Toyota Global Site | Toyota's Approaches to Conflict Minerals Issues
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Meanwhile, the company revised the Toyota Supplier CSR Guidelines inasking its suppliers to engage in responsible material procurement. Toyota's Policies and Approaches to Conflict Minerals Issues We—Toyota Motor Corporation and its subsidiaries—promote obtainment of materials with full deliberation and care to avoid the procurement or usage of materials which are unlawful or which are obtained through unethical or otherwise unacceptable means.
We recognize that the situation surrounding conflict minerals originated in the DRC or an adjoining country is one of the significant social issues among supply chains.
To achieve such procurement and usage, we conduct inquiries tracing back through our supply chains and confirm if conflict minerals are used. And we take appropriate steps to discontinue procurement of materials that can cause social problems or finance armed groups if usage is detected. Based on mutually beneficial relationships, we ask our suppliers to understand our policies and approaches and to promote responsible material procurement.
We expect suppliers to take appropriate steps to discontinue procurement of these materials if usage is detected. The team, formally called the Conflict Minerals task force, consists of representatives from relevant departments such as corporate planning current corporate affairspurchasing, accounting, public relations, external affairs, legal and material engineering within the company. The team has begun considering what actions are to be taken regarding conflict minerals.
InToyota and its parts suppliers belonging to the JAPIA joined hands in conducting a trial-based survey on conflict minerals used in their products, kicking off their preparations for launching full-fledged investigation into the issues.
The association has been also pressing for smelters to obtain a certificate confirming that minerals they use in their products are DRC conflict-free. Toyota has been working globally to deal with the issue. Toyota Motor North America, Inc. The PPA encourages responsible minerals trade that is free from material procurement in certain areas marred by regional conflict, including the DRC or an adjoining country, and coordinates support to organizations engaged in the critical work to develop conflict-free supply chains.
For this purpose, it refrains from requesting suppliers to not use any minerals in the area, regardless of their relation to human rights violations.
Based on that awareness, it believes promoting initiatives industry-wide for use of materials that are free from conflict at smelters who are upstream in the supply chain is one way to resolve human right infringement issues and ultimately develop a more civil society.
As a result of the industry-wide cooperation outlined above, the number of conflict-free smelters and refiners worldwide has been increased to as of November Details of Surveys Implemented in In MayToyota launched a full-scale reasonable country of origin inquiry.
Since then, the survey has been conducted globally, covering its subsidiaries operating both in Japan and abroad.
Causes of Conflicts Between Line and Staff
InToyota carried out the survey for all kinds of business undertaken by Toyota, including automobiles and marine transportation equipment. Tracing back through our supply chains globally, suppliers operating in Japan and overseas were asked to check if conflict minerals have made their way into the supply chains of their products. This results in impractical suggestions, making it difficult to achieve organizational goals. Conflicts due to Staff Viewpoint: Lack of proper use of staff: Staff managers allege that line managers often take decisions without any input from them.
Line just informs staff after taking decisions.
Causes of Conflicts Between Line and Staff
This makes staff managers feel that line do not need staff. Resistance to new ideas: Line managers resist new ideas as they feel implementing new ideas means something is wrong with the present way of working. Lack of proper authority: Staff often alleges that despite having the best solutions to the problems being faced in their areas of specialization, they fail to contribute to organizational goals. This is because the staff lack the authority to implement the solutions and are unable to persuade the line managers who have the authority to implement them.
Normally line managers are seniors to staff in terms of organizational hierarchy and levels. On the contrary, staff managers are relatively younger and better educated. Staff often looks down upon the line.
Staff and line
Such complexes create an atmosphere of mistrust and hatred between the line and staff. Lack of demarcation between line and staff authority: In practice it is difficult to make a distinction between line and staff authority.
Each tries to shift the blame to the other. Lack of proper understanding of authority: This leads to encroachment and creates conflict. To overcome the line and staff conflict, it is necessary for an organization to follow certain approaches: Duties and responsibilities of both line and staff should be clearly laid down.
Relationships of staff with the line and their scope of authority need to be clearly defined. Line should enjoy the freedom to modify, accept, or reject the recommendations or advice of the staff. Proper use of staff: