Toyota develops its processes based on an Occupational Safety and Health Management System (OSHMS) and applies strict risk control, training, and awareness campaigns that reinforce the culture of safe behavior and engages employees and leaders through periodic meetings, campaigns, and training sessions. Following the local legislation, all units have in place commissions for work accident prevention (CIPA), a calendar, campaigns, patrols, and plant inspections



Toyota treats all unions with the same principle of respect and dialogue, and believes that this cycle of cooperation can only bring positive results for employee safety (physical and financial) and for company productivity. Today, within the negotiations, Toyota works to clearly develop trust and mutual respect, always demonstrating needs, difficulties, and opportunities. It is worth noting that TDB has union representatives within each plant and all employees are covered by collective bargaining agreements.