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Sustainability Report Toyota
Sustainability Report Toyota
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Cover design: The tree on the cover represents the Toyota Global Vision and illustrates what kind of company Toyota wants to be: the firm roots stand for Toyotas shared values, the fruit for always better cars
and enriching lives of communities, and the trunk for the stable base of business. The firm roots produce fruit and allow the trunk to grow thick and strong, ensuring the next crop of fruit. This virtuous circle
reflects Toyotas vision to be a company achieving sustainable growth.
http://www.toyota-global.com/sustainability/report/sr/
EA-1209
CONTENTS
Sustainability Report 2012
Editorial Policy
02
The objective of this report is to convey Toyotas efforts to realize harmony with people, societies, and the global environment, as well as a
sustainable society through monozukuri (manufacturing).
In our 2011 report, our efforts were organized according to each stakeholder. Toyota is carrying out management based on the Toyota
Global Vision we announced in March 2011, and from 2012 we are rearranging the report according to the three elements (Always better
cars, Enriching lives of communities, and Stable base of business) of Toyota Visionary Management that aims for sustainable growth
for society and Toyota alike. The information for each element includes 1) the fundamental message, 2) special feature, and 3) information
about initiatives.
This report is comprised of a printed version and a website. Information of particular importance is included in the printed version,
while further initiatives and detailed information are available on the website.
The report on environmental initiatives (published in 2011 as the Environmental Report) has been renamed the Sustainability Report
Separate Volume: Environment Facts & Figures.
03
0405
08
17
0809 message
HTML: http://www.toyota-global.com/sustainability/
Websites for
overseas affiliates reports
Finance
TOYOTA Annual
Report 2012
http://www.toyota-global.com/
sustainability/report/sr/
HTML http://www.toyota-global.com/
sustainability/
http://www.toyota-global.com/
sustainability/report/er/
HTML http://www.toyota-global.com/
sustainability/
1213
1415
1617
(Website)
HTML
http://www.toyota-global.com/
investors/ir_library/annual/
18
45
2425
2631
Period covered
The period covered in the reports data is from April 2011 to March 2012.
For major ongoing initiatives, the most recent status update in FY2012 has been included.
Scope of report
Toyota Motor Corporations own initiatives and examples of those of its overseas consolidated affiliates,
and so on.
3239
Contributing to Communities
Affluent Communities/Social Contribution (Environment/Traffic Safety/Education)
4042
46
43
59
4445
Monozukuri Is about
Developing People
5056
Argentina
Australia
Brazil
China
Europe
India
Indonesia
Malaysia
* Issued in the UMW
Holding Report
57
5859
Employees
Corporate Governance/
Compliance
Financial Information
6061
New Zealand
North America/
Canada
South Africa
The Philippines
Taiwan
Thailand
62
ISO26000 Comparison
63
Third-party Opinion
Vietnam
Message from
the President
The Toyota Global Vision announced in March 2011, is an articulation of what kind of company we want to be
what kind of company we ought to be. It clarifies our value, we want Toyota to be a company that customers
choose and brings a smile to every customer who chooses it. The Toyota Global Vision is a distillation of our
resolve at Toyota for the future.
As stated in the Toyota Global Vision announced in March 2011, making better cars and
contributing to the betterment of towns and communities leads to a stable business base. This is
the Toyota approach to business: achieving sustainable growth through a virtuous cycle. I believe
the new cars we launched in the fiscal year 2011 show the direction we are headed in.
It is likely that the very difficult business environment the world is facing now will continue. All
320,000 of us at Toyota around the world will work as one to be a company that can realize sustainable growth. Toyota will move forward, never turning back. I, and everyone at Toyota, request your
continued and ongoing support.
August 2012
Akio Toyoda
President
Toyota Motor Corporation
Fruit
Fruit
Sustainable
growth
Constantly drive
always better cars and
enriching lives of communities
by ensuring sustainable
profitability under
long-range perspective
Roots
Toyota values
Safety
Safety
Environment
Social
aspects
Environmental
aspects
Economic aspects
Comfort and
Society
convenience
and culture
Resources/
energy
sources
Education
Discussion by
chief function officers
Organizational
Chart
CSR Committee
Chairman: Fujio Cho
Established in 2007
Corporate Citizenship
Activity Subcommittee
Assessment of
practical work
based on
the CSR Indices
(approx. 100 items)
TSHD* (2)
Direct Dialogue
with NGO/NPOs,
opinion leaders,
etc.
Discussion within
the CSR Committee
Setting
KPI Strategic
Focus
Discussion by
chief function officers
CSR Planning
Subcommittee
Risk Management
Committee
Articulating
the Global Vision
for Those We Serve
Opinions Expressed at
the 11th Stakeholder Dialogue
Held in November 2011
Social issues
Corporate Ethics
Subcommittee
TSHD* (1)
Direct Dialogue
with NGO/NPOs,
opinion leaders,
etc.
Toyota
Global Vision
VOICE
Discussion within
the CSR Committee
Compliance
Environment
Since 2001, Toyota has held the Toyota Stakeholder Dialogue each
year with participants from a range of corporations and institutions, to bolster communication with external experts in CSR. In
2011, such Dialogues were convened twice, with an initial discussion on the concept of the KPI Strategic Focus, followed by a
second Dialogue to decide which KPIs would be adopted. We
understood the expectations of non-Toyota participants and
endeavored to improve our activities accordingly.
FY2010
FY2011
Since its foundation, Toyota has continuously strived to contribute to the sustainable
development of society through the manufacture and provision of innovative and
quality products and services that lead the times. Cars are useful because they afford
us freedom of mobility. On the other hand, they impact society and the environment
in various ways. Always bearing this in mind, we listen carefully to our customers
and neighbors in local communities to pursue our business, seeking harmony with
people, society, and the global environment, as well as the sustainable development
of society through monozukuri.
In the main line of our business automobile manufacturing we develop and
introduce environmentally friendly hybrid vehicles in addition to mechanisms
for active and passive safety. We also roll out new businesses in such areas as
biotechnology, afforestation, and energy. Furthermore, we pursue initiatives
for social contributions that focus on the environment, traffic safety, and
education. Such activities centering on automobile manufacturing are designed
to help people in the wider community and bring them happinessthis is Toyotas
aspiration. The basis of our rationale is our CSR Policy: Contribution towards
Sustainable Development. Toyota aims to become a company that is admired and
trusted by society by ensuring that all employees recognize and put into practice
our CSR Policy.
Main KPIs
Engage in advanced/cutting-edge
research for a new mobility society, and
promote the practical application and
popularization thereof
Employee Satisfaction
CSR/SRI evaluation
Close up
Creating the
Future of Japan
Together from
Tohoku
With All Toyota united efforts, continuously
supporting Tohoku revitalization in three areas
Tohoku Revitalization
Initiatives by Toyota
VISION
Automotive Business
VISION
Automotive Business
Furthermore, in July 2011, Toyota launched new regional revitalization initiatives in the Tohoku region, based on the concept of building
a brighter future for Tohoku in cooperation with local communities through monozukuri. The revitalization initiatives include making
Tohoku Toyota s third car manufacturing hub in Japan and boosting the involvement in social contribution activities and programs.
With All Toyota united eorts, we will continue to carry out initiatives to promote Tohoku revitalization based on the three pillars: the
automotive business, social contribution, and new business.
VISION
Social Contribution
VISION
New Business
F-Grid Concept*
Energy-independent facility
Emergency power
supplies for the
local community
Toyota plant
VISION
In-house power
generation facilities
Social Contribution
External power-supply
units fitted to cars in
public use (Prius) free
of charge
VISION
Emergency information
service
F-Grid Center
Regional energy
management hub
New Business
COLUMN
Toyota East Japan Technical Skills Academy (scheduled to open in April 2013)
CSR Boost-up Initiative: Toyotas Initiatives toward Revitalization after the Disaster
The CSR Boost-up Initiative on the theme of Toyotas Initiatives toward Revitalization after the Disaster was held on March 21, 2012 for the benefit of employees, as
a means of raising awareness of the Toyotas principles to address social
challenges and Toyotas CSR initiatives. The event also provided an opportunity to
reexamine our role as a good corporate citizen in the community.
Due to the high level of awareness and interest in the revitalization process,
the number of applications was far greater than the venue capacity. For employees
unable to attend, a video of the event was prepared and shared at a later date.
The event gave a general overview of Toyotas initiatives toward revitalization
along with individual presentations of people working on the front line in disasterstricken areas. In addition there were two external speakers who talked about
Toyotas contributions and discussed potential future collaboration.
VOICE
Peoples expectations of cars are constantly changing. People are beginning to experience the pleasure of ownership in emerging countrieswhich are experiencing rapid economic growthand everyone has high expectations for greater driving enjoyment
and environmental performance. In an era of sudden and drastic change, we need the ability to see what is already apparent, as
well as to foresee the next advancement. It is the customer who drives such change. By remaining firmly focused on customers and
continuing to listen to them, we can adapt to change and make sustainable growth possible. Continuing to make always better
cars that earn smiles from our customers is the only way forward to a successful future. Based on this conviction, Toyota will carry
on working to meet the diverse needs of different customers and make always better cars that can satisfy customers. To enable
us to continue meeting this goal, we are working to preserve and strengthen Japans monozukuri (manufacturing) tradition.
President
Toyota New Global Architecture (TNGA): A New Approach to Car Manufacturing from Toyota
Working Toward Always Better Cars
In order to strengthen our research and development systems, we are expanding
the role of our chief engineers (CE) as a way of clarifying their position as the
development representatives closest to the consumer, thus speeding up the
decision-making process. We have also strengthened our design systems by
introducing a design process in which the CE plays the central role. In order to
make better cars that match the needs of each region, we have strengthened
regional R&D bases, posted regional general managers (North America and
China, Japan and Europe, and emerging countries), and are coordinating operations with regional sales divisions and research and development bases.
Speed up decision-making by
responding directly to the
chief officer
Overall authority of
development units for
individual models, with
responsibility for product
group
Stronger emphasis on
regional characteristics
Refined organizational
structure
Assess consumer
expectations in each market,
boost quality and product
appeal
Camry
In order to reflect our policy of always better cars in our production phase, we strive for making better cars and competitive monozukuri.
The automotive industry operates in diverse market environments. While market expansion in emerging nations has created a demand for cars
of good quality at an affordable price adapted to regional needs, the limited markets of developed countries are the scene of fierce competition
centered around environmentally friendly cars. Moreover, current issues in society ranging from the unprecedented strength of the yen to the crisis
in electricity supplyproduce very challenging conditions for monozukuri. Nevertheless, Toyota has a strong track record in monozukuri and as a
result of technological innovations, the company has overcome a series of major environmental changes in the past, from the oil crises and
stringent emissions standards to the bursting of the Japanese economic bubble.
Going forward, innovations must focus on the need to become a company capable of
Orientation of Production Technology for Making
winning in a climate of global competition and delivering to customers quality products at
Better Cars
more affordable prices. Toyota sees this challenging social environment as a major opportuMaking better cars
nity and aims to achieve groundbreaking cost reductions through monozukuri innovations
originating in Japan. To reach this goal, we must rebuild our production system, for example
Competitive monozukuri
by increasing our workplace strength, which is rooted in our knowledge of monozukuri and
consummate technological skill; strengthening our technological innovation capabilities by
Direction of Technology Innovation
integrating advances in production technology together with the creation of new methods
and materials and product development; and by developing a three-region system to rebuild
(1) One-by-one production
production systems based in the Tokai, Kyushu, and Tohoku regions.
This policy orientation means (1) One-by-one production, (2) Production at the
(2) Production at the optimum speed for sale
optimum speed for sale, and (3) Small-scale production, all of which form the basic
(3) Small-scale production
principles of the Toyota Production System and the concrete realization thereof.
Future Initiatives
Variable models in
variable volume
Net shaping
Process reduction
(Reduce stock removal)
Craftsmanship
Competitive monozukuri
Following volume
fluctuations
Prompt changeovers
More compact at lower cost
*Net efficiency rate: Proportion of input material used effectively in the final output, such as the time and
material process yields that increase added value
Special Feature
Always Better Cars
Toyota has released the hybrid car Aqua for the compact car marketin
which demand is the highestbased on the belief that the spread of
environmentally-friendly cars will contribute to society. During the
launch of the new Aqua, a live broadcast was made from the Iwate Plant
in Tohoku where the Aqua is produced. The plant has been
reinvigorated by the orders for 60,000 cars prior to the launch and
production line operators appeared in the broadcast, speaking
passionately about the Aqua. The Iwate Plant commenced production
firmly believing that the launch of the Aqua would assist in the
revitalization of Tohoku. A plan to make Tohoku into the third car
manufacturing hub in Japan after Tokai and Kyushu has now begun.
Seeking to Take Root in Tohoku while Continuing Monozukuri (Manufacturing) Activities at One with
the Region, and Aiming to Be a Corporate Citizen that Is Admired
In July 2012, Kanto Auto Works, Ltd., which operated the Iwate
Plant, Central Motor Co., Ltd., and Toyota Motor Tohoku Corporation were merged to form Toyota Motor East Japan, Inc.
The newly formed company will participate in manufacturing globally competitive compact cars, leveraging the innovative technological strengths of its three predecessors.
Tohokus production sites, including the Iwate Plant, make
use of the regions advantagessuch as the local support,
outstanding local personnel, and a wide variety of fundamental
technologiesto reinforce their capability for compact car
production.
Toyota Motor East Japan will provide the worlds most
attractive compact car that closely fits the needs of customers
by creating streamlined and flexible manufacturing sites which
handle the production of major components through to assembly, and by making improvements and reforms to car produc-
Three Key Measures for Providing the Worlds Most Attractive Compact Cars
Build production infrastructure
for compact cars
Monozukuri at one with the
region
Medium- to long-term human
resources development
VOICE
VOICE
World-leading fuel-efficiency
plus exhilarating driving
Reasonably priced
10
Establish a local-procurement-promotion
center in Tohoku (January 2012)
Nobuaki Takahashi
Aqua, the first hybrid car we have produced, is the shining star of Iwate for the revitalization of
Tohoku. As Team Iwate, we have replaced our inspection checklist with an evaluation from
the customers perspective and, by closely coordinating each process, we succeeded in the
early launching of a high quality car. We will continue to aim for even higher quality, with a goal
of one day seeing the Aqua sold everywhere as the highest quality car in the world.
Toyota East Japan Technical Skills Academy Contributes to Local Development by Nurturing Talent
Toyota has long being engaged in human resource development
based on the principle that "monozukuri is about developing
people." For Toyota Motor East Japan, it is the Toyota East Japan
Technical Skills Academy that will reinforce the foundation of
monozukuri by developing people.
The Academy's founding concept is to be a school that will
cultivate future strength based on three pillars: "human resource
development," "environmental and energy management" and
"coordination with local communities."
In concrete terms, it will establish a Manufacturing Equipment
Course for students to learn about production technology and
manufacturing equipment, and will recruit new graduates from
technical high schools in the Tohoku region. It is a one year
program providing approved vocational training based on the
Ministry of Health, Labour and Welfares Human Resources Development Promotion Act. Of the 1,760 class hours, approximately
60% is dedicated to practical skills training, 30% to general education for the body and mind and 10% to academic subjects. In
11
People
Lectures etc.
to raise
awareness of
traffic safety
Initiatives for
Improving Traffic Safety
Development of
technology for
accident avoidance
and driver/
passenger
protection in
a car collision
Integrated Three
Part Initiative
to improve
traffic safety
Traffic
environment
Information on
traffic jams, and
maintenance and
management
of traffic lights
and roads
Investigation and
analysis of accidents
The Pre-crash Safety System Evolved from a System to Minimize Collision Damage to
a System that Helps to Avoid a Collision
Pursuing
real-world
safety
This technology supports minimizing the damage of collisions by predicting and preparing for a
collision. If it registers a high probability of collision with a car driving ahead, it sounds a warning
for the driver. When the driver steps on the brake pedal, brake assistance is activated to enhance
braking control. If the system recognizes that the collision is unavoidable, it also activates
pre-crash brakes to lower the speed of impact as far as possible. In this way, the system supports
the minimization of crash damage and avoidance of collisions.
Toyota puts efforts into developing fundamental technology that enables reliable reconstruction of
accidents, and has developed a driving simulator for our active safety technology research and a human
model known as THUMS*1 for our passive safety technology research. We conduct about 1,600 collision
tests annually using actual vehicles. Furthermore, we make research data from our CSRC*2 publicly
available. These efforts contribute to the reduction of traffic casualties.
*1
*2
Total Human Model for Safety (THUMS), which can simulate the impact on a human body to a degree that cannot be measured with
a crash-test dummy.
Collaborative Safety Research Center (CSRC) is a research institute for advanced safety technology in Michigan, USA, established
by Toyota in March 2011.
Development
and assessment
Simulation
Stereo camera
Millimeter-wave radar
Near-infrared
projector
Light range
Detection range of
near-infrared beams
Millimeter-wave radar
Collision
Parking
Active Safety
Distance Warning
Lane Departure
Warning
12
Emergency
Response
Damage Mitigation
Passenger Protection
Rescue
VDIM
Brake Assist
Night Vision System
Passive Safety
GOA
Intelligent
Parking Assist
G-BOOK, G-Link
Pre-crash Safety
Network-linked
Navigation System
COLUMN
Lexus CT 200h Wins the Five-star Award and the Grand Prix Award under
the Japan New Car Assessment Program (JNCAP) Car-safety Evaluation Tests,
while 17 Models of Toyota Cars are Granted the American IIHS Top Safety Pick Status in 2012
Since fiscal 2011, the Japan New Car Assessment Program (JNCAP) has
integrated car occupant protection and pedestrian protection performance
during collisions, providing an overall safety evaluation for automobiles.
Safety features of the CT 200h include an impact-absorbing body and highly
rigid cabin, Whiplash Injury Lessening (WIL) seats, eight airbags, as well as a
state-of-the-art body structure that helps to protect pedestrians from
injuries. The CT 200h has received the maximum five-star rating for achieving
the highest level of safety, as well as the JNCAP First Prize.
Seatbelts,
Airbags
HELPNET
VSC
ABS
Vehicle-infrastructure
Cooperative System
Rear-end Pre-crash
Safety System
(detects to the rear)
Collision-safety
Body
13
Refinement of
drawing requirements
Fix it right
the first time
Ji KoteiKanketsu*
EDER
(Early Detection,
Early Resolution)
Sales and
after-sales
service
Purchasing of
excellent parts
and materials
Requirements for
processes and parts
to produce good
products
(production
engineering)
Production
*Ji Kotei-Kanketsu:
Built-in quality with ownership
Purchasing
Development
Development
We continued our efforts in activities to achieve zero customer complaints through prevention of recurring
problems and prevention of new ones, revised and enhanced our operational processes, implemented early
adoption of parts into automobiles incorporating ideas to reduce risk ratings, strived to achieve product safety in
diverse projects, endeavored to improve the quality of parts manufactured to Toyota-approved specifications
through collaboration with the Purchasing Group and Production Engineering Group, carried out inspections of
aged products through the collection of aged parts, and established improvement processes based on external
evaluations.
In 2012, we will accelerate our efforts to ensure product safety, and enhance customer confidence which is an
even more vital theme.
Purchasing
Focusing on new suppliers, we endeavored to clarify the division of roles with suppliers and enhance mutual
confirmation.
In FY2012 we will continue revising our work procedures by clarifying the roles and responsibilities of Toyota and
the suppliers, and promote mieruka (visualization) in the supply chain quality control system in association with
expansion of suppliers in emerging markets, with the aim of promoting prevention activities.
Production
As a key step in delivering high quality cars to customers we have made concerted efforts to establish requirements for good products to realize designers intentions in manufacturing processes. At the same time, we have
achieved steady progress in our endeavors to enhance the integrity of Ji Kotei-Kanketsu (built-in quality with
ownership) and thereby build quality into products, and have strengthened final quality inspections.
In FY2012 we will promote monozukuri (manufacturing) that exceeds customer expectations by working more
closely with Development and other departments.
Sales and
after-sales
service
Aiming to establish the industrys quickest early detection and early resolution system to solve quality problems
based on the gathering and analyzing of market information, we have been expanding our customer genchi
genbutsu confirmation activities. We respond quickly by gathering customers comments from dealers and
government offices.
In FY2012, we established a new Customer First Promotion Group to enable us to work closely with and respond
to customers as a manufacturer, and we are striving to further enhance customer satisfaction through the
integration of manufacturing, service and sales.
Main Objectives
VOICE
Junichi Kobayashi
Customer First Promotion Group
COLUMN
COLUMN
During the Month of Quality in November 2011, a Quality Web Forum was held with the aim of
getting each and every employee to think about what they need to do to be rewarded with the
smiles of customers. At this in-house, online forum, the Quality Forum held in 2010 was further
developed to allow everyone to hold free discussions on the theme and enhance each others
awareness. Seven cartoon stories based on real episodes were shown online consecutively over
a month, and everyone posted their opinions after reading them. 11,714 members from 264
divisions participated and engaged in active discussion in the forum.
14
recovery of customer confidence through a variety of evaluation organizations. We will continue striving to provide
automobiles which exceed customer expectations in the belief
that Quality is Toyotas mainstay.
Prius
Camry
15
To Be Rewarded with
the Smiles of Customers
No. of calls
Consultation
397,000
335,000
CarNavigation
related
and audio
(specifications,
systemsequipment,
related
etc.)
21%
42%
2%
35%
36,000
Sales and
After-sales Service
lit
While travelling back to my hometown, suddenly a warning lamp
up. I had the car checked out at a Toyopet dealer I was passing, and
they fixed it for free. Thank you so much!
The revival of the 86, like the recent Doraemon commercial, makes
me realize the changes at Toyota. I look forward to seeing whats next
in terms of both new Toyota products and overall developments!
My mother, who is now 90, still drives her 1985 Camry. For me, it
shows the durability and vitality of Toyota.
There were problems with the car I purchased, but the salesperso
ns
at the dealer immediately adjusted their schedule to suit my needs
and worked hard to sort out the issues. It was great service.
I want to thank Toyota for constructing 14 plants
in the US.
Europe
Asia/Africa
Ive had an MR2 for 10 years, and have driven it 320,000 miles
(512,000 km) on the original engine. Thats a record for me.
a Camry.
26,000
Product Planning
the
When I had an accident in my LS, I was protected, surrounded by
airbag and side-cushioning. I truly believe it is an extremely safe car.
Other
Brochures (car delivery Opinions and Salesperson
requests
date, etc.)
requests
support
16
No. and Content of Calls Received by the Center and the Desk
in FY2011
North America
Japan
COLUMN
17
Nobuyori Kodaira
Executive Vice President
A variety of problems exist in our rapidly progressing modern society. These include responses to energy problems and global warming, the
preservation of biodiversity, food and water shortages, poverty, discrimination, unemployment, a falling birthrate and the aging of societysome of which are global issues, while others differ by region. Corporations such as Toyota, which are rooted in each local communities,
must work to resolve these issues.
To achieve this end, our Global Vision declares that we will contribute to enriching lives of communities as well as the making of always
better cars. Toyota proposes amenable, low-carbon mobility in addition to new lifestyles involving, for example, the early practical application
of personal robots that provide support for medical care and nursing. We also contribute to creating comfortable, livable communities by
developing and promoting next-generation, eco-friendly cars including hybrid vehicles (HVs), as well as safe mobility through interaction with
transport infrastructure. We will proceed forward together with members of each region to accomplish our goal of enriching lives of communities.
Cumulative HV sales
800
700
3500
Aqua
600
3000
500
400
2500
2000
Prius
300
1500
200
1000
100
500
With the goal of achieving societies where all people are able to lead more enjoyable, affluent lives,
Toyota is developing partner robots that are useful to people by combining cutting-edge technologies from various disciplines including the robotic, automotive, and IT fields. For example, we are
currently developing and testing assist robots which provide support in various realms of nursing
in order to fulfill the needs of an aging society together with specialized medical institutions, with
the aim of practical use in the early 2010s.
00
01
Japan
02
Overseas
03
04
05
06
07
08
09
10
11
12
(Jan.Apr.)
Total
We are working to resolve various issues through the evolution of cars themselves and via links with cars. We have a fundamental role that
we must fulfill as we carry out our business, which includes responding to issues related to employment and the aging of societies.
Toyota produces automobiles in 50 countries across the globe and has over 300,000 employees. Furthermore, the number of
relationships we have is dozens of times greater if we include the dealers and suppliers that support us, as well as the family members
that support them. We believe that our role is to contribute to employment and the affluence of communities by carrying out sustainable
businesswith no peaks or troughstogether with the people who support Toyota. Toyota will continue to contribute to the sustainable
growth of local communities through cars themselves, links with cars, and our business activities.
A townscape from the Toyota City pilot projecta Smart Community with the aim of zero CO2 emissions from houses and cars
18
19
Special Feature
Enriching Lives
of Communities
With changing social conditions and technological innovations (as exemplified by declining birth rates,
the aging of society, and energy diversification), the role of the car is likely to extend beyond just providing
a means of transport to becoming a part of society and peoples lifestyles. To create the possibility of
economic growth without the intensive use of energy and resources and contribute to a sustainable,
low-carbon society, Toyota is moving beyond the existing framework to produce new cars with added
value and appeal. Furthermore, with respect to peoples lifestyles and activities, we wish to continue
contributing to the creation of genuinely prosperous lifestyles with peace of mind for everyone.
Rokkasho Village,
Aomori Prefecture
Collecting data
Ad
vic
e
da
ta
ng
cti
Strasbourg
America
Toyota City,
Aichi Prefecture
Kitakyushu City,
Fukuoka Prefecture
Boulder, Colorado
EV/PHV Towns
As a result of the demonstration tests, several products have been put into
production and commercialized (Toyota Smart Center, G-Station, H2V Manager, etc.)
See below
Kitakyushu City,
Commencement of energy data analysis using FEMS (Factory Energy Management
System), a fixed electricity storage system utilizing spent nickel-metal hydride
Fukuoka Prefecture
batteries from hybrid vehicles, and a solar power generation system
Boulder,
United States
Monitoring of 108 households where 18 PHVs were used on a rotational basis for
three-month periods, evaluation of PHV usability, and observation of reactions to
battery charging time controls
INES project,
France
Testing of optimal control of PHV battery charging in a large parking lot with solar
power generation
PHV demonstrations Observations of vehicle use and customers battery charging behavior in the
market and application of findings to the development of the Prius PHV
Application of demonstration test results to increase PHV appeal and to PR
activities within Toyota and externally
Smartphone
Covered by
stored
electricity
Using
no electricity
INES project
ata
gd
lle
ctin
lle
Co
Co
Information
center
Storage battery
20
Rokkasho Village,
Aomori Prefecture
Steady progress has been made in the horizontal expansion of demonstration tests
to Toyota City (smartphone apps, predictive algorithms, etc.)
Solar panels
Toyota is making use of smart grid* technology from the perspective of vehicle users by linking cars, homes, and people to help
customers live comfortable, low-carbon, and energy-efficient
lifestyles, as well as to assist in creating next-generation smart
communities.
In the future, as the use of eco-friendly vehicles including
plug-in hybrid vehicles (PHVs) and electric vehicles (EVs) expands,
the peak electricity demands of communities will increase if
battery charging commences simultaneously. The optimal way to
control battery charging is an important issue in the popularization
of eco-friendly vehicles. The smart house developed by Toyota
Home is equipped with a solar power generator and functions to
efficiently control electricity consumption, thus providing an ideal
method of utilizing self-supplied electricity and managing battery
charging for cars. This initiative for battery charging grew out of a
single PHV and one smart house, and will be expanded in stages to
eventually create large eco cities. This is the smart grid envisioned
by Toyota.
Toyota has vast expertise in the numerous technologies
needed for the operation of smart grids including of course vehicle
technologies, and also IT and housing-related technologies. These
will be incorporated into smart grids, or smart communities, in
cooperation with various industries and local governments.
Cutting-edge information technologies and extensive information
management infrastructure are also needed. By coordinating this
Japan
Toyota City,
Aichi Prefecture
Substantial
electricity
usage
China
Tianjin/Beijing
France
Information center
Battery
charging
stand
Special Feature
with future car manufacturing, cars will become not just a means
of transport, but also a contact point for peoples daily lives and an
important element of social systems. Providing comprehensive
lifestyle support services to customers through carsToyota
believes that this will be a valuable business that will respond to
communities requirements and contribute to environmentally
friendly societies of the future.
* Smart grid: In general terms, the smart grid is a new power network for achieving
stable electricity supply and energy saving by controlling supply and demand through
the use of information technology.
Aims
Controlling organization
Demonstration
test period
Five years from
2010 to 2014
Outline of the Smart Melit: Smart Mobility & Energy Life in Toyota city
Combined
spheres
of life
Model regions
in urban centers
Preliminary introduction of
trial technology and provision
of locations for showcasing
purposes in Japan
and overseas
21
Special Feature
The Smart Melit: Smart Mobility & Energy Life in Toyota city involves the introduction of an original Energy Data Management System (EDMS) to
achieve optimal utilization of energy across combined spheres of life. This project is also testing the provision of services for optimal lifestyles. By
connecting the energy management systems of each household, data on the electricity consumption of the whole region is gathered and analyzed
and the amount of solar power that can be generated is predicted. This information is used to encourage carbon reductions and shift peak electricity demand through measures such as varying the timing of battery charging. Mechanisms for achieving a low-carbon society that can be enjoyed
by consumers are also being considered alongside the establishment of indicators for satisfaction with eco-lifestyles. In this way, the project is
testing the provision of services for optimal lifestyles. In addition, plans are also being implemented to increase environmental awareness through
initiatives such as awarding points according to electricity generation and power saving, and establishing a system of commendation.
In addition to reducing carbon emissions by using next-generation eco-friendly vehicles such as PHVs, EVs, and FCVs for transport, improving traffic flow and promoting the eco-driving of vehicles equipped with ITS, the Traffic Data Management System (TDMS) was developed
with the aim of constructing a smooth traffic flow system by providing guidance on optimal modes of transportation according to actual
conditions. Demonstration tests of the system will commence in FY2012. TDMS is a traffic system that is intended to form a part of smart
communities by balancing supply and
demand in traffic and improving energy
Outline of the Smart Melit: Smart Mobility & Energy Life in Toyota city
utilization effectiveness through coordination with regional energy management
Reducing congestion and
ITS
Transportapromoting eco-driving using ITS
systems. Specifically, it will gather
tion and
Hydrogen station
driving data
BRT
transportation and driving data within
FC bus
regions by coordinating with the Toyota
Smart Center IT platform. The aim is to
Charging station
Toyota City Hall
construct an urban traffic system that will
with solar panels
PHV
Charging
Toyota
HV bus
PHV/EV
demand bus
Power supply
reduce carbon emissions and deliver
Smart
TDMS
Center
smooth transportation by providing
Toyota
Promoting the
information and guidance from time to
City Station
Rail
introduction of nexttime on optimal modes of transportation
generation automobiles
(such as car sharing park and ride, etc.
Guidance
Smart parking
and
coordinated with public transportation
Car sharing
Promoting the use of public
information
Park and ride
transportation
availability).
VOICE
VOICE
Rate of
reduction
Demonstration contents
Visualization
period
-8.1%
DR points period
Recommendation
period
-30.7%
-25.2%
Points
15
10
Incentive points
0
-5
0:00
12:00
23:00
-10
*DR (demand/response): Indicates regional energy conditions and encourages restraint in power
consumption
Masayuki Kawamoto
R&D Management Div.
Construction
of basic
systems
FY2011
FY2012
Commencement of
the first occupancy
period
FY2013
FY2014
Summarization of demonstration
results and reconstruction of
the system for commercialization
Demonstration end
FY2010
22
23
As society ages and birth rates decline, Toyota aims to improve the
quality of life (QOL) of all people in realms such as nursing, medical
treatment, and daily life. Toyota develops and tests a wide range of
assist robots through medical and engineering cooperation with
organizations such as the Toyota Memorial Hospital, Fujita Health
University, and the National Center for Geriatrics and Gerontology.
These robots are used to support physical functions such as
walking, movement, and patient transfer from indoors to outdoors,
independence to nursing support, and the recovery of functions to
assistance.
VOICE
Eiichi Saito
Professor
Fujita Health University
Independent
walk assist
robot
Patient transfer
assist robot
24
Exercise
Vehicle-infrastructure
Cooperative Systems
that support safe
driving
Increased
awareness of
people
20XX
(Present Future)
Head-on
collisions
Rear-end
collisions
Solo vehicle
accidents
Accidents
at
intersections
Accidents
involving
motorcycles/
motorbikes
Accidents
involving
bicycles
Accidents
involving
pedestrians
Overview and Progress of Vehicle-infrastructure Cooperative Systems that Support Safe Driving
Support system 1
Support system 2
Congestion
Roadside sensor
Congestion ahead.
Proceed with caution.
This system supports the safe driving of a vehicle by sending information from transport
infrastructure to the vehicle, including information on areas with poor visibility and
traffic control information (traffic lights, signs, etc.), with a main focus on ordinary
roads. It also supports safe driving by preventing drivers from overlooking red lights by
informing them of red lights before they reach intersections with traffic lights, and also
by preventing accidents caused by collisions through the provision of information on
nearby vehicles at intersections with poor visibility.
In tandem with the introduction of this service in 2011, Toyota installed DSSS driving
support functions on its HDD Car Navigation Systems.
Probability of running
a red light detected
Warning beep:
Red light ahead
Traffic signal
information received
Infrared beacon
Nursing
Support system 3
Roadside
wireless device
Warning beep
Infrared
beacon
A vehicle making
a right turn
Pedestrian
Pedestrian
detection sensor
25
Toyota aims at globally establishing a low-carbon society, establishing a recycling-based society, and environmental protection and
establishing a society in harmony with nature to contribute to sustainable growth of society and the planet based on the Fifth Toyota Environmental Action Plan. To realize those aims, we reduce the environmental impact at all stages of vehicle life cycle from development and design,
procurement, production and logistics, sales to waste and recycling, and promote environmental management.
Ultimate Eco-Car
Average Fuel
Economy Meter
Diesel
HV
Plug-in
HV
THS II
Hybrid Technology
Synthetic
fuel
CNG
Diesel
engines
VVT-i
Gasoline
engines
EV
The right vehicle for the right place at the right time
Alternative
fuel engines
D-4
Lean burn
Eco-driving enlightenment
activities (Photo: A Camrys
average fuel economy meter and
current fuel economy meter)
DPNR
Common
rail DI
Pull-off
direction
Bio fuel
When dismantled
Assembled condition
Moment Fuel
Economy Meter
FCHV
Alternative
fuel HV
Promoting 3R (Reduce, Reuse, Recycle) and increase resource productivity on the assumption that various resources are limited
Returnable containers
Separates
at the thinner areas
Internal reutilization
Intra-process reutilization
Products
Resource input
Electrical
energy
Contributing to the establishment of a society in harmony with nature by reducing the environmental impact and taking into consideration biodiversity
Waste
Environmental management
Promoting environmental management to stakeholders such as consolidated subsidiaries, business partners and employees. Assuming the basis for contributions that can achieve the three types of societies listed above.
Design and Prototype
Planning
Environmental
performance
26
Education Classifications
Environmental awareness
improvement education
for employees
Customers request
CE commitment
Cost
Performance
Chief Engineer
(CE)
Vehicle planning makes inconsistent
matters compatible in an advanced way
Pre-production Start
Sequential understanding
of target achievement status
Education by level
Quick response
Final check of
environmental performance
Specialized education
Name
Toyota Global Environment Month Events (every June)
Toyota Eco Drive Month (every November)
Environment e-Learning Environment Handbook
New Employee Education
Manager Education
Executive Development Program
Environmental Protection Leader Education
Internal Environmental Auditor Education
Overseas Environmental Protection Promoter Education
Key Environmental Facility Worker Education
27
Topics
Power Control
Motor
Drives the wheels with power from
the batteries. When the vehicle is
decelerating, the motor works as a
generator, producing electricity to
store in the batteries.
Performance
Short rang EV mo de
26.4km
* Cruising range for the Grade S, in JC08 Japanese test cycle, verified by Japanese Ministry of Land, Infrastructure, Transport and Tourism. Differs by grade.
100km/h
Fully charged cruising range of 26.4 km in EV-mode driving powered by the electric motor. Should cover most commuting, shopping
and other short-range driving needs, and allows speeds of up to 100 km/h.
Performance
28
61.0km/L
Because the vehicle can travel 26.4 km on a full battery charge, it gets an amazing 61.0 km/L fuel efficiency rating (for the Grade S, in JC08
Japanese test cycle, verified by the Japanese Ministry of Land, Infrastructure, Transport and Tourism). While in EV driving mode, Prius PHV
uses no gasoline and produces zero CO2 emissions.
Once the power to drive in EV mode is depleted, Prius PHV operates as a hybrid vehicle
When all the battery power necessary to operate in EV mode is used up, the vehicle automatically switches to HV mode, so the driver
needs not worry about the batteries becoming depleted. That means there is no reason to worry about plugging in somewhere away from
home. The driver does not have to keep an eye on the amount of charge remaining or find a plug-in charging station, just enjoy driving the
Prius PHV as if it were an ordinary vehicle, for as long and as far as you wish.
Toyota has always worked to establish a sustainable recycling-based society. In the field of resource recycling, Toyota is at the very leading edge.
Since October 2010, it has promoted the world s first battery-to-battery recycling business, which recovers nickel from the nickel-hydrogen
batteries used in hybrid vehicles and reuses it in new batteries.
Dismantle
To Make Best Use of Our Limited Resources, Toyota Has Its Own Battery-to-battery Recycling Network
Performance
With eConnect service, Prius PHV drivers can use their smart phones to check on battery charge condition and browse to compare fuel efficiency with that of other Prius PHV drivers. Drivers can also operate the vehicle s air conditioning by remote control. Typical comments from owners who have tried
eConnect are I feel like Im already in the future, and I feel Im always connected to my Prius PHV.
Recycling
Rare metals and other
such precious materials
are recovered from the
batteries and recycled as
resources.
Recovery
Recovery Network
29
Toyota has promoted environmental management with three major themes: Establishing a low-carbon society; establishing a recyclingbased society; and environmental protection and establishing a society in harmony with nature. Listed below are the main environmental
data collected in Japan and overseas. Detailed information is reported in the Separate Volume : Environment Facts & Figures.
CO2 Reduction
Increase of Average Fuel Efficiency
Average fuel efficiency in Japan, U.S. and Europe has improved significantly due
to the increase in the number of hybrid vehicles (HVs), mainly the Prius and
Aqua, and more fuel-efficient conventional vehicles.
(Index)
1.50
VOC emissions per unit of painted area were reduced through activities at vehicle
production affiliates in Japan.
29.2
28.5
1.00
97
98
99
00
01
02
03
04
05
06
07
08
09
11
10
(FY)
97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 (Jan-Apr)
Sedan
1.50
Commercial
01
02
03
04
05
06
07
08
09
10
11
(FY)
CO2 emissions per unit produced have improved from FY2010 through activities
to reduce CO 2 at affiliates in Japan and overseas. However, the total volume
increased from the previous year due to an increase in the number of units
produced. The index of per sales unit was changed to per unit produced
starting with the Fifth Toyota Environmental Action Plan.
Emissions per unit produced
(Tons per unit produced)
9.0
7.01
7.36
7.08
7.18
7.22
1.5
6.0
5.0
0.88
2.0
0.84
0.85
0.83
0.5
1.0
01
08
09
10
11 (FY)
09
10
11 (FY)
SU-LEV
U-LEV
No. of Models
No. of Models
Avensis
Camry
Pixis Space
Aqua
Prius PHV
200
Japan
(excluding TMC)
100
0
144
102
GS
GS450h
Total
10
Incineration + landfill
The rest of Asia, Australia,
the Middle East, South
Africa, Latin America
Europe
China
105
81
North America
76
08
09
10
11
(FY)
08
09
10
11
96%
97%
97%
97%
TMC
* 119 companies (TMC, consolidated subsidiaries and other companies in Japan and overseas)
Japan: Companies subject to consolidated EMS (including sub-subsidiaries; excluding Toyota Tsusho)
listed in Groups 1-5 in the Separate Volume : Environment Facts & Figures
Overseas: Production companies and production/sales companies listed in the Separate Volume :
Environment Facts & Figures (excluding TMMR in Russia)
* Reduction of incineration and landfill waste volume was reported until the Fourth Toyota
Environmental Action Plan (FY2006 2010). The volume of waste at cost (materials discarded that
are recycled for a fee) is added starting with FY2011 (the Fifth Toyota Environmental Action Plan)
* Chinese affiliates have been included since FY2006
60
New
U-LEV
50% lower than
standard levels for 2005
40
20
0
07
08
09
10
11
(FY)
99%
Toyotas vehicle
recycling/
recovery rate
(in terms of
percentage
of entire vehicle)
93%
70
76%
80%
81%
85%
ASR recycling/
recovery rate
Legally mandated 70% rate for FY2015
07
08
09
10
11
(FY)
* Vehicle recycling/recovery rate: Calculated as the approximate 83% recycling rate of materials recovered
from the dismantling and shredding processes (as per documentation of the policy board of Japan, May 2003),
plus a 93% ASR recycling/recovery rate multiplied by the 17% ASR remaining after recycling of materials
recovered from the dismantling and shredding processes [83 + (93/100 x 17) = 98.81]
conventional low
emission vehicle
25% lower than
standard levels for 2000
80
(FY)
(%)
100
98
Prius
27.0
(%)
RX450h
400
100
SUV
465
27.8
Greenery of Emissions
500
29.3
Model
North America
TMC
08
CT200h
300
* 119 companies (TMC, consolidated subsidiaries and other companies in Japan and overseas)
Japan: Companies subject to consolidated EMS (including sub-subsidiaries; excluding Toyota Tsusho)
listed in Groups 1-5 in the Separate Volume : Environment Facts & Figures
Overseas: Production companies and production/sales companies listed in the Separate Volume :
Environment Facts & Figures (excluding TMMR in Russia)
Note 1: In the case of companies for which FY2001 results could not be determined, the oldest
subsequent data is used
Note 2: Affiliates in China have been included since FY2005
Note 3: The CO2 conversion coefficient has been calculated with reference to the GHG Protocol
(See the Separate Volume : Environment Facts & Figures)
Sustainability Report 2012
01
Low-emission level
32.0
TMC
Hatchback/Station wagon
China
1
1.18
3.0
1.0
Lexus Brand
CO2 Emissions (from Energy Sources) and CO2 Emissions per Unit
Produced (Stationary Sources such as Plants and Offices) (Global)
50
50
Sedan
00
Japan
(excluding TMC)
1.20
99
2.0
1.30
98
10
78.8
75
North America
3.0
Minivan
SUV
97
3.5
Prius
Hatchback/Station wagon
+68%
3.7
3.6
1.40
1.00
3.8
Wagon
1.60
100
25
Toyota Brand
Europe
4.0
15
(FY)
(Index)
1.70
1.10
Cumulative total
from 1997 to April 2012
6.0
China
4.8
+44%
Cumulative HV sales
500
1.10
26.9
5.0
20
1,000
1.20
28.1
27.3
25
30
1,500
1.30
30
Both water consumption per unit produced and total volume decreased through
efforts at affiliates in Japan and overseas.
35
2,000
1.40
(Thousand vehicles)
2,500
4.0
3,000
1.60
7.0
3,500
1.70
8.0
Global cumulative HV sales, mainly the Prius, exceeded 4 million units, and
cumulative CO2 reduction was 26 million tons.
4,000
Japan data
Global data
(2004~)
China Environment
Committee
Toyota
Environment Committee
(2007~)
(1992~)
Asia Pacific
Environment Committee
South Africa
Environment Committee
(2008~)
(2007~)
South America
Environment Committee
(2006~)
SU-LEV
75% lower than
standard levels for 2005
31
Contributing to Communities
Creating Affluent Communities
Topics
Providing Made by TOYOTA Quality and Cost to Customers around the World
The IMV* Project Promotes the Development of Products that Meet the Conditions
and Needs of Countries and Regions around the World, as Well as Local
Purchasing and Production.
*Innovative International Multipurpose Vehicle (IMV):Toyotas global strategy models, so named with the aim of creating multipurpose vehicles that can meet the various needs of customers around the world.
32
Fortuner SUV
This luxurious SUV is popular among
customers in the Middle East and India.
Innova MPV
This car is supported by the taxi industry,
large families, and other consumers in
India and Indonesia.
In Africa
TMV (Vietnam)
Europe
TDV
(Venezuela)
IMC
(Pakistan)
TMEE
(Egypt)
Tough
Eco
Eco-friendly
and fuel-economy
Kuozui (Taiwan)
Practical and
comfortable
Middle
East
Africa
Central and
South America
Asia
TKM (India)
TMT (Thailand)
Oceania
TASA
(Argentina)
UMWT
(Malaysia)
TSAM
(South Africa)
TMMIN (Indonesia)
Production in 2011
Within
the country
Overseas
Major export
destinations
Major related
FTAs
TMT
340,000 units
14 (40%)
20 (60%)
TMMIN
110,000 units
7 (64%)
4 (36%)
Asian region,
Middle East,
Oceania
ASEAN countries,
Thailand Asia Pacific
TSAM
120,000 units
5 (40%)
7 (60%)
TASA
70,000 units
2 (31%)
5 (69%)
Supply from
Japan
34%
Purchasing
in the country
61%
Mercosur countries
IMV
Supply from Japan 6%
Purchasing from
other countries
13%
Purchasing from
other countries
5%
Local purchasing rate: 66%
Purchasing
in the country
81%
33
Contributing to Communities
Social Contribution (Environment/Traffic Safety/Education)
Contributing to Communities
Social Contribution
(Environment/Traffic Safety/Education)
Environment
Other
Environment
Traffic Safety
Toyota laid down the principles and policies for social contribution
activities based on the Guiding Principles at Toyota and its CSR
Policy, which the company shares globally. Toyota spent approximately 14.4 billion yen on social contribution activities in FY2011,
with around 20,000 employees taking part in volunteer activities
every year.
Environment
* Approx.
14.4 billion yen
Education
http://www.toyota-global.com/sustainability/corporate_citizenship/
Traffic Safety
Society and Culture
Education
Volunteers
Fifteen Toyota and Toyota-related companies have been conducting support activities for reconstruction in disaster areas to enable the victims of the Great East Japan Earthquake and Tsunami to return to their normal lives as soon as possible. In FY2011, around 200 employees
traveled to Iwate Prefecture in a bus driven by a member of an in-house volunteer club, the Heavy Vehicle Drivers' Association, to assist
in restoration of the region based on their needs in a 5-days/4-nights volunteer event. Fifteen volunteers participated per event, with the
event held 14 times
Duration of Total of 14 times between
15 Toyota and Toyota-related companies
throughout the year. activities June and November 2011
of
Kesen District of Iwate Prefecture
These activities are Area
Toyota Industries Corporation Aisin Seiki Co., Ltd.
Hino Motors, Ltd.
activities
(Ofunato City, Rikuzentakata City, Sumitacho)
Aichi Steel Corporation
Denso Corporation
Tokai Rika Co., Ltd.
being continued in Number of Around 15 people per event.
volunteers
Total of approximately 200 people
JTEKT Corporation
Toyota Boshoku Corporation Aisan Industry Co. Ltd.
FY2012.
Details of
Removal of debris and flotsam from rice paddies,
farm roads, residential houses, etc., and
washing and tidying of photos, among other things
Removal of flotsam
from Rikuzentakata City
34
Launched in the suburbs of Toyota City in October 1997 in a company-owned forest as a model for satoyama restoration, the Forest of Toyota
project is open to the general public. The project aims to restore and carry out research into the preservation of forests, plants, and animals,
as well as engage in environmental education in collaboration with the local community. Visits by elementary school children have reached
55,000, and the project has firmly become a field for hands-on study in the region. In addition, Toyota operates a transport service using
company buses for the
greater convenience of
local elementary schools.
The cumulative total of
visitors to the forest
reached 100,000 on February 23, 2012. A certificate and a memento were
given to each of the 23 first
grade students of Hirai
Elementary School in
Toyota City, which became
the 100,000th visitor.
Experience nature program
12
10
10,447
9.623
100
8,973
80
8
6,957
60
40
3,059
10,509 10,577
10,395
1,819
1,723
98
99
1,310
20
1,556
516
0
97
00
01
02
03
04
05
06
07
08
09
10
11 (FY)
activities
Cumulative Number of Visitors to the Forest of Toyota Reaches 100,000 since its Opening
Toyota addresses domestic and international environmental issues by publicizing knowhow acquired through the
establishment of satoyama (forests and wetlands near populated areas) and experimental studies in the Forest of
Toyota, and using the accumulated knowledge for environmental education. The company also implements afforestation, human resource fostering, and support for research and activities with a focus on collaboration with society and
local communities, as well as initiatives in environmental preservation by employee volunteers.
The Toyomori Institute of Sustainable Living is a human development project carried out
in cooperation with Toyota, Toyota City, and the Support Center for Sustainable Regional
Design (NPO) in a bid to connect cities and rural areas.
The Toyomori Institute of Sustainable Living, which forms the core of this program,
opened in May 2009, and 30 individuals recruited from the general public engaged in
classroom sessions and field work over a period of approximately two years in order to
gain an understanding of the local region, learn about advanced cases studies in the
community and business, and propose businesses for connecting cities to satoyama.
Since graduation, some participants have actually moved to satoyama to begin
businesses based in the local community.
The second phase of the project began in April 2011 with 26 individuals recruited
from the general public.
Field work
35
Contributing to Communities
Social Contribution (Environment/Traffic Safety/Education)
Traffic
Safety
As part of activities that aim to achieve zero casualties from traffic accidents, Toyota has continued promoting traffic safety
education activities targeting a wide cross section of society, encompassing children to the elderly, since the 1960s. Below
we present some representative cases of such activities, including the Toyota Traffic Safety Campaign that we have been
engaged in since 1969 and the Toyota Safety Education Center mobilitas.
Education
Toyota engages in activities to foster human resources based on the fundamental policy that "Toyota will maximize the
benefits of its social contribution activities by working with partners; by using our resources effectively; and by concentrating on initiatives that address real social needs, including fostering future human resources." The Toyota Children
Meet Artists program is a representative example of these activities.
Toyota Spring and Autumn Traffic Safety Campaigns and Support to Dealers
In the Toyota Traffic Safety Campaign held in the spring of FY2011, Toyota distributed approximately 2.44 million copies of traffic safety picture books and 43,000 copies of picture-story show
cards to new students at kindergartens and nursery schools all over Japan in cooperation with
419 Toyota dealers and other companies around the country. We, however, refrained from
conducting such activities in regions affected by the Great East Japan Earthquake. These
activities are now in their 43rd year, and the cumulative number of picture books and picturestory show cards distributed amounts to approximately 126 million copies and 1.33 million
copies, respectively.
In the autumn campaign, given the high number of accidents involving elderly people at
night, Toyota also printed and distributed some 820,000 leaflets explaining the effectiveness of
using reflective materials and the difference in visibility depending on the color of clothes.
Many other traffic safety events were also held in regions across Japan in conjunction with the
support provided by Toyota to dealers nationwide, including the renting out of Driving Under the
Influence simulators (DUI Goggles) and other traffic safety education tools.
Toyota Children Meet Artists is a next-generation education program run by Toyota in cooperation
with the NPO, Children Meet Artists, and executive committees in each region. The program is
designed to foster childrens sensitivity and nurture dreams through interaction with artists, and
has been run in regions around Japan since 2004.
Activities were carried out in Tottori and Kochi Prefectures in 2011, and in Miyagi, the
Minami-sanrikucho Future in a Song project was launched based on the idea that the voices of
children, who will be the future of the town, will contribute to its revitalization. Workshops were
held involving Minami-sanrikuchos five elementary schools to create and present a song to the
people of the town written in the childrens own words with their own melody expressing what
they had witnessed first hand in the year following the earthquake. The original song was sung at
a memorial service organized by the town on March 11 in the hope that it would help alleviate
some of the pain and suffering of local people.
Scientific Jack-in-the-Box! The Why/What Lecture hands down fun of monozukuri (manufacturing) to elementary school children
Number of participants in FY2011: 1,226
Safe-driving programs for drivers are currently being held mainly at Toyota Safety Education
Center mobilitas, which opened at the Fuji International Speedway in Shizuoka Prefecture in
2005. mobilitas offers curricula for individuals from the general public as well as corporations
and groups that aim to actively improve driving techniques and enhance driver awareness of
vehicle safety. Improvements are constantly being made to the curricula with the addition of ways
to deal with emergencies as in an earthquake and so forth, in an attempt to boost customer
satisfaction.
Around 4,200 customers took part in the program in FY2011, with the cumulative number of
participants since 1987 reaching around 50,000.
In addition, the Toyota Safety School for young children, which has been running at Toyota
Kaikan Museum in Toyota City in Aichi Prefecture since 1975, have also been held at mobilitas
since 2006. In FY2011, 190 local kindergarten children enjoyed learning about traffic safety at
mobilitas.
Providing an automobile technical training course in Portuguese for Brazilian residents of Japan
Cumulative total of graduates: 241
For more details, please refer to the following web page.
http://www.toyota-global.com/sustainability/corporate_citizenship/education/
Topics
mobilitas program allowing dangerous
driving to be experienced in a safe environment
VOICE
Seeing the children who greet us every time we meet reinforced the importance of simple greetings.
Many children expressed their gratitude and it has inspired me to try and set an example for them in the future.
The children knew a lot about Toyota and Toyota cars, and it made me realize their keen interest in the company, which made me very happy.
It made me realize that I must not forget the basic fact that the business activities of Toyota are sustained by the understanding and support of
the local community.
http://www.toyota-global.com/sustainability/corporate_citizenship/traffic_safety/
36
37
Contributing to Communities
Social Contribution (Environment/Traffic Safety/Education)
Society and
Culture
For the enrichment of society, Toyota engages in arts and cultural activities including music and dance, focusing on the
promotion of local culture, the fostering of the younger generation, and the expansion of the range of activities. We also
ork toward creating a harmonious and interdependent society where a diverse range of people respect one another,
develop self-reliance and work together to realize a mutually supportive society, and take part in activities to promote
regional culture, welfare services and self-reliance.
Toyota Community Concerts aim to contribute to the promotion of local culture through music. Local Toyota dealers and Toyota provide
support to concerts staged by amateur orchestras performing in their respective regions. These activities began in 1981 and celebrated
their 30th anniversary in FY2011. Thirty-one concerts were held in 18 prefectures attracting 26,000 people in FY2011. Apart from the usual
concerts held every year, children of nearby schools were given lessons on playing musical
instruments, with a portion of the proceeds from admission fees donated to welfare facilities,
while other special projects were implemented to mark the 30th anniversary. The September
2011 concert in Misatomachi in Miyagi Prefecture marked a fresh start for members of the
orchestra who had lost their houses along with their musical instruments in the Great East Japan
Earthquake.
In support of revitalization efforts, amateur orchestras from all over Japan visited disaster
stricken areas to perform concerts at schools, halls, and commercial facilities. In addition, we
invited orchestra members who had lost venues where they could perform due to the
earthquake. A total of 13 such concerts were performed. These activities, which have their roots
in the local community, will be continued in the future based on the wish to deliver smiles to
people all over the country through music.
Achievements in FY2011:
Cumulative achievements:
Volunteer clean-up
activities
Achievements in FY2012:
c
Studio
02
38
Study Assistance
Presentation Ceremony
Rebuilding of
destroyed homes
39
The Prius Cup has been held by each branch of TMSA since 2007
with the aim of strengthening ties with dealers and vitalizing
Toyota, and all eight branches have had the opportunity to host this
event. The first national competition was held in December 2011 at
Fuji International Speedway, and was attended by the top 29
companies from branch competitions and over 700 people.
This huge car field day is an event that allows people to
compete in driving and service contests and provides opportunities
for participants to ride in a racing car. It brings together staff from
Toyota and dealers nationwide to experience Waku Doki, the fun
and excitement of automobiles.
We plan to continue holding Prius Cup events in the future to
increase the number of car fans everywhere.
The sales network is the front line where Toyotas Customer First principle will be directly observed. Toyota and its dealers always work
as one to enhance customer satisfaction based on a strong relationship of trust, close two-way communication, the superiority of Toyota
products and services, and shared value.
The Aichi Toyota Team won the Driving Competition at the First National Competition.
Within Japan, Toyota has concluded contracts directly with approximately 280 dealers who operate 5,400 sales outlets including used car
outlets. A fundamental principle of Toyota is Customer First, Dealer Second, Manufacturer Third. Based on its policy of Customer
First, Toyota believes that dealer success, which ultimately leads to the growth of Toyota, is achieved by boosting support for dealer
initiatives to improve customer satisfaction through the implementation of PDCA (Plan, Do, Check, and Act), as well as by being committed to meeting customer and dealer expectations.
VOICE
VOICE
COLUMN
40
TNDAC holds the CSR Lecture every year with the aim of enhancing awareness of CSR
activities among member companies. In FY2011, it was held in November in Nagoya for
the purpose of educating participants on risk management in reference to the Great
East Japan Earthquake from the perspectives of business continuity and connections
with local communities. The event attracted 323 representatives from dealers around
the country. Mr. Tadahiro Aochi, Ph. D., Manager, Chief Consultant of Tokio Marine &
Nichido Risk Consulting Co., Ltd. was invited to give a lecture on the theme of Lessons
learned from the Great East Japan Earthquake and business continuity management.
Many positive comments were received from participants such as, We want to reconsider the business continuity plan (BCP) of our own company.
The Women & Wheels Program was held in the Fijian cities of Nadi and Suva on September
14 and 21, 2011. The organizer of the event was Toyota Tsusho (South Sea) Ltd. (Asco
Motors) in Fiji.
The 95 female drivers who were invited to the event received safety and maintenance
tips, as well as hands-on experience changing flat tires, conducting under-vehicle inspections and jump starting a flat battery. Following the success of the event, Toyota Tsusho
(South Sea) Ltd. (Asco Motors) plans to form the Women & Wheels Club, which will publish
a quarterly newsletter with information updates and driving ideas to keep program participants safe on the road.
Members of the Women & Wheels Club
41
1.
2.
3.
Implementation of Policies
WBCSD Rio+20
Active pioneering of projects particularly
in the field of mobility aiming for
sustainable growth
As the name suggests, the WBCSD carries out surveys and offers
advice based on the three pillars of economic growth, environmental protection and social development in its aim for sustainable
development. Furthermore, in regard to ISO, the organization has
engaged in activities which have prompted study of the ISO14000
series through seeking to establish international standards
regarding environmental management systems. As a member
since the establishment of the organization in 1995, Toyota is
taking part in a variety of projects such as the Sustainable Mobility
Project.
A new Secretary-general was appointed in January 2012, and
the sustainability proposals to date are now entering a phase of
practical application.
Conflict Minerals
In line with this revision of the Toyota Supplier CSR Guidelines, Toyota
intends to clearly indicate its principles to suppliers clarifying its
stance regarding conflict minerals*. Toyota will continue to work in
cooperation with suppliers to further promote purchasing that takes
human rights into consideration.
* Conflict minerals: Minerals and their by-products (the four targeted minerals are tantalum,
tin, tungsten and gold) which have been stipulated in Section 1502 of the Dodd-frank Wall
Street Reform and Consumer Protection Act (regulations laid down to deal with human rights
abuses along the supply chain), and which are being used to finance wars in conflict zones in
the Democratic Republic of Congo and its neighboring countries.
42
COLUMN
43
Toyota set up the CSR Boost-up Initiative for its staff members to directly communicate with various stakeholders in 2010. It has been added
to Toyota Stakeholder Dialogue conducted between external stakeholders and Toyota's executives and upper managers. Recognizing that
the CSR actors should be individual employees, we strive to enhance our sensitivity and capabilities with regard to sustainability issues.
In December 2011, NGO members were invited to present lectures and hold discussions on the
theme of NGOs/NPOs and human rights, which is a subject of growing interest throughout the world.
The attendees included 15 staff members from relevant divisions. There were positive comments from
the participants that they could gain a better understanding of NGOs/NPOs and human rights in a global
context as active experts in the NGO field gave them clear presentations.
Toyota will consider the broad range of views on and expectations for the company, and use them
when creating future initiatives.
Kaori Kuroda
Executive Director
CSO Network Japan
Hideki Wakabayashi
Executive Director
Amnesty International Japan
Tetsuo Tsutsui
Subsidiaries
CSR POLICY:
Contribution towards Sustainable
Development
Suppliers
Dealers
Supplier CSR
Guidelines
Dealer CSR
Guidelines (Japan)
Self-inspections
CSR Indices
Education
COLUMN
Issues concerning international human rights and relationships with corporations were introduced. It is
important to recognize that human rights exist beyond country or legislation, and that public mindset should
be changed. There was a comment that there is an expectation for Toyota to take a key role to address issues
around human rights given its influence as a multinational company.
Examples of Shapla Neers detailed activities on sites and the collaborative cases with companies were
presented. Then, some of the latest situations of Bangladesh were shown, namely, that there are huge
improvements on education and literacy rate, and that micro-finance is widely accepted for almost every
family, as NGOs are very vital there. A voice of a local NGO was cited as saying that they don't need money
but they would like to learn Japanese system or management.
We implement our philosophy of respect for people by honoring the culture, customs, history and laws of each country. (Guiding Principles 2)
44
Secretary General
Shapla Neer:
Citizens' Committee in
Japan for Overseas Support
Information was shared on the diversity of NGOs/NPOs and their relationships with corporations, and some
concrete examples provided. Relationships with corporations are being transformed into two-way relationships involving dialogue, communication, and cooperation. Advice was also given that since such cooperation
involves mutual benefits and risks, it is important to spend time building trusting relationships.
Toyota South Africa Motors (TSAM), which employs around 7,950 people and produces approximately 154,000 cars per year
(mainly the Corolla and Hilux), implements various measures in relation to human rights in its workplaces. For example, the
content of initiatives undertaken by the company in response to the countrys measures to correct employment imbalances, as
well as topics such as sexual harassment, form part of the required education. TSAM is working to prevent unjust discrimination
and correct imbalances in its workplaces in addition to taking measures such as those related to employment, appointment, and
promotion. As a result, drastic, continual improvements have been made in addressing the racial imbalances stemming from the
apartheid policy of the past. For example, the percentage of non-white employees in top management has increased from 14.8%
in 2009 to 33.3% in 2012. TSAM is also making proactive efforts in response to HIV/AIDS based on a consensus between labor
and management to give consideration to employees infected with HIV to enable them to continue working.
In 2010 the Government of South Africa introduced Health Counseling Testing (HCT), which is testing related to adult
diseases such as blood pressure and blood cholesterol that is carried out at the same time as HIV and AIDS screening. This
testing is a new attempt to help prevent adult diseases, which are increasing every year, as well as reduce the number of people
who are reluctant to undergo medical examinations. All of TSAM worked to improve the percentage of people who undergo HCT,
resulting in a substantial
increase. TSAM has also
HCT Utilization
Percentage of Non-white Employees in Top Management
strengthened its medical
100
Total percentage of non-white
care for employees who
80
employees 2009: 88.3%, 2012: 91.4%
2009 4.9%
9.8%
14.8%
receive positive results,
62
60
51
and the number of
2012
12.5%
20.8%
33.3%
33
40
employees who die or
contract diseases has
20
0
10
20
30
40 (%)
decreased in recent years.
(%) 0
African
Indian
09
10
11 (FY)
45
Contributing to Society through Management that Shows Respect for People and
Is Based on Mutual Trust and Mutual Responsibility
A Relationship of Mutual Trust and Mutual Responsibility Supporting a Stable Base of Business
In order to support making better cars and accomplish a stable
base of business, Toyota aims to realize management that shows
respect for people and build stable labor-management relations
based on mutual trust and mutual responsibility, as well as to have
all employees display their abilities to think, be creative, and utilize
their strengths to the maximum extent possible.
Toyota experienced labor disputes and personnel cuts during
the management crisis of the 1950s. These difficult experiences
led Toyota to create a company where it would never again have to
The Four Principles of Building a Relationship of Mutual Trust and Mutual Responsibility
First of all, we believe that employment, safety, and health are
matters of the highest priority so that employees can work with
confidence, and to this end we have developed a range of
measures. In addition, we have worked to cultivate teamwork and
promote continual improvements by enhancing two-way communication between the company and its employees, sharing information during times of crises and encouraging a sense of unity
throughout the entire company. Efforts are also being made to
create ample systems and develop human resources with the aim
of enabling employees to demonstrate their abilities to the fullest.
We believe that carrying out personnel and labor management
that is based on these four principles makes it possible to
maximize the entire companys performance and create a stable
base of business.
In order to engage in monozukuri (manufacturing) that exceeds the expectations of customers, it is necessary to have a strong desire
to sincerely listen to the opinions of people who support Toyota, as well continue to reinvent ourselves and fulfill challenging goals.
Underlying this feeling are Toyotas values that have been passed down since its establishmentthe Toyota Precepts, Toyota Guiding
Principles, and Toyota Way. Each of Toyotas more than 300,000 employees around the world share these values while carrying out
their individual business activities. The sharing of such global values is the foundation of making better cars, contributing to society
through these cars, and consequently increasing the number of cars sold and profit. This leads to reinvestment in the making
always better cars. Toyotas concept for its business activities is to accomplish sustainable growth through this virtuous cycle. We
will work to create solid profitability that is able to respond to environmental changes and support this cycle through further, continual improvements.
Product Strategy
Quality
Cost
HR
Development
Business Strategy
Improve
competitiveness
for products
and costs
Solid Profitability
Achieve consolidated operating income
ratio of 5%
(approximately one trillion yen)
Restore Toyota (unconsolidated)
to profitability
Regional strategy
Providing Toyotas unique products and services tailored to the needs of each
community and country
Product strategy
Strengthening product appeal
Expanding the lineup of eco-friendly vehicles
Positioning Lexus as a truly global premium brand from Japan
Global sales ratio (2015 Sales Plan): Industrialized nations (Japan/North
America and Europe) 50%, emerging markets 50%
Supply strategy
Japan: Manufacturing hybrid vehicles and other technologically advanced,
high-value-added products
North America and Europe: Striving to maximize productivity at existing plants
Signing ceremony for the Joint Declaration of Labor and
Management in 1962
(Right: then-President Fukio Nakagawa;
Left: Toyota Motor Workers Union Chairperson Kazuo Kato)
46
47
Special Feature
Stable Base of Business
WorldSkills Competition
An ongoing commitment to
developing human resources
to enhance workplace
strengths is the key to
staying at the forefront of
monozukuri
At Toyota, the customer always comes first. This founding credo forms the
The Japanese national championships in December 2011, held in the aftermath of the Great East Japan Earthquake, was spread across 17 sites
in four prefectures (including Shizuoka prefecture). There were 1,066 participants. Toyota entered nine events and took home a record tally of
seven gold medals. The number of prize-winners by group company also hit a record. Meanwhile, four Toyota employees represented Japan at
the WorldSkills Competition in London in October
2011, which attracted a total of 944 participants in
Prizewinners at the National Skills Competition
Prizewinners at WorldSkills Competition
Endeavor
Endeavor
850 teams drawn from 51 countries and regions.
Silver Bronze
Total
Silver Bronze
Total
Gold
Gold
award
award
Toyota employees contributed four of Japans haul
Grand total 115
173
154
213
655
Grand total
23
13
8
6
50
of 11 gold medals, while a Toyota Motor Thailand
7
4
6
10
4
0
0
0
2011
2011
27
4
Co., Ltd. (TMT) employee also won a gold medal
4
8
7
6
25
0
2
0
0
2
2010
2009
for Thailand, bringing Toyotas global medal tally
5
5
7
7
2
1
1
0
2009
2007
24
4
to five.
GPC Trainees
48
2009
22
2010
The Global Production Center was set up in 2003 to improve the
efficiency of skills development programs, provide tools and
framework for supervisors and administrators, and maintain the
strictest quality standards at production affiliates throughout the
world. The GPC has developed and provided a range of training
48
1,488
167
1,507
2,893
1,215
61
1,000
Grand total
Total 3,130
2,967
0
72
956
2,000
Total 5,069
344
59
2011
454
3,000
91
Total 4,145
4,000
33,508
Domestic (Japan):
21,245
3,595
Overseas (Japan):
North America (NA-PSC): 4,661
2,033
Europe (E-GPC):
Asia and Oceania (AP-GPC): 1,974
5,000
Domestic (Japan)
Overseas (Japan)
Europe (E-GPC)
VOICE
Winner at the
WorldSkills Competition
Atsuya Kamioka
Tamotsu Nishijima
Left to right: Keisei Sogabe (creative modeling), Atsuya Kamioka (IT network system admin),
President Akio Toyoda, Yuichi Sawaki (autobody repair), Kengo Watanabe (CNC milling)
COLUMN
VOICE
Toyotas overseas affiliates have been entering the WorldSkills Competition since
2007. In 2011, Thailand and Indonesia each sent two employees as their countrys
representatives, and one employee took home the first ever gold medal for an
overseas affiliate. Local workers who were trained at the GPC in Japan are now
responsible for training the next generation back home. Toyota provides assistance
for WorldSkills Competition participants as part of the overall commitment to
employee training and development.
The four WorldSkills Competition entrants from
overseas affiliates came to Japan with their supervisors to undergo additional training alongside the
Japanese entrants. It was an inspirational learning
experience, with the winner of the gold medal in
particular seen as a model young employee who is
setting a great example in the workplace.
Training for the WorldSkills Competition
VOICE
Tanongsak Hengsawad,
Toyota Motor Thailand (TMT)
Creative Modeling category
49
Employees
Employees
Basic Employment Principles
Create working environments for various employees to work proudly and with loyalty and confidence
in fulfilling their potential, which realize their
self-growth
1. Honor the language and spirit of the law of every nation and undertake open and fair corporate activities to be a good corporate
citizen of the world
5. Foster a corporate culture that enhances individual creativity and teamwork value, while honoring mutual trust and respect
between labor and management
Sharing the Toyota Way Globally and Implementing Human Resource Measures
Since its foundation, Toyota has contributed to society
through
pursuing
conscientious
monozukuri
(manufacturing) as its philosophy. Within this
philosophy, beliefs and values for business original to
Toyota have been created and techniques for management and implementation have been devised to be
fostered as the source of Toyotas competitive power.
Business beliefs and values such as these handed
down in Toyota as tacit knowledge have been organized
and compiled into the Toyota Way 2001 so that they
can be viewed and understood by anyone. With
Continuous Improvement and Respect for People
as its pillars, the Toyota Way 2001 has five keywords,
which are Challenge, Kaizen, Genchi Genbutsu,
Respect, and Teamwork, and is shared throughout
Toyota globally.
Challenge
We form a long-term vision, meeting
challenges with courage and creativity
to realize our dreams.
Employees We support equal employment opportunities, diversity and inclusion for our employees and do not discriminate
against them. (Guiding Principles 5)
Employees We strive to provide fair working conditions and to maintain a safe and healthy working environment for all our
employees. (Guiding Principles 5)
Genchi Genbutsu
We practice genchi genbutsu, go to the
source to find the facts to make correct
decisions, build consensus and achieve
goals at our best speed.
Continuous
Improvement
Respect
for People
Teamwork
We stimulate personal and professional
growth, share the opportunities of
development and maximize individual
and team performance.
(Continuous Improvement,
Respect for People)
Safety and
Health
Human Resource
Development
Toyota is working to develop
Pride and
Loyalty
le
Em
ili
ty)
50
Diversity and
Inclusion
plo
po
es
ym
lR
en
a
u
t
t an
Mu
dL
nd
abo
st a
r-ma
u
r
T
al
nagem
ent Relationship (Mutu
In the 50th year since the Joint Declaration of Labor and Management
Joint Declaration of Labor and Management (excerpts)
We will contribute to the development of the national economy through the prosperity of the
automotive industry.
The relationship between labor and management shall be based on mutual trust and respect.
We will endeavor to maintain and enhance the company's prosperity and labor conditions
through the improvement of productivity.
We hereby swear to further reinforce ties between labor and management based on mutual trust and mutual respect like
two wheels on a car, traveling down the same road, and, by exceeding expectations for customer satisfaction and social
contribution, to pass on the spirit of the Joint Declaration of Labor and Management and Toyotas monozukuri to the next
generation.
Work with
Vigor and
Enthusiasm
company-wide effort.
The approach of "mutual trust between labor and management" became the basis of labor-management relations in the Joint Declaration
of Labor and Management concluded in 1962 based on lessons learned from earlier labor disputes. As 2012 marks the 50th year since the
signing of the declaration, Toyota has once again vowed to further reinforce ties between labor and management.
Chapter 1. Through our communication and dialogue with the company, we (people working for TOYOTA) strive to build and share
fundamental value of Mutual Trust and Mutual Responsibility. TOYOTA (TOYOTA MOTOR CORPORATION and its subsidiaries)
endeavors to improve its business achievements so that TOYOTA can continue to provide employment and fair and stable working
conditions for each of us. Simultaneously, TOYOTA promotes a work environment in which each of us can work in a harmonious and
dynamic manner.
Kaizen
We improve our business operations
continuously, always driving for
innovation and evolution.
Toyota aims to create a corporate culture that reliably reflects the Toyota Way 2001 in actual corporate activities and the work of individual
employees. Therefore, founded on a stable employment and labor-management relationship based on mutual trust and mutual responsibility, Toyota promotes various measures including human resource development and healthcare so that employees can work with vigor and
enthusiasm. Toyota also respects employees diversity in areas such as culture, nationality, race, language, religion, gender, age and
perspective.
ib
ns
cooperation.
340
316
320
321
321
326
318
Number of
new plants
FY2003
FY2004
FY2005
FY2006
FY2007
FY2011
299
300
285
280
264
266
260
240
220
200
03
04
05
06
07
08
09
10
11 (FY)
51
Employees
The Gate to Safety
We are working to develop human resources by implementing an educational program based on OJT (on-the-job-training), which is crucial for
the development and generational transfer of excellent monozukuri (manufacturing), with the five Toyota Way keywords as a fundamental basis.
Safe work
Reliable work
Skilled work
Safe work is the gate to all work.
Let us pass through this gate.
So that the Toyota Way, which explains Toyota values and ways of
thinking, can be understood and practiced by employees globally,
we have organized and arranged job types and techniques into
what we call Global Contents. These Global Contents are
communicated to Toyota employees through courses and OJT both
in Japan and overseas.
List of Global Contents
In FY2011, building a culture that promotes interactive development of safety and health was set as the foundation of Toyotas global policy.
Total accidents decreased by 30% over the previous year as a result of basic rule observance and interdependent bottom-up initiatives
involving the whole company that were implemented so that employees at every workplace realize the risks present and take independent
preventive action with the aim of making safety and health a custom and culture at Toyota. In FY2012, we will continue to promote the three
pillars of safety in order to further increase our safety level.
Administrative/
Engineering employees
Policy management
Managers
Education of subordinates
On-premise supplier
safety in plant
Establishment of a
All industries
Manufacturing
industries
Toyota
Ji Kotei-Kanketsu
General employees
07
08
09
10
11
(Year)
37.6
35.9
26.9
24.7
31.8
33.6
30
20
27.7
26.9
07
08
09
Global Contents
Toyota Way
Ji Kotei-Kanketsu
(Built-in quality
with ownership)
Education of
subordinates
Policy management
Basic skills
Production skills
25.2
10
Basic skills
Toyota Way
0.5
40
Problem-solving
Production skills
(%)
50
Automotive manufacturing
industries
1.5
10
11
(Year)
Ko Nakamura
OT-clab Body Assembly
Engineering Div.
Dispatched to: TGB (UK)
Dispatch period: January 1,
2012 to January 1, 2013
Heather Nelc
ICT Production Engineering
Planning Div.
Dispatched from: TEMA
(North America)
Dispatch period: September
2010 to August 2012
COLUMN
53
Employees
Over
sixties
People with
disabilities
Global human
resources
For companies engaged in business around the world, it is important to promote a diverse
range of human resources activities while raising the skills of each individual employee.
Toyota is establishing a corporate culture with abundant vitality by fostering human
resources that include a diverse range of individuals.
Although the focus of respect for diversity varies in different countries and regions,
Toyota strives to be a company with a working environment that promotes self-realization
while respecting diversity of values and ideas among its employees.
Fixed-term
contract
employees
Work-life
balance
Male
Female
Total
61,543
7,418
68,961
38.9
31.5
38.1
17.8
10.5
17.0
Average age
Average years
of service
Male
Female
Childcare Leave
20 (-1)
399 (+17)
24 (+13)
724 (+142)
2009
2010
2011
Maternity
Leave Plan
Childbirth
6-week
Maternity
Leave
Age 1
Age 2
Age 3
8-week
Postnatal Leave
COLUMN
A Female Employee who Followed Her Own Path, without Worrying about Precedents
Hiromi Oda, Project Manager, Japan Service Field Operations Div.
I moved to the Customer Service Group following approximately ten years spent in the Engineering Group upon
entering Toyota. I was previously in charge of overseas operations, and in my current post act as a mediator
between Toyota and sales outlets in Japan. When I first considered what sort of job I really wanted to do, I realized
that I wanted to know what kind of cars made customers happy, understand customer needs and the market, and
to utilize this information to enable the manufacture of better cars. With this in mind, I put in my transfer request.
When my hopes were fulfilled despite the lack of precedent, I was very grateful to my superior and colleagues.
A Male Employee who Respects and Supports His Wifes Feelings towards Work
Takeshi Kasugai, Group Manager, Human Resource Div.
My eldest daughter is one year and ten months old. This April, my wife returned to work from childcare leave
and our lifestyles were turned upside down. Although we basically try to split housework and childcare
duties evenly between the two of us, it is harder to balance both of our jobs with housework and childcare
than we had imagined. At first, we were unable to strike a good balance and pace between us and there were
times when we clashed. When this happened, I took action to become more considerate. When you exceed
your partners expectations, they become grateful. I feel that this is also true at work.
Nancy Fein, Vice President, Toyota Motor Sales, U.S.A., Inc. (TMS)
In 1997, I was promoted to corporate manager along with five other women. Even for the United States, promoting six women at once to such positions was unusual. I am celebrating my 25th wedding anniversary this year,
and in order to ensure the right balance between work and home, the first thing I had to do was structure my
life, set a daily schedule, and use my limited time efficiently. The important thing is not to focus entirely on ones
job, but strike a balance between work and ones private life. Another important thing is developing a network
of people who can help you adjust your schedule and work load. The strong, mutually supportive relationships
I have with the other women in my situation makes achieving a good work-life balance all the easier.
103
65
29
29
7
39 people from
17 groups
565 people from
37 groups
54
55
Corporate Governance/Compliance
To Be Rewarded with the Smiles of Employees
Corporate Governance
In order to strengthen its human resource base, which supports Toyotas growth, the company has created a positive working environment
in which employees can work with confidence, vigor and enthusiasm. Toyota strives to foster employees pride and loyalty to the company,
workplace and colleagues by encouraging a culture of teamwork through communication and friendly competition.
Shop floor
(%)
(%)
80
80
70
66.9
64.2
60
60
50
50
06
08
10
(Year)
66.7
60.3
The Guiding Principles at Toyota state that Toyota will honor the
language and spirit of the law of every nation and undertake open
and fair corporate activities to be a good corporate citizen of the
world. It is in this process that Toyota seeks to maintain compliance. In accordance with the Basic Approach to Internal Controls,
Toyota is promoting initiatives centered on the construction of
framework such as that for adopting and implementing the Code of
Conduct and human resource development through education and
other means. Toyota has also established consultation hotlines so
no issues are overlooked and detailed responses can be made.
71.3
70
64.4
07
09
11
(Year)
External Accounting
Auditor
Most common
reason
Second most
common reason
Third most
common reason
Human relations at
the workplace
Pay level
(wage, bonus)
Experiencing a sense
of personal growth
Social significance
Authority and
responsibility
Compliance
Disclosure Committee
(disclosure systems)
International Advisory
Board
Shareholders
Board of Directors
Labor-Management Council/
Joint Labor-Management
Round Table Conference
CSR Committee*
Toyota Environment
Committee
* The CSR Committee deliberates on and makes decisions concerning CSR-related plans,
corporate ethics, legal compliance, risk management and social contribution activities
56
Draw out the good will, enthusiasm, and autonomous decision-making abilities of
the people who perform work, based on the idea of respect for people
Establish structures within the work processes carried out by people and
organizations that incorporate internal controls and establish checks and balances
as well as management and oversight by directors
Establish inter-departmental organizations to supplement internal controls
Basic Policy
(1) Legal compliance by Directors
(6) Appropriateness of the business
operations of the group
(2) Retention and management of
information relating to the execution of
(7) Employees assisting the Corporate
responsibilities by Directors
Auditors
(3) Regulations and other systems related
(8) Independence of employees described in
to the management of risk of losses
the preceding item (7)
(4) Efficiency of execution of responsibilities (9) Report to Corporate Auditors
by Directors
(10) Ensure the efficient execution of audits
(5) Legal compliance by employees
by the Auditors
4
69
Compliance Hotline
Personal matters
Other
26
Total
111
6
6
57
Financial Information
Financial Information
Performance Data (consolidated basis)
Making efforts toward continual improvements to
(thousand
units)
Vehicle production
Overseas
Japan
Overseas
Japan
6,000
Consolidated basis
Compared to
previous year
Reference: (Unconsolidated)
year ended March 2012
(April 2011 through March 2012)
-2.2%
-24.1%
-30.5%
2.8%
2.1%
50 yen
50 yen
18.0%
Japan
28.2%
Japan
North
America
North
America
FY 12
FY 11
10.8%
Net revenues
Japan
North America
Europe
Asia
Other regions*
(FY12)
(billion yen)
(billion yen)
25.5%
Europe
17.1%
FY 10
Asia
5.2%
53.0%
12
10
8
6
4
2
0
2
4
6
8
Europe
4,000
2,000
Asia 19.4%
8,000
Vehicle sales
600
500
400
300
200
100
0
100
200
300
400
Capital expenditure
(billion yen)
2,500
1,000
2,000
800
1,500
600
1,000
400
500
200
FY08
FY09
FY10
FY11
FY12
Global Expansion
Toyota respects the culture and customs of every nation and region and contributes
to economic and social development through corporate activities in the communities.
Europe
Japan
31
22,000
15
Asia and
the Middle East
69,000
23
11
5
40,000
32
408.1
North America
154,000
Central and
South America
3
Increase in
expenses, etc.
Cost reduction
-100
efforts
150
Effects of
FOREX Rates
-250
58
Marketing
efforts
150
283.5
Other
-62.6
Non-operating
income
-17.7
Equity in
earnings of
affiliated
companies
-17.3
Income tax,
etc.
23
51
24,000
Oceania
4
1
44
16
31,000
12,000
No. of plants and manufacturing companies (as of March 2012)
No. of distributors (as of June 2012)
No. of employees (manufacturing companies + distributors)
* In Japan, Toyota manages the function of distributors and the number
of employees counts Toyota on an unconsolidated basis.
59
Data
Area
Stable base of
business
Items
Employees
Items
Safety
Unit
FY2009
Japan
U.S.
Europe
Models
China
U.S. IIHS Top Safety Pick models
Quality
Rewarded with the smiles
of customers
Enriching lives of
communities
17
4
Prius
Passo, Etios
Ractis, Prius ,
FJ Cruiser
Thousand
vehicles
7,237
7,308
7,352
15,580
14,849
15,887
70.8
67.6
68.5
Models
30
28
30
Thousand calls
400
401
397
1,600
89.0
8,570
2,100
Male
No. of new employees
Male
26.9
35.9
33.6
31.8
69,961
69,178
68,961
62,928
62,109
61,543
7,033
7,069
7,418
37.6
37.8
38.1
38.5
38.6
38.9
30
30.6
31.5
16.6
16.8
17.0
17.4
17.5
17.8
9.7
10.3
10.5
1,150
1,040
1,103
1,036
909
999
114
131
104
Administrative
109
107
93
Male
85
74
69
Female
24
33
24
407
389
460
Male
394
362
443
Female
13
27
17
690
629
550
Male
610
553
487
Female
80
76
63
1,053
942
798
Persons
95.0
Shop floor
2,580
Index with
1997 = 1 base value
1.35
1.34
1.44
70.0
70.6
72.6
Thousand
vehicles
530
691
629
83.2
72.3
78.1
2,255
2,945
3,574
71.7
76.6
68.3
66.7
71.2
64.4
18,950.9
18,993.6
18,583.6
Japan
11,220.3
10,986.2
11,167.3
5,670.5
5,429.1
4,751.8
Million
tons
14
19
26
7.08
7.18
7.22
Tons/vehicle
0.84
0.85
0.83
*4
Financial information
(Consolidated)
Net revenues
0.279
0.264
0.268
Thousand tons
43.4
39.4
36.0
Europe
2,147.0
1,981.4
1,993.9
kg/vehicle
16.5
15.8
14.1
Asia
2,655.4
3,374.6
3,334.2
26.9
1,673.8
1,809.1
1,760.1
147.5 (0.8)
468.2 (2.5)
355.6 (1.9)
ASR
Million m
28.1
3.6
3.7
3.5
81
85
93
94
94
94
97
97
99
6.7
4.5
4.0
93.3
95.1
95.5
29.3
27.8
27.0
27.3
Total assets
Social contribution
Total expenses for social contribution activities (consolidated basis*2) Billion yen
12.1
13.9
14.4
Net assets
28,000
33,500
26,000
ROE
No. of visitors
No. of programs
(cumulative)
Companies
8,131
8,247
8,485
Countries
170
173
176
5
54.0
Female
29,818.1
30,650.9
10,930.4
10,920.0
11,066.4
2.1
3.9
2.7
Yen
45
50
50
579.0
642.3
706.7
725.3
730.3
779.8
6,809
7,169
7,435
15
15
15
11
11
11
25
24
23
North America
29
30
31
32
32
32
106
106
111
87
95
111
(14)
(82)
2,519
Dealerships
Persons
30,349.2
2,401
10,550.2
2,375
52.1
Female
10,332.3
214
2,056
Male
283.5
10,359.7
193
1,056
Persons
160.1
408.1
175
1,022
108.8
115.5
209.4
Capital expenditures
1,975
256.7
1,226
313.0
10,447
1,029
203.6
1,054
49.7
17.7
Asia
11,926
13.1
1,546
Persons
-33.0
11,420
186.4
Europe
1,943
-207.0
339.5
Shareholders equity
-362.4
85.4
-225.2
North America
Net income
R&D expenses
Vehicle production
Global Expansion
Europe
41
52
46
1.97
2.23
2.44
0.6
0.7
0.7
1.877
1.986 (2.067)
1.952 (2.045)
970
995 (1,039)
1,021 (1,075)
359
403
419
21
20
354
382
399
509
593
748
11
24
500
582
724
Billion yen
Japan
Environmental management
Employees
25.2
Female
Engineer
9,310
0.06
24.7
Million tons
Airbag
Years
Female
2,071
Vehicles
82.9
FY2011
0.09
Recycling/recovery rate
60
Female
FY2010
0.10
Stable base of
business
Years old
FY2009
North America
*2
1,913
Male
2,162
Female
*1
Persons
Average age
7,590
Male
FY2011
10
Thousand
vehicles
FY2010
Models
CSR activity results for the past three years are listed in the table below.
Area
Unit
*2
*3
*4
Billion yen
Thousand units
Plants and
manufacturing
companies
Distributors
Governance
CSR evaluation
*1
Billion yen
(ranking)
(21)
No. of hybrid vehicles sold is number of vehicles sold each year, not each fiscal year.
Toyota and consolidated subsidiaries in Japan and overseas (consolidated base differs by item)
No. of people with disabilities employed and their employment ratio are as of June each year.
The employee satisfaction survey is conducted every second year on administrative/engineering and shop floor employees.
Results for shop floor employees are from surveys conducted in 2009 and 2011, and those for administrative/engineering employees from the 2010 survey.
61
ISO26000 Comparison
Third-party Opinion
Eiichiro Adachi
Toyota participated in the developing of international standards regarding CSRISO26000: Guidance on social responsibilitysince its review
stage as a member of the Japan committee representing the business sector.
We organized specific actions described in the report according to seven core subjects stated in the standards and made the ISO26000
Comparison for your reference. We hope this will make the report more useful and easier for readers to understand.
Toyota works continually to enhance its CSR initiatives. Thank you for your understanding.
Organizational governance
Due diligence
Avoidance of complicity
Resolving grievances
Page
3, 5, 47
42, 44, 45
11
12
Social dialogue
13
14
Prevention of pollution
16
17
18
Anti-corruption
20
21
Fair competition
22
23
54, 55
51
50, 51
Based on our philosophy of Customer First, we develop and provide innovative, safe and outstanding
high quality products and services that meet a wide variety of customers demands to enrich the lives of
people around the world. (Guiding Principles 3 and 4)
25, 27
29, 30
We will endeavor to protect the personal information of customers and everyone else we are engaged in
business with, in accordance with the letter and spirit of each country's privacy laws. (Guiding Principles 1)
24, 28
Employees
We respect our employees and believe that the success of our business is led by each individuals creativity
and good teamwork. We stimulate personal growth for our employees. (Guiding Principles 5)
14
We support equal employment opportunities, diversity and inclusion for our employees and do not
discriminate against them. (Guiding Principles 5)
5, 6, 10
We strive to provide fair working conditions and to maintain a safe and healthy working environment for
all our employees. (Guiding Principles 5)
11, 13
We respect and honor the human rights of people involved in our business and, in particular, do not use
or tolerate any form of forced or child labor. (Guiding Principles 5)
3, 4, 9
Through communication and dialogue with our employees, we build and share the value Mutual Trust
and Mutual Responsibility and work together for the success of our employees and the company. We
recognize our employees' right to freely associate, or not to associate, in compliance with the laws of
the countries in which we operate. (Guiding Principles 5)
5, 7
8, 12
Management of each company takes a leadership role in fostering a corporate culture and implementing
policies, that promote ethical behavior. (Guiding Principles 1 and 5)
19, 20
51, 56
52
48, 49, 53
2631
57
40, 41
42, 57
Consumer Issues
24
25
26
Sustainable consumption
27
28
29
30
40, 41
12, 13
14, 15
16, 17
Business Partners
We respect our business partners such as suppliers and dealers and work with them through long-term
relationships to realize mutual growth based on mutual trust. (Guiding Principles 7)
21
Whenever we seek a new business partner, we are open to any and all candidates, regardless of nationality
or size, and evaluate them based on their overall strengths. (Guiding Principles 7)
37
We maintain fair and free competition in accordance with the letter and spirit of each countrys competition
laws. (Guiding Principles 1 and 7)
21
Shareholders
We strive to enhance corporate value while achieving a stable and long-term growth for the benefit of our
shareholders. (Guiding Principles 6)
We provide our shareholders and investors with timely and fair disclosure of our operating results and
financial condition. (Guiding Principles 1 and 6)
62
Community involvement
32
Environment
We aim for growth that is in harmony with the environment by seeking to minimize the
environmental impact of our business operations, such as by working to reduce the effect
of our vehicles and operations on climate change and biodiversity. We strive to develop,
establish and promote technologies enabling the environment and economy to coexist
harmoniously, and to build close and cooperative relationships with a wide spectrum of
individuals and organizations involved in environmental preservation. (Guiding Principles 3)
15, 16
17, 18
Community
We implement our philosophy of respect for people by honoring the culture, customs,
history and laws of each country. (Guiding Principles 2)
2, 7, 8
We constantly search for safer, cleaner and superior technology that satisfy the evolving
needs of society for sustainable mobility. (Guiding Principles 3 and 4)
26, 34
19, 20
Wherever we do business, we actively promote and engage, both individually and with
partners, in social contribution activities that help strengthen communities and contribute
to the enrichment of society. (Guiding Principles 2)
31, 32
33, 35
36, 37
25, 36
33
34
35
36
Health
37
Social investment
3439, 43
37, 38
10, 11
32, 33, 59
38
1825
1
2
4
22
23
24
Customers
Adachi is responsible for providing financial institutions with corporate information for
socially responsible investment (SRI). He specializes in industrial research and corporate
assessment from the viewpoints of environmental management and CSR.
ISO26000
Ref. No.
57
The Environment
15
We, TOYOTA MOTOR CORPORATION and our subsidiaries, take initiative to contribute to harmonious and
sustainable development of society and the earth through all business activities that we carry out in each
country and region, based on our Guiding Principles. We comply with local, national and international
laws and regulations as well as the spirit thereof and we conduct our business operations with honesty
and integrity. In order to contribute to sustainable development, we believe that management interacting
with its stakeholders as described below is of considerable importance, and we will endeavor to build and
maintain sound relationships with our stakeholders through open and fair communication. We expect our
business partners to support this initiative and act in accordance with it.
Currently the head of JRIs ESG Research Center, he previously served in the Corporate
Strategy Research Department and Technology Research Department in JRI.
From March 2005 until May 2009, he was one of the experts in the Japanese delegation
to the ISO/Social Responsibility Standards (ISO26000) Working Group.
Preamble
Labor Practices
10
Biography
Human Rights
2
Social
contribution
Riki Inuzuka
Managing Officer
General Manager
Corporate Planning Div.
Thank you very much for your valuable opinion on the report. The composition of this years
report has been rearranged to reflect the three elements of the Toyota Global Vision. The
report includes Toyotas concepts of these elements and the special features and initiatives
which show them in concrete form. The contents also reflect Toyotas consciousness of the
impact that we have on the society around us.
Next year, with your opinion as a reference, and after gaining further understanding of our
stakeholders expectations, we would like to expand the reporting in relation to KPI Strategic
Focus management and communication within and outside the company. In addition, we will
push ahead with our management based on the Toyota Global Vision, with the aim of becoming
a company that exceeds expectations from society.
63