By offering all staff members sufficient opportunities to develop their skills, the TOTO Group encourages the creation of workplaces that will attract talented people from many different backgrounds.
TOTO in Japan provides a wide range of career support including stratified human resource development, career support for women, selection type programs for self-education as well as correspondence courses.
Overseas, TOTO offers training opportunities to department and section managers to enable them to acquire business skills and learn more about our management issues. A training system will be developed both domestically and internationally as the entire TOTO Group develops a climate in which its people can actively take on challenges.
  FY2017 FY2018 FY2019
Average training hours per participant 11.4 9.3 10.0
*Data for full-time employees of the TOTO Group

TOTO Group Human Resource Development System

For the succession and the development of technology unique to TOTO - Specialist system

The manufacturing of the TOTO Group has been supported by high technology.“Specialist system” evaluates advanced researchers, engineers and skilled workers producing high technology as well as managers, and designates them as “Specialist”. In this way, this system aims for their career advancement as skilled workers and the development of the next generation.
Our goal is to strengthen the competitiveness of the TOTO Group throughout manufacturing by ensuring further development of technology and skill, and accumulation & transmission of the knowhow. Furthermore with the technology the “Specialist”s produced, we will expand the new possibility of the associated fields and will contribute to the development of society.

About Fellows

In 2017, when celebrating its 100th anniversary, TOTO appointed over 100 best specialists as fellows for the first time. In 2020, two specialists were additionally appointed.
“Fellow” is one of the world’s top-level researchers and engineers who is responsible for TOTO’s core technology.As “Fellows” contribute greatly to the improvement of corporate value, brand, performance and symbolize TOTO’s unique technology, we will continue to develop the world’s top class engineers and pass on the manufacturing spirit and the human resource development spirit to the next generation.

Employees Helping Each Other – and Their Company – Grow-Awareness survey

TOTO has conducted an awareness survey for all employees since 1992. Voices of employees are the fodder that allow us to assess the current state of our company and identify issues that stand in the way of our vision for the company. At the same time, analysis of survey results for each department and providing feedback to the employees of the company also recalls the aims of the company to personnel and helps them transform actions taken in the performance of duties to those that support the image of the company to which we aspire.
From 2016 and with the aim of disseminating our corporate philosophy, these efforts have extended to the managerial-level people in our overseas Group Companies and facilitate the development of good workplaces on a global level.
  FY2017 FY2018 FY2019
Employee engagement(% of actively engaged employees) 83.0% 82.3% 82.8%
*Data for the TOTO Group (Japan)

Developing Human Resources to Support Manufacturing the TOTO Way

Particularly in the development of technical staff, TOTO bases its efforts on words left behind by our second president, Saburo Momoki: "You need to make good people before you can make good products." To that end, TOTO has created the Technology Map, a system for structuring the technical skills needed in manufacturing products, and has rolled out a wide range of measures based on that system. Under Technology Map, to provide concrete technical training and assess technical skills, technology as a whole is divided into six fields: overall structural (system design) technology; component technology; core component technology; basic commonly-required technology; common technology; and manufacturing process technology. Each of these is further segmented into technical items at various levels, and ways devised to make them easy to use as human resource development tools. Human resource development efforts currently underway are focused primarily on three areas: e-learning, group training and OJT.

Manufacturing Personnel Development System

1. Enhancing e-Learning

TOTO's e-learning system was put in place to provide a convenient way for employees to study, and provides approximately 109 units of 29 courses covering basic technical knowledge and methods (as of Apr. 2020). We renewed all the content by providing supervision of the technical skills to make the content easier to learn and to develop an easy-to-use environment for employees by making the lesson hours of each content shorter to allow learners to choose and learn specific content as needed.

2. Hands-on Group Training

Group trainings conducted in fiscal 2019 covered 24 subjects, with a total of 567 employees trained across a total of 274 hours. In quality improvement training, which received special focus, attention was shifted from classroom-based training to a more hands-on system, in the belief that knowing something and actually being able to do it are two different things. A five-step process (pre-training assignments; group training; practical assignments; counseling sessions; final presentations) works to ensure that employees are able put into practice what they have learned in the course of their training.

3. Hands-on Activities and Support for OJT

Based on the belief that OJT is the key to human resource development, TOTO has deployed two initiatives. The first, part of the above-mentioned hands-on group training, calls on supervisors of those in training to provide motivation and guidance prior to and during their work on their assignments, and further, to participate in their final presentations so that they can hear the results of their employees' efforts and convey to them their own expectations for future initiatives. The second initiative involves putting in place a structure that assigns to each division a key employee responsible for highly specialized skills and methods; those key people will then provide OJT to employees in their respective divisions.

Developing Human Resources for Achieving Sales Strategies

Our sales divisions develop and encourage a talent training system by job types and job levels for the purpose of ensuring the improvement of the necessary skills based on our sales strategy and by keeping up with changes in our business environment.In fiscal 2019, we focused on the development of managerial-level people, primary- and mid-level workers and our sales-related Group Companies (distributors) with an aim of changing our organizational climate and human resources’ awareness and strengthening the changes, developing global human resources and improving our housing equipment business in Japan.In fiscal 2019, nearly 1,250 of about 4,200 persons (about 30%) to whom our talent training plan applied were provided with opportunities to participate in the training. Personal reports and organizational reports are created and utilized: the former visualizes personal skills to link assessment, training and OJT with one another while the latter summarizes the skill status of people within the department.
Furthermore, we provide comprehensive educational programs for unfailingly learning basic knowledge on our products, finance, laws, national policies and many other subjects.

Overall Sales Division Human Resources Development System

1. Development of individuals for managerial posts

Our one-year program for training new office/section managers has run since fiscal 2001. In fiscal 2016, a three-year training program was introduced with a view to developing human resources that may become capable of serving effectively as department managers.Furthermore, we also focus on training our young colleagues who may assume the role of office/section manager so that they will be ready for managerial-level positions sooner.

2. Developing Human Resources for Entry-Level to Mid-Level Sales Divisions

In 2004, a training program supplemented by the knowledge and skills necessary for sales activities was introduced to a three-year program for developing primary-level workers, which is run by the TOTO Group as a whole. These programs continue and have evolved in accordance with the working environment, strategies and so on.
We will also provide training on the specialist’s role of showroom advisor. New employees learn service etiquette and product knowledge, and mid-level workers learn about building reforms. We develop human resources that may become showroom advisors to meet customers’ needs.

3.Development of individuals for sales companies that are part of the TOTO Group

Each of our Group Companies ran training programs independently until fiscal 2012, when these programs were centralized with the aim of facilitating the TOTO Group’s efforts to consolidate our Japanese housing equipment business.Combining the training activities of our sales-related Group Companies (distributors) around the country is leading to great success. For example, it helps develop employees' sense of belonging to the TOTO Group, standardizes their image of desirable human resources and facilitates information exchange and mutual stimulation among the trainees.In fiscal 2019, nearly 530 colleagues from primary-level workers to department/branch managers underwent training.

Raising Awareness of Every Employee - Global Human Resource

In Japan, opportunities for working overseas have been concentrated on managerial-level people. With the aim of developing human resources who are capable of making decisions from a global perspective, we introduced a system to attract requests from our young staff members to work on secondment.
In the workplaces overseas, on the other hand, we delegate trainers from Japan to China and other Asian countries (Vietnam, Thailand, India and Malaysia) and provide business skill training to provide general managers and managers, the key players, at the overseas group companies with opportunities to develop themselves.
TOTO will continue providing opportunities to globally disseminate its corporate philosophy and to train human resources from many different backgrounds.