| Secondly,
localisation -- particularly in manufacturing and human resources.
And thirdly, our efforts in safety and ecology, which have won us
a great deal of praise and acceptance.
Q: What are the next steps in the “localisation
of human resources?”
A: We’re expanding overseas at such a rapid
rate, it is obviously impossible to operate without expanding our
workforce.
Moreover, it is clear that the key talents needed in our worldwide
operations must be developed locally and grow into the key roles.
Localising human resources has twofold benefits: it reinforces our
position in local communities and allows us to better answer local
needs.
We want to become a good corporate citizen -- one that is deeply
rooted in the local community.
Q: When it comes to localisation, how important
a part does the Toyota Way play?
A: It is of vital importance.
As I have just mentioned, we are employing more and more new people.
Although we want to make the most of their different experiences
and skills, it is important for everyone to share the same values.
The Toyota Way allows us to do this across the globe, giving us
a common language.
We are not looking for total uniformity in each locality, but we
must share the same fundamental philosophy.
Q: “Corporate citizen” is a term we
often hear these days.
What kind of “corporate citizen” do you want Toyota
to be?
A: We work to benefit society on two levels.
On a global level, we do this through our products, and our development
of world-leading environmental and safety technology.
On a local level, meanwhile, we are making continuous efforts to
become accepted, respected, and welcomed by getting truly involved
within the communities in which we operate.
Right now, our performance in those areas is well beyond that of
our competitors, and we want this to continue.
Q: Earlier, you mentioned the importance of customer
satisfaction and a “customer first” mentality.
What is the biggest challenge Toyota faces with regards to customer
satisfaction?
A: It is important for us to consider how we can
listen more effectively to the voice of the customer, especially
at the frontlines of sales and service.
Our biggest challenge is to continue to respond to this voice in
every single area of our operations worldwide.
We’re depending on everyone. |
