38TOYOTA Annual Report 2018Message from the PresidentToward the Mobility Society of the FutureInitiatives for Sustainable GrowthCorporate DataTable of ContentsPromoting Diversity and InclusionToyota has positioned the promotion of diversity and inclusion in the workplace as an important management strategy. We are working to create workplaces where human resources with diverse abilities and values can thrive and each individual can achieve positive self actualization.Diverse perspectives help to generate novel ideas and identify new issues. Toyota aims to use these contributions to help enhance its competi-tiveness and make ever-better cars.Work Style InnovationToyota is advancing work style innovation to improve productivity and support employees seeking to contin-ue working by providing child care or nursing care for a family member. In October 2016, we expanded our remote working program with the introduction of the Free Time & Location (FTL) system. By adopting more flexible work styles, Toyota aims to make the most of each individual’s abilities and maximize results. While the previous remote working program was available only to employees with childcare or nursing care responsibilities, all employees that meet certain condi-tions can request the permission of their supervisors to use the FTL system. As of March 31, 2018, of the approximately 13,200 employees who qualify for the FTL system, approximately 3,300 are using it.We have received a great deal of positive feedback from users of the program already, with employees commenting, for example, that the system has made them more aware of time and thus more efficient when working, and that they have more time to spend with family.From April 2018, we have been introducing a new partial remote working program for assistant staff members.* We are advancing initiatives aimed at reforming work styles throughout our workplaces. * Available only for employees with childcare or nursing care responsibilities Diversity ManagementToyota’s employees in managerial positions are lead-ing diversity management initiatives to create work-places where diverse human resources can thrive. At Toyota, we call a boss who can carry out diversity management,Ikuboss.We are working to develop supervisors who understand and support the values and career goals of subordinates, taking a flexible approach to management to produce results at the organizational level while also giving ample consider-ation to the quality of both their own and their subor-dinates’ private lives.Since 2016, 1,100 managers have begun posting “Ikubossdeclarations” related to diversity manage-ment via the Group intranet. These declarations, which include information about workplace initiatives and messages to subordinates, are helping to foster a culture of mutual support for the work and success of diverse employees.