SUSTAINABILITY REPORT
— 2022
1

1

3
CONTENTS
LETTER TO STAKEHOLDERS	
5
1. METHODOLOGICAL NOTE	
15
2. HIGHLIGHTS	
19
3. COMPANY PROFILE	
23
	
3.1	Toyota’s history	
24
	
3.2 Toyota’s values and vision	
26
	
3.3 The structure of the Group	
31
	
3.4 Toyota’s sustainability strategy	
32
	
3.5 The Lexus Brand	
36
	
3.6 The governance of Toyota companies in Italy	
38
	
	
3.6.1 The system of internal controls of Toyota group companies in Italy
	
	
3.6.2 The Internal Audit Function
	
	
3.6.3 The Risk Management Area
	
	
3.6.4 The Compliance Function of Toyota Financial Services Italy
	
	
3.6.5 Performance Planning e Measurement Tools
	
	
3.6.6 Business ethics, compliance and anti-corruption
	
3.7 Privacy and information security	
47
4. STAKEHOLDER MAPPING AND MATERIALITY ANALYSIS	
51
	
4.1 Stakeholder mapping	
52
	
4.2 Analysis and materiality matrix	
54
5. TOYOTA’S ENVIRONMENTAL COMMITMENT	
57
	
5.1 Toyota Environmental Challenge 2050	
58
	
5.2 “Beyond Zero” Vision: the Toyota electrification strategy	
60
	
	
5.2.1 The role of Full Hybrid
	
	
5.2.2 Toyota's strategy on battery electric vehicles
	
	
5.2.3 The role of hydrogen
	
5.3 Reduction of environmental impacts and resource management	
70
	
	
5.3.1 Emission reduction and plant management
	
	
5.3.2 Optimization of the use of water resources
	
	
5.3.3 Waste management and circular economy
	
	
5.3.4 TMI spare parts logistics: a European best practic
	
5.4 Building a society in harmony with nature	
77
6. MOBILITY AT THE SERVICE OF THE COMMUNITY	
79
	
6.1 The new mobility solutions	
80
	
	
6.1.1 KINTO One: Toyota’s long-term rental
	
	
6.1.2 KINTO Share: Toyota’s car sharing 
	
	
6.1.3 KINTO Join: Toyota’s corporate carpooling

4
	
	
6.1.4 KINTO Go: the multimodal App
	
	
6.1.5 KINTO Flex: short-medium term rental service with flexible subscription
	
	
6.1.6 KINTO Ride: Toyota’s hailing ride service
	
	
6.1.7 The Moving Home-Work Plan
	
6.2 Innovation and technology	
90
	
	
6.2.1 Connectivity 
	
	
6.2.2 Digitalization of processes
	
	
6.2.3 Open Innovation
	
6.3 Support to the community	
96
	
6.4 The engagement of dealers	
98
7. MOBILITY THAT PLACES PEOPLE AT THE CENTER	
101
	
7.1 Customer experience	
102
	
	
7.1.1 WeHybrid
	
7.2 Toyota’s communication channels	
108
	
7.3 Quality and safety of products and services	
110
	
7.4 Our value chain	
111
	
	
7.4.1 Our value chain - Suppliers
	
	
7.4.2 Our value chain – Dealers
8. TOYOTA’S PEOPLE: THE ENGINE OF THE FUTURE	
117
	
8.1 The characteristics of Toyota’s workforce	
118
	
8.2 Talent attraction and selection	
120
	
8.3 Employee development and training	
122
	
	
8.3.1 The performance evaluation system
	
	
8.3.2 Training
	
8.4 Diversity and equal opportunity	
128
	
8.5 Health and safety	
130
	
	
8.5.1 Safety culture
	
	
8.5.2 Safety monitoring
9. ATTACHMENTS	
135
10. MATERIALITY – GRI COMPARATIVE TABLE	
149
11. GRI CONTENT INDEX	
151
CONTENTS

5
Letters to stakeholders

6

7
The complexity of the global context that we are all witnessing 
requires a continuous dialogue with all our stakeholders. The 
Sustainability Report represents for Toyota Motor Italia an 
important opportunity for discussion on ESG issues, which 
are extraordinarily topical and central to our business.
It is becoming increasingly clear to everyone how overcoming 
the challenge of achieving the carbon neutrality is fundamental 
to ensuring a future of prosperity for our planet. Toyota has 
always demonstrated an extraordinary commitment to imagine 
and develop what is necessary to succeed in this challenge. 
All this through its constant contribution to the realization of 
a sustainable and inclusive society, thanks to innovative and 
electrified mobility solutions and new services, to allow everyone 
to move without barriers and limitations, in total safety and 
respect for the environment, without leaving anyone behind. 
This commitment is embodied in the vision called "Beyond 
Zero" according to which the goal of zero emissions is only an 
intermediate step towards a future in which moving makes the 
world a better place. Moreover, the fundamental element of 
the vision "Beyond Zero" is the use of hydrogen that embodies 
the ambition to go "beyond" zero emissions, and to contribute 
not only to the construction of a better society but to produce 
happiness for all as well, also thanks to the better use of this 
important energy carrier. 
What we are experiencing today - in relation to the importance 
of the supply from energy sources - increasingly motivates 
LETTERS TO STAKEHOLDERS
LETTER TO TOYOTA MOTOR 
ITALIA’S STAKEHOLDERS

8
the multi-technological approach that Toyota pursues in the 
electrification strategy, in order to offer its customers around 
the world a wide range of solutions, with a strong focus on 
technologies such as battery electric and electric powered by 
hydrogen fuel cell. Electricity and hydrogen are two energy 
carriers that, if produced from renewable sources, will allow 
us to significantly reduce CO2 emissions from mobility. 
Innovation continues to be a fundamental feature of our 
products but also of our services that allow us to increase 
the benefits that the Toyota group offers to its customers. 
Expression of this drive towards innovation is the WeHybrid 
ecosystem that, thanks to the common commitment of all 
Toyota companies in Italy, is enriched with new elements and is 
successful on the market, above all, turning the customer into 
a true ambassador of the technology of our cars as a witness 
of the concrete benefits deriving from the virtuous use of our 
electrified solutions. 
Even the dealers of the official Toyota and Lexus network, 
which have always been sensitive to ESG issues, continue 
to proactively support the objectives set by the Toyota 
Group with initiatives and projects. Starting this year, to the 
various initiatives that each year are strengthened, such as 
the Environmental Management System compliant with the 
international standard ISO 14001:2015, we added a new specific 
program for our partners spread across the territory called 
the Green Retailer Program (GRP) to accompany them on 
an environmental leadership path, in order to reach by 2050 
specific ESG objectives related to the activity of Best Mobility 
Partners in the territory. 
Moreover, the strong attention to the Diversity & Inclusion issues 
is an integral part of Toyota’s DNA, its way of working and doing 
business every day. Diversity is the foundation of Toyota’s corporate 
citizenship and social responsibility in every context in which it 
operates. Toyota Motor Italia strives daily to pursue its mission 
through several social initiatives, aimed at raising awareness 
on the issues of diversity and inclusion. Examples of this are 
the collaborations with prestigious national and international 
partners such as the Olympic and Paralympic Committees, Special 
Olympics, Valore D, Inspiring Girls, and many others.
This year, the contribution to the realization of an inclusive 
society becomes even more concrete and visible within our 
organization, where a Diversity & Inclusion Board was recently 
established, with the aim to further accelerate change in the 
company on these issues. 
This change represents the main element of the design 
and implementation of the "New Way of Working", which is 
LETTERS TO STAKEHOLDERS

9
Luigi Ksawery Luca' 
Toyota Motor Italia CEO
LETTERS TO STAKEHOLDERS
concretely changing the way in which all the employees of 
Toyota Motor Italia and the other companies of the Group carry 
out their job. During the year we implemented an integrated 
and innovative strategy that touched all the components of the 
organization, from the development of effective technologies 
for the remotization of processes, to the introduction of 
new management and sustainable leadership models, that 
can foster a collaborative organizational culture. Even the 
workplace (in terms of physical space) has been rethought in 
the logic that goes from office to home. The Toyota Group in 
Italy has restructured its offices with the aim of creating the 
office of the future that, in line with the characteristics of the 
New Way of Working, has determined a complete renewal of 
the headquarters with the introduction of open spaces and 
co-working areas, in order to promote creativity, collaboration 
and exchange of know-how, and ensure a new employee 
experience, more engaging and inclusive as well as careful 
to the needs of all.
An investment plan that for some years has also been aimed 
at updating the plant engineering of the Toyota Group 
headquarters in Italy, which aims at the energy self-reliance. 
Energy efficiency is an essential element of the Toyota Group’s 
environmental strategy, which has always been committed to 
the gradual and constant achievement of carbon neutrality of 
all the structures in which it carries out its activities. It is for this 
reason that Toyota in Italy has gone beyond starting for years 
a direct dialogue with its two main logistics partners, which 
has established a progressive alignment on energy efficiency 
targets and emission reduction throughout the flow of vehicle 
and spare parts handling. 
Toyota Motor Italia, in line with what is promoted globally 
by Toyota, is convinced that a 360° commitment to build an 
ethical business with a concrete attention to social aspects and 
human values, that protects the environment and is focused 
on the needs of all, by valuing all types of diversity and leaving 
no one behind, represents the only way to achieve common 
goals such as the Sustainable Development Goals of the 2030 
Agenda of the United Nations.

10
The world of mobility is undergoing an unprecedented revolution.
It is not the car that rides on the territory but instead is the 
territory that moves the car.
Today, mobility is a concept that goes beyond the simple meaning 
of movement in the space. Today mobility is much more. Mobility 
is inclusion, accessibility, innovation and sustainability, and even 
the concept of territory sees its boundaries widening beyond a 
purely spatial dimension.
Freedom of movement has always been synonymous of progress 
for man.
In Ancient Rome, roads and aqueducts represented a conquest, 
in the Renaissance the idea of physical and ideal infrastructure 
developed at the service of man at the center of everything. Today, 
it evolves further and Woven City, under construction by Toyota 
in Japan, best embodies the very concept of sustainable mobility.
Sustainability in its various forms, environmental, social and 
economic, has always been part of the DNA of the Toyota group 
in Italy.
TOYOTA FINANCIAL SERVICES ITALIA
AND KINTO ITALIA
LETTER TO STAKEHOLDERS
LETTERS TO STAKEHOLDERS

11
LETTERS TO STAKEHOLDERS
We work in an integrated way, always placing people at the center 
of our activities with the aim of producing positive externalities 
for all stakeholders, the result of a virtuous use of technologies 
and the efficient use of digital platforms dedicated to mobility. 
The KINTO project represents a concrete example of this, the 
third global brand of the Toyota Group completely dedicated 
to mobility services.
KINTO is the affirmation of a system of values that translates 
into a range of services for people. With KINTO the customer 
becomes a responsible protagonist of a common path towards 
sustainable mobility. KINTO's vision envisages the creation of 
an open mobility ecosystem, synonymous with inclusive and 
reliable, simple and intuitive as well as sustainable, with the aim 
of enabling simple and fast movement, for everyone, without 
leaving anyone behind.
Because the autonomy of movement is one of the noblest forms 
of freedom.
An important step in the evolution of KINTO in our country was 
the creation of KINTO Italia in April 2021, and the activation 
of five mobility solutions intended for individuals, companies, 
communities and institutions, with a wide and diversified range 
of services for cover all needs.
Since 2022 KINTO Italia has begun a new phase of expansion 
characterized by greater proximity to the territory. We worked 
during the year together with our dealers in the Toyota and Lexus 
network with the aim of profiling a sustainable mobility demand 
model that could be a reference in the local communities in 
which we operate. 
Building mobility solutions that respect the planet is one of the 
foundations of the Toyota Group Vision and of our commitment 
to a future society that is environmentally friendly and inclusive. 
And therefore, aware of the paradigm shift brought about by the 
great global environmental and social challenges that have made 
clear the need to rethink business models in a sustainable key. 
In Europe, we are witnessing a growing regulation of the sector 
- not least the great challenge set by the European Parliament 
which provides for the marketing of only zero-emission vehicles 
starting from the year 2035 - to which are added even in our 
country increasingly stringent measures both nationally and 
locally.

12
In this context of great complexity, the Toyota Group reaffirms 
its global mission: Ever Better Mobility for All. 
We are strongly committed to contributing to the construction 
of a better world by accompanying its main stakeholders on a 
virtuous path to improve ESG performance.
An example is the WeHybrid program which, since its introduction 
in 2020, has continued to be enriched with the ambition of 
building a community of personal and collective responsibility 
for conscious and sustainable mobility. 
The fundamental point lies precisely in this passage: from a 
generic protection of the environment to a personal, tangible, 
measurable contribution to sustainability which with the Toyota 
Group becomes a concrete and even convenient choice. One 
of the pillars of the program is Wehybrid Credit, launched by 
Toyota Financial Services Italia and the first solution in the field 
of sustainability-oriented consumer credit.
Just as there is a strong determination to support the dealerships 
of the official Toyota and Lexus network along this virtuous 
path through the use of innovative tools that are establishing 
themselves in the field of sustainable finance. In this regard, 
Toyota Financial Services Italia launched a project during the 
year dedicated to evaluating the integration of ESG parameters 
into the corporate strategies of our partners, aimed at improving 
the credit conditions underlying the partnership relationship 
and, in general, the reputational profile. 
A system governance model that will no longer be able to 
disregard perfect alignment with ESG criteria in the future. 
In this direction, TFSI and KINTO Italia continue the process 
of achieving and consolidating the certifications to the 
international ISO standards: TFSI and KINTO Italia have, in 
fact, obtained respectively the ISO 9001 certification for Quality 
and the ISO 18295 certification for the management of theri 
Centers of Customers' Contact, and the ISO 14001 Environmental 
certification. 
It is within this context that Toyota Financial Services Italia and 
KINTO Italia, together with the other companies, renew and 
strengthen the transparent dialogue with their stakeholders, 
presenting the new edition of the Sustainability Report of the 
Toyota Group in Italy, with the aim to share the many activities 
and results achieved during the year in relation to the objectives 
defined in the ESG area.
Mauro Caruccio 
Toyota Financial Services Italia CEO 
and KINTO Italia Chairman and CEO
LETTERS TO STAKEHOLDERS

13
LETTERS TO STAKEHOLDERS
The Italian branches of Toyota Insurance Services and Aioi 
Nissay Dowa Insurance Company of Europe present the second 
Sustainability Report together with the other Toyota companies 
in Italy, continuing the measurement and transparent reporting 
of its commitment to sustainability issues. 
The document has a strategic role because it is a central element 
to continue the structured dialogue on ESG issues with our 
stakeholders that have actively contributed to the drafting of 
this Report and will be increasingly involved in identifying the 
fundamental guidelines for the development of a strategic 
commitment on these issues.
The past few years have posed crucial challenges to the 
automotive sector and Toyota has always been able to react in 
an innovative and proactive way. In particular, TIS and AND-E 
are proud to have contributed to the success of the Wehybrid 
ecosystem through the creation of WeHybrid Insurance, a 
complete and free RC insurance for the kilometers covered in 
electric mode. This insurance represents a concrete commitment 
to sustainability, allowing significant economic savings to all 
customers who choose innovative mobility solutions, committing 
to change their driving habits in order to make efficient use of 
their vehicle. On 31 March 2022, more than 15.000 customers 
LETTER TO TOYOTA INSURANCE 
SERVICES’ E AND-E’S STAKEHOLDER

14
Mario La Femina 
Toyota Insurance Management Italia 
and Aioi Nissay Dowa Insurance Company Italia CEO 
joined the service, covering over 110 million km, 46% of which in 
zero-emission mode, with above 50 million Km free for insurance 
purposes. It is also important to highlight the contribution made 
by Wehybrid Insurance in terms of greater safety and lower 
social costs to society. It is observed that those who decide to 
activate Wehybrid Insurance not only get economic benefits 
from virtuous driving, but also tend to make less accidents. In 
particular, there is a 20% lower frequency of claims between 
Wehybrid Insurance customers and those who activate a 
traditional policy.
However, our ambitions do not stop there. As part of the Toyota 
family, our goal remains to deliver a better society to the next 
generations, and this Report is an opportunity for TIS and AND-E 
to continue a conscious path that will see our companies grow 
and transform together with our stakeholders to continue to 
satisfy our customers while respecting the environment and 
people, in full Toyota style.
LETTERS TO STAKEHOLDERS

15
Methodological note 
 
— CHAPTER 1

16
his document aims to transparently communicate the 
sustainability strategies of Toyota Motor Italia, Toyota Financial 
Services Italia, KINTO Italia and the Italian branches of Toyota 
Insurance Services and AIOI Nissay Dowa Insurance Company 
of Europe, (throughout the document also referred to as “TMI”, 
“TFSI”, “KINTO”, TIS” E “AND-E”, or “Group Toyota in Italy” and 
“Toyota Italy” with reference to all the companies mentioned), 
regarding environmental, social and governance sustainability. 
As for TMI, TFSI and KINTO, data refer to the period from 1st April 
2021 to 31st March 2022 (throughout the document referred to as 
“Fiscal Year 22” or “FY 22”), while for TIS and AND-E the reference 
period is between 1st January 2021 and 31st December 2021. In 
order to allow comparability of data over time, a comparison with 
data for the period from 1st April 2020 to 31st March 2021 (in the 
document “Fiscal Year 21” or “FY 21”) for TMI, TFSI and KINTO, 
and with the financial year 2020 (from 1st January 2020 to 31st 
December 2020) for TIS and AND-E is provided. Any perimeter 
exceptions are expressly explained in the text.
In preparing this document, reference was also made to the 
sustainability-related information of the parent company Toyota 
Motor Corporation (in the document also “TMC”), which is 
contained in the Sustainability Data Book updated in January 
2022 or on other communication channels. This annual report has 
been prepared in accordance with the GRI Standards published 
by the Global Reporting Initiative (GRI): Core option. In particular, 
the content reported was selected according to the results of 
the materiality analysis updated in 2022, which enabled the 
identification of material aspects for Toyota companies in Italy and 
for its stakeholders, as described in the paragraph “Stakeholder 
mapping and materiality analysis” of this document.
The scope of the data and economic information reported 
for each company in the document is the same as that of the 
financial statements for the year. With reference to social and 
environmental data and information, the reporting boundary 
includes Toyota Motor Italia, Toyota Financial Services Italia, KINTO 
Italia and the Italian branches of Toyota Insurance Services and 
AIOI Nissay Dowa Insurance Company of Europe, headquartered 
at Kiichiro Toyoda, 2, Rome.
T
CHAPTER 1

17
In the case of data restatements relating to the previous reporting 
period or in the case of estimates, these are expressly indicated 
in the document.
During the reporting period, no significant changes in the size, 
ownership structure and supply chain of companies occurred.
For further information and suggestions regarding the 
Sustainability Report of the Toyota Group in Italy, it is possible 
to contact pr.tmi@toyota-europe.com. This document is also 
available on the official websites: www.toyota.it and www.lexus.it
E also available on official websites of TFSI www.toyota-fs.it and 
of Toyota Insurance companies www.toyota-im.it
METHODOLOGICAL NOTE

18

19
Highlights 
 
— CHAPTER 2

3rd place
In the automotive
brand list in 2021
1,9%
Share in the 
premium market 
in 2021
20
CHAPTER 2
BUSINESS DATA
1.852 million €
TMI FY 22 revenue
15 million €
TIS 2021 revenue
134 million €
TFSI FY 22 revenue
119 million €
AND-E 2021 revenue
25 million €
KINTO FY 22 revenue
90.000
Toyota and Lexus 
vehicles registered
in Italy in 2021
Certification	
Certification
ISO 9001	
ISO 14001
for TMI and TFSI	
for TMI and KINTO
	
and the dealer network
Certification	
Certification	
             66	
26
ISO 18295	
ISO 45001	
Toyota dealers	
Lexus dealers
for TFSI	
for TMI	
                 in Italy	
in Italy
6,1%
Toyota and Lexus 
market share 
in Italy in 2021
77,5%
Toyota and Lexus 
electrified vehicles 
sold in Italy in 2021
4
Integrated mobility 
services
DATA
ECONOMIC AND FINANCIAL

21
HIGHLIGHTS
DATA ESG
TMI	
TFSI and KINTO	
TIS and AND-E 
211	
133	
53
Employees	
Employees	
Employees 
29,9%	
45,1%	
39,6%
Women employees	
Women employees	
Women employees
6,6%	
10,5%	
1,9%
Under-30 employees	
Under-30 employees	
Under-30 employees
72	
	
35
Job Rotation	
	
International & Cross Company
handled by companies	 	
Assignment managed by companies
17.500	
	
0
hours training by 	
	
Accidents
Toyota Academy	
	
at work
100%	
	
4.250 tCO2eq
Energy purchased	
	
Scope 3
from renewable sources 	 	
emissions 
99,9%	
	
2,5 million €
waste sent 	
	
In Toyota Humanitarian Aid Fund
for recovery	
	
to support victims 
	
	
of conflict in Ukraine
19	
	
Main Sponsor
Partner schools of the	
	
Luiss Master in
Toyota Technical Education Program	
Sustainable Mobility for KINTO
DATA
HUMAN RESOURCES

22

23
Company Profile 
 
— CHAPTER 3

24
oyota Motor Corporation, Ltd. was founded in 1937 by Kiichiro 
Toyoda. Since its founding, it affirms its original production 
model, which will take the name of Toyota production System 
(TPS), or Lean Manufacturing System, result of the continuous 
improvement of the processes. This model aims at minimizing 
production waste and is based on the “Jidoka” and “just-in-time” 
concepts, with the goal of limiting defective products and inventory1.
T
1  TMC, Toyota Production System, https://global.toyota/en/company/vision-and-philosophy/production-system/
CHAPTER 3
3.1
TOYOTA’S HISTORY
TOYOTA WAY
PRINCIPLES
VALUES
RESPECT
for the planet
EXCEED
expectations
FUTURE
of mobility
Safest
& most
responsible
way of moving
PEOPLE
Constant
INNOVATION
Enriching
LIVES
Engaging
TALENT
& PASSION
of people
Rewarded with
A SMILE
Commitment
to quality
Challenging
GOALS
There
is always 
a BETTER 
WAY
LEAD
THE WAY
PHILOSOPHY
PRECEPTS
RESPECT
for the planet
EXCEED
expectations
FUTURE
of mobility
Safest
& most
responsible
way of moving
PEOPLE
Constant
INNOVATION
Enriching
LIVES
Engaging
TALENT
& PASSION
of people
Rewarded with
A SMILE
Commitment
to quality
Challenging
GOALS
There
is always 
a BETTER 
WAY
LEAD
THE WAY
1937
Kiichiro Toyoda 
establishes
Toyoda Motor 
Corporation, Ltd.
1961
The Kanban
method 
is adopted
Years 70
Electrified vehicle
research begins
2000
Toyota 
Financial 
Services 
Corporation 
is founded
2015
TMC launches
the 2050 
Environmental
Challenge
1947
The Toyota 
Production 
System in born
1963
Total Quality 
Control is 
introduced
2021
KINTO, 
a brand 
dedicated 
to new 
mobility, 
is born from 
Toyota Fleet 
Mobility
1997
The Toyota
Prius is 
launched on
the market
2010
Aioi 
Insurance
and Nissay 
Dowa
Insurance
merge 
into Aioi 
Nissay
Dowa 
Insurance
2014
The Toyota 
Mirai is 
launched on
the market
1994
Start of the
G21 project
that would
lead to the 
Prius
2001
The Toyota Way 
is adopted
1999
Toyota 
Insurance 
Management 
is founded
Figure 1
Historical landmarks for Toyota.
— CHAPTER 3

25
Since the 1950s, the brand has been steadily gaining ground 
globally as did its most popular models such as the Corolla. 
At the same time, Toyota continued to invest in the future and 
innovation. Indeed, it started research on hybrid drive systems 
back in the 1970s, which would eventually lead to its global 
leadership in the market for electrified solutions, with the launch 
of the world’s first mass-produced hybrid model2, the Toyota 
Prius, in 1997. Subsequently, with the enhancement of hydrogen 
as an energy carrier, Toyota arrived in 2014 at the launch of the 
world’s first mass-produced hydrogen car, Mirai, a word that in 
Japanese means "Future”3.
Since the 1980s, Toyota’s business has been complemented by its 
financial services, forming the first local headquarters of Toyota 
Financial - until the establishment of Toyota Financial Services 
Corporation (TFSC) in the 2000s - and then with insurance services 
in 1999 with Toyota Insurance Management.
More recent is the establishment of KINTO, the brand born from 
the strategic need, defined at Group level, to keep separate the 
activities related to the development of the medium-to-long-
term vehicle rental sector and to the development of mobility 
systems and technologies, establishing a legal entity separate 
from the other Group companies.
Words from the Toyota culture
Jidoka – a word that combines the concepts of automation and human intervention, often translated 
as "autonomous" or "intelligent automation", to indicate a robotic process but supervised by man.
Kaizen – word formed by the terms kai (change) and zen (good, better), to indicate the continuous improvement.
Genchi Genbutsu – literally "go to the source", the ability to directly observe what is happening on the gemba, 
the workplace, in order to make decisions based on objective and verified data.
Kanban – a word consisting of the terms kan (visual) and ban (signal), indicating the internal circulation 
of information, based on the use of physical tags, aimed at the efficient management and handling of materials 
and inventory. 
KINTO – name of the new brand dedicated to the new mobility and derived from the Japanese word Kintoun 
or flying cloud, a cloud that, on request, carries a famous character of Japanese anime.
COMPANY PROFILE
2  TMC, 75 Years of Toyota, https://www.toyota-global.com/company/history_of_toyota/75years
3  TMC, 75 Years of Toyota, https://www.toyota-global.com/company/history_of_toyota/75years
— CHAPTER 3

26
oyota is today among the top car manufacturers in the world, 
with sales volumes exceeding 9 million a year, which gives it a 
responsible role within society. 
Toyota's Vision is, in fact, to open all the paths towards the mobility 
of the future and thus improve the lives of all people in the world 
through safe and responsible mobility solutions. This is why 
the company places the search for mobility solutions designed 
for people, which meet everyone's needs, which respect the 
planet, safe, reliable, innovative and which go beyond customer 
expectations, at the heart of its business. 
All Toyota employees share the belief that a better solution is 
always possible at any time, and for this they work together to 
ensure a continuous improvement process, fundamental for the 
application of the Toyota Way. Furthermore, Toyota fosters a 
corporate culture where teamwork and individual creativity thrive, 
and where people work with pride and passion. 
Toyota fosters the spirit of diversity when selecting, training and 
developing its employees around the world. Human resource 
development at Toyota will continue to foster the spirit of 
monozukuri,4 which advocates the passing and sharing of 
responsible manufacturing processes across generations. 
These concepts represent the values and principles on which the 
company is based, which Toyota formalized in 2011 in the Toyota 
Global Vision, which, through the metaphor of the tree shown in 
Figure 2, reflects the business structure which Toyota must aspire 
to achieve their ambitious goals.
In this image, the brand’s values, including Toyoda’s Five Founding 
Principles, Toyota’s Guiding Principles, and Toyota Way , form the 
roots of the tree, essential elements for the growth of a healthy 
and robust Organization. In particular, in 2001 the Toyota Way was 
defined, updated in 2020, which, based on the concepts expressed 
by the 1997 Guiding Principles, aims to outline the values that 
have distinguished the company’s way of doing business over the 
years, determining its success, and that still orients the behavior 
of every member of the Organization.
Today, the world of mobility and the automotive sector is undergoing 
a profound transformation. 
They are changing: 
- The needs of the customer, increasingly oriented towards the 
use, rather than the possession of a vehicle; 
- The competitive scenario, where new players appear from other 
sectors such as energy suppliers, rental companies, technology 
operators, non-automotive mobility service providers, and also 
cities and local administrations; 
- The environmental awareness of the whole community; 
- The digital context. 
4  Monozukuri is synonymous with "doing things", the passion or art of doing things. In Toyota it implies maintaining the spirit of the craftsman 
within industrial production, always trying to improve quality and reduce costs through kaizen.
5  Five Basic Principles of Toyoda and the Toyota Guiding Principles, issued in 1935 and 1992 respectively (with an update in 1997), celebrate the 
importance of values such as dedication, creativity, concreteness, gratitude, human relationships, but also respect for different cultures, teamwork, 
collaboration with business partners for stable growth. At the same time, they outline the company’s mission, which is to offer safe and quality 
products that meet the needs of its customers, and to help improve people’s lives.
CHAPTER 3
3.2
TOYOTA’S VALUES 
AND VISION
T
— CHAPTER 3

27
TOYOTA WAY
PRINCIPLES
VALUES
RESPECT
for the planet
EXCEED
expectations
FUTURE
of mobility
Safest
& most
responsible
way of moving
PEOPLE
Constant
INNOVATION
Enriching
LIVES
Engaging
TALENT
& PASSION
of people
Rewarded with
A SMILE
Commitment
to quality
Challenging
GOALS
There
is always 
a BETTER 
WAY
LEAD
THE WAY
PHILOSOPHY
PRECEPTS
RESPECT
for the planet
EXCEED
expectations
FUTURE
of mobility
Safest
& most
responsible
way of moving
PEOPLE
Constant
INNOVATION
Enriching
LIVES
Engaging
TALENT
& PASSION
of people
Rewarded with
A SMILE
Commitment
to quality
Challenging
GOALS
There
is always 
a BETTER 
WAY
LEAD
THE WAY
Figure 2
Visual representation of Toyota’s Vision 
and Driving Principles expressed 
in the 2011 Toyota Global Vision
In line with this evolution, Toyota too has begun a process 
of profound transformation on a global level to maintain 
maximum focus on the evolving needs of the customer and 
ensure continuity of its competitiveness and leadership. 
All this also implies a necessary evolution of the corporate 
culture to adapt to the change that takes place in the outside 
world: this evolution is aimed at favoring the development of 
a more agile company (to grasp the changing market needs), 
even more open to innovation (to evolve rapidly) and based on 
fully digitized processes -. A leaner company, with fewer formal 
barriers, and an entrepreneurial culture in every single resource.
For this reason, the values that have guided "our way of doing 
business" up to now, the so-called "Toyota Way" (founded on 
the values of Challenge, Kaizen, Genchi Genbutsu, Respect 
and Teamwork), have been revised in a more modern key and 
pragmatic in the new Toyota Way 2020, structured in the 10 values 
common to all companies in the Group.
COMPANY PROFILE
— CHAPTER 3

28
Each of the 10 values represents a guide that points us in the right 
direction towards the company we want to be: agile and dynamic, 
collaborative, curious and respectful towards the end customer.
To ensure that these values are applied in everyday life, in TMI, they 
were later translated into 5 Leadership Behaviors, applicable with 
a different degree of intensity for all levels of the Organization. 
These behaviors are called the "5C": COURAGE, CURIOSITY, 
COLLABORATION, CREATIVITY & COACHING.
Through 5C we move from a knowledge culture to a learning culture, 
from a culture of perfecting to a mentality of experimentation. With 
these new values we break the hierarchical barriers by creating 
an environment in which it is important to try, make mistakes ad 
correct the shot when necessary. We present ourselves externally 
and internally as an agile, dynamic and constantly changing society.
The 5Cs thus represent Toyota’s values needed to manage the 
transition to Mobility Company, with the aim of achieving the 
ambition to generate happiness for all. The roots of the 2001 
Toyota Way do not change but evolve in: 
• CREATIVITY:
(Continue the quest for improvement) Foster innovative thinking 
and evolve gradually through Kaizen. Any form of improvement, be 
it gradual or revolutionary, is valuable if it questions the status quo;
(Get better and better) Engage in the development of one’s own 
skills and those of others with heart, mind and body, in order to 
meet the constantly evolving expectations of our customers;
• COACHING:
(Thank people) We owe our existence to our customers, members, 
TOYOTA WAY
CONTINUOUS
IMPROVEMENT
CHALLENGE
which comprises
PILLAR 2
PILLAR 1
which comprises
RESPECT
TEAMWORK
KAIZEN
GENCHI 
GENBUTSU
RESPECT FOR
PEOPLE
Figure 3
Toyota Way 2001 values.
CHAPTER 3
Act of
Others
Work with
Integrity
Drive
Curiosity
Observe
Thoroughly
Get Better
and Better
Continue the
Quest for
Improvement
Create Room
to Grow
Welcome
Competition
Show Respect
for People
Thank People
— CHAPTER 3

29
partners, stakeholders and communities. Let us not forget to thank 
them as soon as we have the opportunity;
(Create room to grow) By focusing on the essentials, we eliminate 
waste; by carefully managing resources, we create the space to 
grow: this is the basis for thinking with agility and encouraging 
the generation of new ideas;
• COURAGE:
(Work with integrity) Constantly consider the impact that our work 
will have on the people around us, always maintaining high values 
of integrity and honesty;
(Welcome competition) We accept the competition, without egoism. 
It drives us to improve ourselves and provide better service to our 
customers/companies, creating more value.
• CURIOSITY:
(Observe throughly) Leverage human sensitivity in observation, 
through a careful analysis of the context, to gather accurate 
information and quickly discover better and creative solutions 
(exercising the Genchi Genbutsu);
(Drive curiosity) Show interest for every single activity and 
understand of the mechanisms that generate it. This mindset will 
help in generating new ideas;
• COOPERATION:
(Act for others) Keep the prospects of customers and stakeholders 
at the heart of our daily commitment, always trying to interpret 
their point of view;
(Show respect for people) No work is individual. No work is the effort 
of one person. We try to make the most of different perspectives, 
transforming differences into strengths and working as a team to 
achieve significant goals. Through respect, we create an environment 
where everyone feels welcomed, safe and listened to.
In Toyota Financial Services and KINTO, the same Toyota Values has 
been translated in 6 competences that fit very well with services:
Figure 4
New values of 5C driving
the Toyota Way
COMPANY PROFILE
 
CREATIVITY
Continue the quest
for improvement
Get better and better
5
BEHAVIORS
COLLABORATION
Show respect for people
Act for others
COACHING
Thank people
Create Room to Grow
COURAGE
Welcome competition
Work with integrity
CURIOSITY
Observe thoroughly
Drive curiosity
— CHAPTER 3

30
DO THE RIGHT THING: To act openly and transparently, always 
showing integrity; To build loyalty and trust through every 
customer interaction; To seek different perspectives, finding 
ways to make things better for people; To handle personal data 
and information in a professional manner. This competence is 
linked with TW 2020 values: Work with integrity and Act for others.
VALUE EVERYONE: To listen to others, welcoming diversity of 
thought; To connect and collaborate across teams, sharing 
experiences and best practices; To communicate effectively, 
adapting style to influence positive outcomes; To ask for and 
apply feedback in an open, appreciative and constructive way. 
This competence is linked with TW 2020 values: Show respect 
for people and Thank people.
BE BOLD: To take time to gather and analyse information from 
multiple sources; To keep asking why to identify the root cause 
of a problem; To try new approaches, considering short and 
long term solutions; To make informed recommendations, 
focusing on the best solutions for customers and stakeholders. 
This competence is linked with TW 2020 values: Observe 
thoroughly and Drive Curiosity.
STAY AHEAD: To Keep up-to-date with relevant trends, 
considering how they will impact on your work; To focus on 
creating value and improving customer experiences; To use all 
available tools and resources to anticipate customer needs; 
To challenge self and show perseverance to achieve personal 
and team goals. This competence is linked with TW 2020 value: 
Welcome Competition.
ALWAYS EVOLVE: To seek out new ideas & to use them to 
continuously improve processes; To move speedly to test and 
learn, sharing both successed and failures; To act sustainably 
and efficiently, prioritising time, resources, and actions; To 
focus on what’s essential, standardizing processes. This 
competence is linked with TW 2020 values: Create room to 
grow and Continue the quest for improvement.
TAKE OWNERSHIP: To show commitment to quality; To build 
credibility by always demonstrating professionalism; to take 
ownership and responsibility for achieving objectives; To actively 
seek out development opportunities. This competence is linked 
with TW 2020 value: Get better and better.
Values, competences and in general the Toyota Way culture 
permeate every aspect of working life: practical evidence of how 
deeply this has taken root is represented by the results obtained 
with constant application in the Kaizen projects, elaborated 
and implemented over the years by TFSI and then KINTO.
From 2004 up to date, 550 projects have been completed with 
a total saving of over 3 million euros, a tangible value to which 
a series of equally relevant intangible factors must be added: 
extreme levels of efficiency to maximize customer satisfaction, 
the improvement of processes and of the way of working of 
team members and therefore the satisfaction of partners.
CHAPTER 3
DO THE
RIGHT
THING
TAKE
OWNERSHIP
STAY
AHEAD
ALWAYS
EVOLVE
VALUE
EVERYONE
BE
BOLD
— CHAPTER 3

31
he Toyota Group in Italy consists of five companies that cooperate 
and collaborate with each other to offer their customers a complete, 
differentiated and of high-quality range of products and services.
Toyota Motor Italia
Toyota Motor Italia is a company of the Toyota Group, controlled 
by Toyota Motor Europe (TME), which oversees the marketing and 
distribution of Toyota’s and Lexus’ vehicles, parts and accessories 
in the Italian market. TMI carries out its commercial activity in the 
Italian market in collaboration with other Toyota Group companies 
such as Toyota Financial Services Italia S.p.A., Toyota Insurance 
Services SE Italian Branch , Aioi Nissay Dowa Insurance SE Italian 
Branch and KINTO Italia S.p.A.
Toyota Financial Services Italia
Toyota Financial Services promotes sustainable mobility through 
the design and implementation of innovative financial services and 
highly customizable purchasing solutions to meet every need for 
mobility. TFSI’s commitment is to create value with a complete offer 
of financial solutions on all relevant channels, maintaining direct 
contact with its customers. All this with constant attention to the 
continuous improvement and enhancement of people.
KINTO Italia
KINTO is the third global brand of the Toyota Group that revolutionizes 
the world of mobility with inclusive, digital and sustainable services. 
From all-inclusive long-term rentals for individuals and businesses, 
to tailor-made carsharing for the city and weekend getaways. From 
corporate carpooling to sharing commutes between colleagues, 
to the app to buy public transport tickets, book taxis and pay for 
parking. This aims at making mobility increasingly sustainable, by 
contributing to the reduction of emissions and to the construction 
of a better society.
Toyota Insurance Services
Toyota Insurance Services is the official insurance company of the 
Toyota Group, which was founded with the aim of offering flexible 
and innovative insurance solutions, dedicated exclusively to Toyota 
and Lexus customers. The insurance services offered are designed 
to promote a sustainable and virtuous guide. From the range of 
kilometer-long car policies dedicated to Toyota and Lexus Full Hybrid 
cars that reward electric driving, to "connected" policies that offer 
the possibility of saving money thanks to a more responsible driving.
Aioi Nissay Dowa Europe
Aioi Nissay Dowa Europe (in short, AND-E) operates in two distinct 
market areas. On the one hand, it works as a white label insurer, 
acting on behalf of strategic partners, helping them provide insurance 
3.3
THE STRUCTURE OF THE GROUP
T
COMPANY PROFILE
— CHAPTER 3

32
solutions to their customers. On the other hand, AND-E also acts 
as a direct insurer for Japanese companies, providing them with 
assistance for the business and employee needs.
MC’s corporate social responsibility policy, first announced in 
2015 and called "Contribution to Sustainable Development", 
is an interpretation of the Guiding Principles in the light of 
Toyota’s relationships and interactions with its stakeholders. In 
the preamble of the statement, the company is committed to 
contributing to the harmonious and sustainable development 
of society and the Earth, based on the Toyota Guiding Principles. 
At the same time, Toyota announces its long-term environmental 
sustainability strategy, launching the aforementioned Toyota 
Environmental Challenge 2050, a holistic action plan to 
ensure a concrete commitment to environmental protection 
and sustainable mobility. The above environmental challenge 
consists of six distinct challenges covering every aspect of 
Toyota’s business, aiming to minimize business impacts on 
the environment, monitoring and acting throughout the value 
chain. Toyota’s main objective and first challenge is to be able 
to contribute, through technological development, its products 
and services, to the creation of a society centered around the 
person and inclusive, where everyone can be free to move. 
Toyota does this by developing both innovative and electrified 
CHAPTER 3
T
3.4
TOYOTA’S SUSTAINABILITY STRATEGY
— CHAPTER 3

33
mobility solutions, as well as new services, able to connect 
people, society, communities and offer them new ways to move 
easily and sustainably. Toyota’s long-term goal is to foster the 
well-being of people and the whole community by providing 
environmentally sustainable responses to the specific mobility 
needs of each. To achieve this goal, Toyota has outlined its 
strategy to achieve carbon neutrality and thus help build a planet 
where all people can continue to live happily and in harmony.
This path is further strengthened by the recently announced 
strategy on battery electric vehicles, which today represent 
one of the most promising options to achieve carbon neutrality. 
Toyota Motor Corporation plans to launch 30 battery models and 
achieve global sales of 3.5 million battery electric vehicles per 
year by 2030, out of 9.5 million per year for electrified vehicles.
However, in Western Europe, it is expected a sales mix of ZEV 
(Zero Emission Vehicle) of at least 50% by 2030, with the ability 
and the possibility to increase this percentage if demand will 
increase further. Toyota will also be ready to achieve 100% CO2 
reduction in all new vehicles by 2035 in Western Europe, assuming 
that by then sufficient infrastructure will be available for electric 
charging and hydrogen fueling, in addition to the increase in 
renewable energy capacity that will be required.  
COMPANY PROFILE
CONFIRMING LEADERHSIP IN ELECTRIFICATION
CONTRIBUTING TO A BETTER SOCIETY
TAKING CARE OF A MOBILITY FOR ALL
CREATING A MEMORABLE CUSTOMER EXPERIENCE
BEYOND
Z E R O
Figure 5
Beyond Zero Vision.
— CHAPTER 3

34
The zero emissions target is not just about vehicles: even in 
manufacturing plants, Toyota aims to achieve carbon neutrality by 
2035, by making continuous improvements in the reduction of energy 
consumption and expanding the use of innovative manufacturing 
engineering technologies. 
In the current context of profound transformation, Toyota has also 
strengthened its vision to contribute to achieving a mobility where 
the commitment to zero the negative impact is only an intermediate 
step. Toyota aims to go "Beyond Zero", through vehicles that will 
only emit water and that will help improve air quality. This strategy 
is articulated in 4 pillars and is based on the action lines already 
undertaken by Toyota in the path that will lead it to the definitive 
transformation from Automotive Company to Mobility Company.
The pillars of Beyond Zero Vision are:
• The confirmation of the leadership in electrification: thanks to 
more than 20 million electrified cars introduced over the last 25 
years in the streets around the world. Leadership is based on a 
multi-technological approach to electrification, which sees in 
the diversification of technological solutions the most efficient 
path towards carbon neutrality and, for this reason, consider all 
electrified solutions with very low or zero environmental impact 
currently available (HEV - Hybrid Electric Vehicle, PHEV - Plug-in 
Hybrid Electric Vehicle, BEV - Battery Electric Vehicle, FCEV - Fuel Cell 
Electric Vehicle). Each of the electrified technologies will contribute 
to the transition to a more sustainable future, responding to the 
different mobility needs according to their characteristics.
• A memorable Customer Experience: with the ambition to exceed 
customer expectations with durable, safe, reliable products, making 
valuable every opportunity to meet them, ensuring maximum safety 
and an extraordinary experience of possession or use, providing all 
customers concrete and tangible benefits.
 
CHAPTER 3
— CHAPTER 3

35
• Take care of everyone’s mobility (Mobility for All): creating an 
ecosystem in which everyone, regardless of age and skill level, 
will have the right tool to move freely and responsibly, in the right 
place, at the right time. KINTO is the platform of Toyota mobility 
services destined to grow in the spirit of Start Your Impossible: 
if everyone has the opportunity to move, nothing is impossible. 
An integral part of this strategy is the proximity to the world of 
sport, disability, education and the territory where to act with 
activities of inclusion, involvement and enhancement of diversity.
 
• Contribute to the construction of a better society that can 
grow and thrive in harmony with the surrounding environment, 
sustainable and inclusive, to leave no one behind. Toyota is 
realizing in Japan, at the foot of Mount Fuji, Woven City , which 
will be a living laboratory where to experience the real value of 
an ecosystem based on new technologies for the creation of a 
better society.
COMPANY PROFILE
6  For further information: https://www.woven-city.global. 
— CHAPTER 3

36
exus, the premium brand of the Toyota Group, was founded 
in 1989, from the need to create a brand that represented 
the technological excellence of Toyota, but with a new car 
and image, able to meet a customer carrier of new values. 
Lexus has made its customers protagonists from the beginning 
by giving up ostentation and providing products and experiences 
capable of expressing a lifestyle far from the ephemeral, conducted 
with naturalness and awareness. The excellent quality, the choice 
of refined but environmentally friendly materials and the search for 
solutions that combine style and function generate extraordinary 
products for efficiency and reliability, as evidenced by dozens of 
awards from independent bodies such as J.D. Power. Lexus creates 
authentic value, with products built to last and using natural resources 
with respect throughout their life cycle. Premium Hybrid Electric 
technology reduces fuel consumption and emissions, but also means 
lower operating costs, greater simplicity and reliability over time. 
Technology is thus put at the service of sustainability and performance 
to be lived following the spirit of the time, but without chasing it. 
Lexus has always focused on distinctive design and driving style 
and, as a pioneer of hybrid, has increasingly perfected its electrified 
technology over the years. Electrification is in fact the key to creating a 
new intangible value for the brand: the pleasure of driving, continuing 
a story in which Lexus has never stopped imagining the future.
In terms of electrification, the Lexus brand has already introduced 
more than 30 models of vehicles with conventional, electric hybrid 
and plug-in electric hybrids in over 90 countries. The offer of 
zero emission vehicles will be expanded with a full line of battery 
electric vehicles: in particular, the goal of Lexus is to offer by 
2030 a full range of battery electric vehicles, selling in Europe, 
North America and China exclusively this type of car and reach 
1 million units sold globally. And it aims to make battery electric 
vehicles account for 100% of its global vehicle sales by 2035.
Electric battery will become the future symbol of Lexus as the 
ultimate expression of the evolution of the car driven by electrification.
The latest of these models is the Lexus RZ. The fundamentals and 
hallmarks of the Lexus Driving Signature will not fade even if it’s an 
electric car. The never-ending quest for the Lexus Driving Signature will 
move to the next level with the development of a new electric sports 
car. With bold proportions and reduced ground clearance, essential 
for a sports car, it will showcase the unique driving performance of a 
Lexus and become a model that symbolizes the brand’s future. The 
acceleration will be just over 2 seconds, the range of over 700 km 
and, keeping in mind the possible use of solid state batteries, we 
will aim to create a truly high-performance battery electric vehicle.
3.5
THE LEXUS BRAND
L
CHAPTER 3
— CHAPTER 3

37
Through electric vehicles, Lexus will evolve into a brand that 
can offer different experiences by leveraging performance 
development and honing the ability to make custom products. 
Lexus will develop a next-generation electric battery sports car 
that will inherit the performance and driving pleasure achieved 
through the development of the LFA, and that will be reported 
in the development of other Lexus electric models.
COMPANY PROFILE
Figure 6
The new Lexus RZ BEV.
— CHAPTER 3

38
3.6
THE GOVERNANCE 
OF TOYOTA COMPANIES IN ITALY
ll Toyota Group companies in Italy have adopted a traditional 
governance model. 
Toyota Motor Italia S.p.A. (TMI), Toyota Financial Services Italia S.p.A. 
(TFSI) and KINTO Italia S.p.A. (KINTO), are companies with a Board 
of Directors, composed of three members - a Chairman of the Board 
of Directors, a Chief Executive Officer and a director without proxies, 
all chosen from among managers of the Toyota Group - and a Board 
of Statutory Auditors - three standing auditors and two alternate 
auditors with a three-year mandate -, whose members in office - all 
appointed by the shareholders' meeting - are in possession of the 
requisites provided for by the relevant legislation (Ministerial Decree 
of the Ministry of Economy and Finance no. 169 of 23 November 2020).
The members of the Boards of Directors are elected every three years 
by the respective Shareholders' Meetings.
These bodies have extensive powers of ordinary and extraordinary 
management, except for the acts reserved by law to the Shareholders' 
Meeting, – and the legal representation of the respective companies is 
the responsibility of the separate Chairmen and Chief Executive Officers. 
While the function of strategic supervision is hinged exclusively 
on the Board of Directors, the management function is focused 
on the figure of the Chief Executive Officer7, to whom extensive 
organizational and managerial powers have been delegated. In 
carrying out his duties, the Chief Executive Officer avails himself of 
specific works councils, equipped with analytical and consulting 
roles in the various areas of reference.
The Board of Statutory Auditors supervises compliance with the 
law and the Articles of Association, compliance with the principles 
of proper administration and, in particular, the adequacy of the 
organizational, administrative and accounting structure adopted 
by the Company and its concrete functioning.
All companies constantly monitor the evolution of the relevant 
legislation and will adapt, if necessary, to any new regulatory 
provisions regarding the composition of the Board of Directors and 
the Board of Statutory Auditors. 
Examining the specificities of individual companies, Toyota Motor 
Italia, with reference to the internal governance structure, - in line 
with the indications provided by TME (Toyota Motor Europe):
- provides for a structure of committees responsible for approving 
and monitoring projects and company activity in the various relevant 
sectors. The system provides for a decision-making process composed 
of progressive authorization levels before the final authorization 
by the Top Management. The main approval body is the Steering 
Committee, composed of all Top Management. All approval flows 
are initiated and tracked through Take Every Decision (TED), an 
application that allows you to manage the governance of all business 
decisions, including those taken by the Steering Committee.
In relation to the different business managed and the applicable 
regulations, Toyota Financial Services Italia:
- being a regulated and supervised financial intermediary, it 
A
7 In TFSI, the CEO also has the title of General Manager.
CHAPTER 3
— CHAPTER 3

39
complies with the governance provisions contained in the 
relevant supervisory legislation (Bank of Italy Circular no. 288). 
The requirements of the relevant legislation in relation to the 
members of the Board of Directors and the Board of Statutory 
Auditors are also confirmed by the competent Supervisory 
Authority (Bank of Italy);
- in accordance with the provisions of the applicable supervisory 
legislation, updates on an annual basis a report on its 
organizational structure, to be sent to the Bank of Italy, within 
which, among other things, detailed and updated descriptions 
are provided, of the top management bodies, works councils, the 
various corporate structures and functions, their compositions 
as well as their respective tasks and responsibilities;
- the Chief Executive Officer also avails himself of a special 
managerial figure who plays a facilitating role in the management 
of the extensive internal information flows (Chief of controls and 
governance coordination);
With reference to KINTO Italia:
- the governance structure, since its establishment, reflects 
the traditional system of administration and control, with the 
separation between the administration and management function 
of the Board of Directors and that of control and supervision, which 
is the responsibility of the Board of Statutory Auditors. The Board 
of Directors, among other tasks and powers, is responsible for 
approving and revising the strategic guidelines and guidelines on 
risk management, guidelines for their application and supervision;
With reference to the Italian branches of Ayoi Nissay Dowa 
Insurance Company of Europe SE – AND-E and Toyota Insurance 
Management SE – TIS:
- the aforementioned are Secondary Offices of foreign companies, 
with registered office respectively in Luxembourg and Germany, 
admitted to carry out their insurance and insurance distribution 
activities in Italy by virtue of the principle of mutual recognition;
- they are therefore both represented in Italy by a Supervisor, who has 
the active and passive representation, assisted by employees part of 
whom also has powers of signature according to a precise system of 
proxies (so-called "POD") in line with the Organizational Chart and 
the Functiongram, subject to periodic review and modification. TIS 
and AND-E, as secondary offices, do not have a Board of Statutory 
Auditors in Italy and the control system is entrusted to internal 
functions in close coordination with the responsible functions of 
the Parent Company (Risk, Compliance and Audit) and external 
(Statutory Auditor and Auditors of the Group). In both branches 
there is a single CEO and a single DPO, Data Protection Officer.
- In order to allow the correct flow of information and the decision-
making process, the companies have set up a periodic appointment 
with management purposes called "Management meeting" 
composed of the Chief Executive Officer, the Supervisors and the 
managers of the various functions of both branches.
COMPANY PROFILE
During the year, the evaluation 
process aimed at obtaining the 
qualification of Benefit corporation 
by KINTO Italy continued, which 
the recently obtained ISO 14001 
environmental certification 
confirmed to be a valuable path, 
in order to consolidate its way of 
doing business more inclusive 
and transparent, as well as more 
virtuous, and creating, at the same 
time, a positive externality for the 
community and our country.
KINTO 
Benefit corporation
— CHAPTER 3

40
Toyota attaches central importance to the realization, within the 
individual companies of the Group, of solid forms of internal control, 
even if not required by the legislation of the jurisdiction of reference 
of each company.
With this in mind, the Toyota Group companies in Italy have defined 
an internal control system, inspired by international best practices 
and taking into account the Group's indications, also due to the 
fact that the Parent Company is a company listed on the NY Stock 
Exchange. The Italian companies of the Group, although not all 
obliged, have therefore established at least the following two 
corporate control functions: Internal Audit and Risk Management.
With regard to TFSI – as a financial intermediary under Italian law 
– the internal control system is articulated and fully aligned with 
international standards, in compliance with the requirements of 
the relevant supervisory legislation. 
Therefore, TFSI has established the following corporate control 
functions internally: Internal Audit (third-level control function), 
Compliance Function and Risk Management Function (second-level 
control functions). 
Furthermore, in order to strengthen the internal control system, the 
Italian companies of the Group (with the exception, at the moment, 
of KINTO), have decided to implement the organizational model 
in accordance with the provisions of Legislative Decree 231/2001, 
also adopting a Supervisory Body (SB), with control tasks on the 
adequacy and effectiveness of the procedural architecture to prevent 
the commission of crimes in the interest or to the advantage of the 
companies and their respective Directors. 
This approach generates added value, as it is aimed at evaluating and 
improving control and risk management processes, strengthening the 
corporate governance of companies and spreading the awareness 
of staff members in relation to the importance of operating in a 
structured and regulated business environment.
In general terms, the Internal Audit function plays an important 
role of internal control over all company processes, with the task 
of assessing the adequacy of companies' internal controls and 
compliance with the underlying corporate policies and procedures, 
for the correct management of activities and the various corporate 
risks, and providing advice on specific issues, dialoguing to this 
end with top management and control bodies (including the SB, 
where established).
The system of internal controls 
of Toyota group companies in Italy
The Internal Audit function
CHAPTER 3
— CHAPTER 3

41
The Risk Management area is responsible for identifying, measuring, 
assessing and monitoring corporate risks and is responsible for 
adapting organisational and IT processes to the Group's guidelines 
and policies on corporate risk management and, where applicable, 
to the rules issued by the competent supervisory authorities.
The companies' risk management system, in compliance with 
Group guidelines, provides for controls on decision-making 
processes and periodic reporting on corporate risk management. 
As an integral part of corporate risk management, for all the 
Italian companies of the Group, the Sarbanes Oxley 404 (SOX) 
compliance control activities are engaged. These audits enabled 
TMI to obtain a certification of compliance according to SOX 
standards for fiscal year 2021. 
Going into the details of the individual organizations, in Toyota 
Motor Italia:
- the area is overseen by a Dealer Risk function that is responsible 
for overseeing risks at the dealer network and by an internal 
Committee defined as the Internal Control and Risk Management 
Committee (ICRM), which represents the point of contact of 
the internal control system with the Company Management, 
as a moment of timely information on risk management and 
The Internal Audit department draws up its annual activity plan, 
which is approved by the Board of Directors and submitted to 
the Board of Statutory Auditors.
In particular, TFSI's Internal Audit function, on the basis of its 
annual business plan, conducts periodic checks in order to 
assess: (i) the completeness, adequacy, functionality (in terms of 
effectiveness and efficiency) and reliability of the internal control 
system and, in general, of the organizational structure; (ii) the 
adequacy, overall reliability and security of the information system 
(ICT audit); (iii) the adequacy of the business continuity plan or 
disaster recovery plan; (iv) the regularity of the various business 
activities, including outsourced ones, and the evolution of risks; 
(v) the correctness of the operation of the distribution network 
with particular reference to the full application of the Regulations 
on the Transparency of Banking and Financial Transactions and 
Services (Bank of Italy Provision of 29 July 2009 and subsequent 
amendments); (vi) monitoring compliance with the rules of activity 
at all levels of the company; (vii) compliance with the limits set 
by the delegation mechanisms as well as the full and correct use 
of the information available in the different activities; (viii) the 
removal of anomalies found in the operation and functioning of 
controls ("follow-up" activities).
The Risk Management Area
COMPANY PROFILE
— CHAPTER 3

42
CHAPTER 3
compliance aspects;
- TMI's risk management process makes use of: 
• An Internal Control & Risk Management Committee (ICRM), in which 
the most relevant aspects and risks for management are brought 
to the attention of the Company Management. 
• Department managers who aim to implement and develop the 
risk management program, as well as to oversee and monitor the 
identification and analysis of risks based on the TGRS methodology 
and the Risk Map.
- In reference, instead, to the organization of Toyota Financial 
Services Italia: 
- The Risk Management function is responsible for monitoring and 
correct, efficient and effective risk management, continuously 
assessing the emergence of new risks to which TFSI is exposed, with 
particular reference to the evolution of the operating context. In 
carrying out this activity, the Risk Management function first considers 
the risks indicated by sector regulations (credit risk, operational risk, 
strategic risk, market risk, interest rate risk, IT risk). 
- Risk Management also deals with the management of ESG risks, 
including climate and environmental risks, in compliance with the 
requirements of the supervisory authority (as required by the recent 
Bank of Italy communication). 
As part of its activity, Risk Management:
- carries out a preventive risk assessment of products and business 
practices and, at the request of TFSI's corporate bodies or other 
corporate functions, provides ex ante support and advice to 
operational activities on matters within its competence;
- conducts ordinary ex post verification activities, in order to manage 
the risk control system in the performance of TFSI's business activities 
and in the context of any business activity;
- carries out, at the request of the competent corporate functions and/
or bodies, the ex ante assessment of the risks underlying initiatives, 
projects, activities, providing, within the scope of the matters within 
its competence, summary opinions or regulatory insights.
Regarding KINTO Italia:
- Risk Management activities are outsourced, in execution of an 
agreement, to TFSI, which carries out this activity through its Risk 
Management function. 
With reference to Ayoi Nissay Dowa Insurance Company of Europe 
SE – AND-E and Toyota Insurance Management SE – TIS: 
- being secondary offices of foreign companies, the control system 
is instead entrusted to internal functions in close coordination with 
the responsible functions of the Parent Company (Risk, Compliance 
and Audit) and external (External Auditor and Auditors of the Group).
— CHAPTER 3

43
COMPANY PROFILE
The Compliance function deals with the supervision and correct, 
efficient and effective management of the risk of non-compliance 
with the rules, which is defined by the reference legislation as the 
risk of incurring judicial or administrative sanctions, significant 
financial losses or reputational damage as a result of violations of 
laws, regulations, supervisory provisions, of corporate regulations 
and self-regulatory discipline/codes of conduct.
In particular, the Compliance function is responsible for verifying 
the compliance of TFSI's operations with all regulations (of the direct 
perimeter and those of the indirect perimeter) that affect processes, 
involve the relationship with customers, assign civil, administrative or 
criminal responsibilities to the managers of corporate functions, to 
company representatives or that concern, more generally, business 
activities.
It is also part of the tasks of the Compliance function to provide 
ex ante advice and continuously assess the adequacy of internal 
procedures with respect to the objective of preventing the violation 
of mandatory rules (laws and regulations) and self-regulation (TFSI's 
Articles of Association, Code of Ethics, etc.) applicable to TFSI. In 
addition, in compliance with current regulations, TFSI has set up an 
AML Function (control function, included in the Legal & Compliance 
& AML Department), with specific control tasks regarding compliance 
with the obligations dictated by anti-money laundering legislation. 
The degree of exposure of TFSI to the risk of money laundering and 
terrorist financing as well as the robustness and effectiveness of 
the control system in this area are subject, on an annual basis, to a 
self-assessment process ("AML self-assessment"), the outcome of 
which is communicated to the Bank of Italy.
The organization, tasks and responsibilities of each of the 
aforementioned control functions of TFSI (including verification 
tasks) and the related activities of activity planning, reporting (to 
top management bodies and competent supervisory authorities) are 
regulated in specific regulations, policies and corporate procedures, 
which take into account the regulatory requirements in force for 
financial intermediaries. All control functions are equipped with 
the necessary resources to carry out the activities. 
A detailed description of these corporate control functions can be 
found in the TFSI organisational structure report, which is submitted 
to the supervisory authority on an annual basis.
The Compliance Function 
of Toyota Financial Services Italy
— CHAPTER 3

44
CHAPTER 3
Toyota Group considers conducting business in accordance with 
self-defined principles of conduct to be a mandatory condition 
of its business strategy. 
The rules of conduct have been formalized in Toyota's Guiding 
Principles, which form the basis of the Codes of Ethics of TMI, TIS, 
AND-E, KINTO and TFSI, published on the respective company 
intranets and extracted on each company's website. 
Adherence to these principles is also required by all parties 
that conclude agreements with Toyota Group companies in 
Italy (e.g. suppliers) through the inclusion of a specific clause 
in the contractual text. 
TMI and TFSI have also adopted the Organization and 
Management Model pursuant to Legislative Decree 231/2001, in 
order to create a structured and organic system of procedures 
and control activities, aimed at preventing the commission of 
crimes relevant to the Decree and to raise awareness among 
all those who work on behalf of the Group on the related cases 
of offense8.  
Business ethics, compliance 
and anti-corruption
Performance planning 
and measurement tools
The Italian companies of the Toyota Group also use various 
planning, programming, control and performance measurement 
tools, including: 
• The Company Hoshin Kanri and the Hoshin Kanri department, formal 
documents indicating the vision and mission of the company and 
the department, deriving from the European one. 
• The application of Toyota Motor Europe Group's Toyota Global 
Risk Management Standards (TGRS) as an internal risk control and 
governance system, applied in a systematic, structured, timely and 
documented manner, and periodically verified to ensure that the 
process as a whole meets corporate objectives, while the Policies & 
Procedures and Guidelines issued globally by the TFSC Credit Risk 
Management Committee for TFSI and Kinto.
• A system of M.B.O. (Management By Objectives), i.e. performance 
objectives that the Company Management defines for each 
organizational position in line with TME development strategies and 
management system policies and to which result remuneration is linked.
8 The only exception is represented by KINTO Italia, for which it should be noted that the Company has not yet adopted an organization, 
management and control model pursuant to d. lgs. No 231/2001, due to the still limited scope of its activity. However, the possible adoption of the 
aforementioned model also for KINTO Italia has already been considered by the company bodies, in view of the future developments of its activities 
and volumes.
— CHAPTER 3

45
COMPANY PROFILE
With particular reference to anti-corruption, all companies recall 
the correct principles to be respected in their adopted Codes. 
To implement these rules and policies, including compliance with 
the Organisation and Management Model pursuant to Legislative 
Decree 231/2001, a whistleblowing policy has been adopted for 
all companies, with a dedicated e-mail address and a special 
whistleblowing system capable of guaranteeing the confidentiality 
of reports where required. In response to the report, specific internal 
investigations are subsequently launched. Furthermore, reports 
are periodically drawn up on the status of reports received in the 
whistleblowing field.
For fiscal year 22 (for TMI, TFSI and KINTO) and for 2021 (for TIS 
and AND-E) no reports of wrongdoing or corruption were recorded 
within Group companies.
Examining the specificities of individual companies, Toyota Motor 
Italia also has:
- adopted and published an Anti-Corruption Policy, referred to in the 
Code of Business Conduct, which provides for the rules necessary 
for the correct prevention of corruption hypotheses. The principles 
of this policy are also applied to TMI's business partners through 
specific references and guarantees within the relevant contracts;
- The company has also adopted an articulated corporate compliance 
program, both with reference to the processing of personal data 
and with reference to the issue of fair competition. Dedicated funds 
have been set up for the implementation and monitoring of these 
programmes;
- In addition, privacy and competition law risks have been included 
in the company's risk register and monitored by the ICRM. The 
management has identified TMI's Internal Compliance Officer in the 
Legal & Compliance department, for the alignment of the business 
with mandatory regulations, laws and standards. 
Regarding Toyota Financial Services Italia:
- the adopted Code of Conduct also takes into account the risk of 
committing crimes, such as corruption of public administration 
entities, corruption between private individuals and fraud. In addition, 
TFSI has adopted a specific anti-fraud procedure, which details the 
control measures for the prevention of fraud committed by third 
parties (e.g. customers or suppliers). Finally, in compliance with 
the provisions of the relevant supervisory legislation.
- in addition to what is reported with regard to anti-corruption, 
by virtue of its nature as a financial intermediary, it is required to 
comply with specific rules, provided for by Italian law and issued 
by the Bank of Italy and the Financial Intelligence Unit, relating to 
anti-money laundering. 
— CHAPTER 3

46
CHAPTER 3
As far as KINTO Italia is concerned, although it has not yet adopted 
Model 231, it observes the TFSI Code of Ethics, proof of the 
importance that every Toyota Group company in Italy attributes to 
illicit phenomena.
Ayoi Nissay Dowa Insurance Company of Europe SE – AND-E and 
Toyota Insurance Management SE – TIS, as representatives of foreign 
companies:
- implement at local level the policies of the respective parent 
companies, including the presence of an Anti-Corruption Policy, as 
well as, by way of example, Anti-Fraud Policies, Conflict of Interest, 
Internal Audit, and Outsourcing & Procurement.
Toyota Group companies' certifications in Italy 
reinforce commitment to sustainable mobility
KINTO, Toyota’s third global brand dedicated to mobility services, received in March 2022 for the first time the 
ISO 14001 environmental certification for the design and delivery of sustainable mobility services through long, 
medium and short-term rental, carpooling and car sharing services and multimodal mobility solutions. 
At the same time, Toyota Financial Services Italia (TFSI) also received the ISO 9001 Quality Certification in March 
2022, thanks to its financial and leasing solutions aimed at promoting mobility with low environmental impact, 
and the ISO 18295 certification for the management of its contact centers.
The certifications just obtained by KINTO Italia and TFSI are in addition to those confirmed for many years against 
Toyota Motor Italia - which is equipped with an integrated management system certified ISO 9001, ISO 45001 and 
ISO 14001 with this latest certification also extended to the network of Toyota and Lexus dealers - and represent 
an additional guarantee for customers that during the management phases of a business in deep transformation 
such as the automotive one are implemented all activities necessary to provide high quality products and services 
with a lower environmental impact.
While, on one hand, the commitment to an increasingly environmentally friendly Toyota and Lexus vehicle 
offering continues to grow, able to ensure with various technological solutions a transition to a zero-impact 
mobility, on the other hand, the Toyota Group has long understood that this path cannot ignore innovative 
products that go beyond the production and sale of cars. These include KINTO’s mobility solutions, designed 
in an inclusive and sustainable way, or the financial solutions offered by TFSI, tools that also make affordable 
vehicles with very low or even zero emissions and high energy efficiency.
— CHAPTER 3

47
Personal data protection compliance is a priority for Toyota 
companies in Italy. In this sense, the companies have taken 
all the necessary measures to transpose the current European 
legislation, the EU Regulation 2016/679, known as GDPR 
(General Data Protection Regulation).
Toyota companies in Italy process different types of data 
by categories of heterogeneous stakeholders, including 
customers, employees, and suppliers, using manual tools 
(collected through paper forms) and IT.
Examining the specificities of individual companies, Toyota 
Motor Italia also:
- has defined and structured processes, procedures and 
controls to ensure the level of continuity required for 
information security, an equally important aspect in ensuring 
the correct management and storage of data;
- has identified the Data Protection Officer ("DPO") in an 
external professional, who collaborates with the DPO 
Committee and with the Legal & Compliance department, who 
is responsible for monitoring the compliance of the personal 
data management process and reporting it, together with the 
designated internal data processors, to the bodies in charge 
(ICRM, Supervisory Body and Board of Statutory Auditors);
- has provided for the involvement in the management of 
the entire data processing process and their security, of all 
interested parties within the organization, concerning in 
particular the ICT and Legal & Compliance departments that 
coordinate with each other in the management of these issues;
- due to the attention it pays in relation to the correct 
management of employees, suppliers and customer data, 
it has included the privacy area among the main business 
risks subject to periodic monitoring in the aforementioned 
ICRM, as well as among the areas subject to periodic audits 
both by the internal company structure and by third parties;
- adopted a safety model from the parent company Toyota 
Motor Corporation, on which Toyota Motor Europe started 
auditing activities from July 2020;
Regarding Toyota Financial Services Italia:
- as data controller, it adopts a "customer centric" approach, 
paying particular attention to the collection and study of data 
relating to its customers, also in order to focus on individual 
needs and offer increasingly personalized services;
COMPANY PROFILE
3.7
PRIVACY AND 
INFORMATION SECURITY
— CHAPTER 3

48
CHAPTER 3
- has identified the Data Protection Officer ("DPO") in an 
external professional, who collaborates with the 3 Privacy 
Officers (the Legal Manager, the IT Manager and the Sales, 
Marketing and VLV Manager), the Privacy Managers, identified 
with the managers of the individual departments and the Data 
Processors, or staff members who come into direct contact 
with customer data and information;
- The security of company data is achieved through a series 
of protocols and rules of conduct in the use of IT systems. 
To this end, the IT function is responsible for monitoring the 
correct use of access to corporate and third-party information 
systems and preventing access by unauthorized users, while 
the EDP (Electronic Data Processing) manager plays a planning 
and development role in security activities and the IT system. 
In compliance with applicable legislation, the company 
has implemented business continuity and disaster recovery 
systems in order to monitor the risk of data loss caused by 
external and unforeseeable events, including hacker attacks;
- In compliance with applicable legislation, the company 
has implemented business continuity and disaster recovery 
systems in order to monitor the risk of data loss caused by 
external and unforeseeable events, including hacker attacks. 
In addition, the IT Function, in collaboration with colleagues 
of the European parent company and external experts, carries 
out a series of checks, also in compliance with the obligations 
dictated by supervisory legislation, aimed at quantifying the 
IT risk and illegal data processing;
- with reference to the correct application of corporate 
rules and processes also with regard to the personal data 
of employees, collaborators, suppliers and external clients 
of TFSI, the control of compliance with the rules on privacy 
falls within the direct scope of TFSI's Compliance function; 
Regarding KINTO Italia:
- as data controller, it adopts the same "customer centric" 
approach as TFSI;
- has identified the Data Protection Officer ("DPO") in an 
external professional, who collaborates with the 2 Privacy 
Officers (IT and Business Growth Operations managers) and 
the Data Processors, i.e. staff members who come into direct 
contact with customer data and information;
- The security of corporate data is achieved through the same 
methods as TFSI described above. KINTO Italia, in compliance 
with applicable legislation, has also implemented business 
continuity and disaster recovery systems in order to monitor 
the risk of data loss caused by external and unpredictable 
9 Applicable only for TFSI.
— CHAPTER 3

49
COMPANY PROFILE
7
Access security 
measures through
identification keys 
of authorized users.
6
Security audits, such as vulnerability, 
assessment & penetration testing, 
performed annually on the infrastructure 
of TMI and vendors that expose services 
on behalf on TMI.
5
Systamatic use of antivirus against possible malware.
4
Presence of two layers of firewalls, of updated hourly to recognize 
and block attracks and vulnerabilities.
3
Disaster recovery system, with a dedicated structure and infrastructure.
2
Backup system.
1
Data segregation within the applications on which the information is stored.
Figure 7
The main security measures adopted 
by TMI in the management 
of information.
— CHAPTER 3
events, including hacker attacks;
- with reference to the correct application of company rules 
and processes also with regard to the personal data of 
employees, collaborators, suppliers and external customers 
of KINTO, the control of compliance with the rules on privacy 
falls within the direct perimeter of KINTO Italia.
In Ayoi Nissay Dowa Insurance Company of Europe SE – AND-E 
and Toyota Insurance Management SE – TIS, as representatives 
of foreign companies:
- the management of IT systems is under the control of the 
respective Parent Company. However, it should be noted 
that both companies have adopted a specific organization 
chart for the management of privacy, in order to observe, 
evaluate and organize the management of the processing of 
personal data and the protection of the same, so that these 
are processed in full compliance with European and national 
privacy regulations. They also have four levels locally:

50
1. A Local DPO – Data Protection Officer – reporting to the 
Group DPO (in Germany) as required by current legislation 
and in line with all Toyota companies in Italy;
2. Privacy Officer, in support of the Local DPO, identified 
within the Legal, Risk and IT areas;
3. Privacy Coordinators, supporting Privacy Officers, who act 
as intermediaries between the latter and the Business Units;
4. Data processors, i.e. staff members who come into direct 
contact with customer data and information.
CHAPTER 3

51
Stakeholder mapping and 
materiality analysis 
 
— CHAPTER 4

52
s explained in TMC’s Sustainability Data Book9, identifying 
stakeholder categories and appropriate dialogue channels for 
their engagement is an important step for a sustainable development 
and a transparent relationship.
During 2020, TMI completed, within its Sustainability Report, 
the first mapping of its stakeholders, that is the identification 
of individuals or groups of individuals who can influence or be 
influenced by its activities. In the implementation of this process, 
the macro categories considered globally by TMC, i.e. Customers, 
Employees, Business Partners, Shareholders, Local Communities/
Global Society, represented a primary reference that TMI has then 
adapted to its business and to the European and Italian context, 
identifying twelve categories of major stakeholders. Finally, the 
Toyota Group in Italy reviewed and validated this mapping for the 
2022 Sustainability Report.
Over the last three years, Toyota has also started to engage some 
of the categories identified, making them active parts of the 
company’s commitment to sustainability through the assessment 
of the most important issues for the Group, as described in the 
following paragraph. These activities are part of a path that aims 
to identify and institutionalize specific dialogue channels that can 
lead the company to involve its stakeholders more and more in the 
definition of its sustainability activities and strategy.
CHAPTER 4
4.1
STAKEHOLDER 
MAPPING
9  Toyota Motor Corporation, Sustainability Data Book, p. 7.
A
— CHAPTER 4

53
Figure 8
Toyota’s stakeholder mapping.
STAKEHOLDER MAPPING AND MATERIALITY ANALYSIS
Employees and 
collaborators
TMC 
and TME
Media
Schools,
universities
and research
centers
Society 
and local
communities
Suppliers
and business
partnes
Associations 
and NGOs
Unions
Dealers
Institutions
Shareholders
and investors
Customers and fleet customers
— CHAPTER 4

54
n accordance with the GRI Standards, the international standards 
for non-financial reporting issued by the Global Reporting 
Initiative, this Sustainability Report aims to deepen the material 
issues, i.e. aspects that reflect economic, environmental and social 
issues that are significant for the Toyota Group in Italy and that can 
influence the assessments and decisions of its stakeholders.
4.2
ANALYSIS AND 
MATERIALITY MATRIX
I
Figure 9
Materiality Matrix of Toyota Group 
in Italy.
CHAPTER 4
Legend:     the 5 most relevant themes
RELEVANCE FOR TOYOTA ITALY
3,00
3,00
3,20
3,40
3,60
3,80
4,00
4,20
4,40
4,60
4,80
5,00
3,20
3,40
3,60
3,80
4,00
4,20
4,40
4,60
4,80
5,00
RELEVANCE FOR STAKEHOLDER
Governance responsibility
Responsibility towards customers
Responsibility towards employees
Social responsibility
Environmental responsibility
Support and 
development 
of the community
Health and safety 
in the workplace
New solutions 
of mobility
Reduction, of the impact
environmental
Customer 
experience
Quality and safety 
of products and services
Business ethics
and anti-corruption
Diversity
and equal opportunity
Value chain
sustainable
Customer privacy and data security
Employee development and well-being
Issue of the 
vehicle and
electrification 
Technological innovation
and digitization
— CHAPTER 4

55
For the 2022 Sustainability Report, the Group has updated the 
materiality analysis, involving in the vote the relevance of the issues, 
which were most relevant for the sector and the context in which the 
Group operates, a sample of more than 50 stakeholders belonging 
to the categories of employees, suppliers and dealers. In addition 
to this evaluation, the vote of more than 20 members belonging 
to the Group's management lines was taken to express Toyota's 
perspective on the impact of these issues on corporate decision-
making processes. The votes thus obtained allowed the updating of 
the materiality matrix. The matrix allows to visualize the relevance 
of each topic both for the Toyota Group in Italy (abscissa axis) and 
for its stakeholders (ordinate axis).
The updating of the matrix has made it possible to identify 13 issues 
that have been particularly relevant for the Group's business and 
shows a substantial alignment with the major macro-trends in 
the industry, with reference, for example, to the importance that 
new mobility solutions assume for the business, but it reflects the 
distinctive features of Toyota's values and strategy as well. The issues 
evaluated as being most relevant by stakeholders and companies 
represent important pillars of the brand business: the innovation, the 
development of alternative traction systems and the progress toward 
electrification, the quality and safety of vehicles and the attention 
to the customer are, in fact, fully reflected in Toyota’s strategic and 
value priorities as well as into the brand’s history and success.
STAKEHOLDER MAPPING AND MATERIALITY ANALYSIS
— CHAPTER 4

56

57
Toyota's environmental commitment
 
 
— CHAPTER 5

58
he protection of the environment and the commitment to 
minimize the impacts of its activities are for Toyota priority 
elements, present both in the Guiding Principles10 (Principle 
3 "Dedicate our business to making products clean and safe, 
improving the quality of life everywhere through our activities") is 
among the long-term goals of the Toyota Global Vision ("Respect 
the Planet"). After decades of research and progress towards less 
polluting technologies, in 2015 the brand formalized, with the 
Toyota Environmental Challenge 2050, its 2050 environmental 
strategy, divided into six challenges and aimed at reducing its 
environmental impact, from production to use of the vehicle. 
CHAPTER 5
T
10  TMC, 75 Years of Toyota, https://www.toyota-global.com/company/history_of_toyota/75years/data/conditions/philosophy/guiding_principles.html
TOYOTA ENVIRONMENTAL CHALLENGE 2050
New zero CO2 emissions
vehicles
Zero CO2 
emissions plants
Zero CO2 emissions vehicle
life cycle
2
CHALLENGE
3
CHALLENGE
1
CHALLENGE
5.1
TOYOTA ENVIRONMENTAL 
CHALLENGE 2050
— CHAPTER 5

59
Establishing a recycling-based 
society and symptoms
Minimizing and 
optimizing
water usage
Establishing 
a future society 
in harmony 
with nature
4
CHALLENGE
6
CHALLENGE
5
CHALLENGE
Toyota set 6 goals to improve the environment,
to be achieved by 2050.
The challenges - depicted in Figure 10 - aim to minimize emissions 
of production and vehicles, both during their use and throughout 
the life cycle, minimize and optimize the use of water resources, 
encourage the circular economy and eventually achieve a 
society that is in harmony with nature. At the same time, they 
will contribute concretely to the progress of various SDGs.
TOYOTA’S ENVIRONMENTAL COMMITMENT
Figure 10
The six challenges of the Toyota 
Environmental Challenge 2050.
— CHAPTER 5

60
5.2
“BEYOND ZERO” VISION: 
TOYOTA ELECTRIFICATION STRATEGY
11 Among the patents liberalized, some of which are still under approval, are advanced technologies on electrified vehicles, particularly those 
equipped with hybrid-electric systems (HEV) that have enabled Toyota to improve performance, reduce the size and especially the components 
cost. Specifically, among the patents are those relating to individual elements and systems such as electric motors, the "Power Control Unit" PCU) 
and control systems, or key technologies applicable to the development of different types of vehicles, including HEV, Plug-in (PHEV) vehicles and 
fuel cell (FCEV) vehicles.
12  Updated to January 2022.
he first challenge of the Toyota Environmental Challenge 2050 
is to reduce average CO2 emissions per vehicle by 90% from 
2010 levels, by 2050.
Taking the view that low-impact vehicles can only make a real 
contribution to society if they are used by an increasing number 
of people, Toyota aims to develop technologies that make the 
transition to cleaner mobility more accessible. For this reason, 
several initiatives have been launched at global level aimed 
precisely at accelerating the spread of electrified mobility. In this 
context, in April 2019 Toyota announced the liberalization until 2030 
of about 24,000 patents owned by it related to the electrification 
of vehicles, helping governments and manufacturers to develop 
the technologies needed to reduce the effects of climate11 change. 
One of the pillars of the Beyond Zero vision is the confirmation 
of its leadership in electrification (figure 11), thanks to the more 
than 20 million electrified cars12 introduced in the last 25 years 
worldwide.
 
A leadership based on a multi-technology approach, to offer its 
customers around the world a wide range of solutions, to reduce 
CO2 emissions as much as possible and as soon as possible. It's 
crucial for Toyota to be able to deliver the right electrified solution, 
at the right time, in every region of the world. For this reason, its 
strategy includes both the introduction of more zero-emission 
solutions, such as battery electric and electric powered by hydrogen 
fuel cells (considered complementary), and the continuous 
T
— CHAPTER 5
CHAPTER 5

61
Figure 11
Vision Beyond Zero.
improvement of those with very low emissions, such as the Plug-in 
Hybrid and the Full Hybrid (figure 12). In particular, according to 
Toyota, the latter will still continue to play a fundamental role, 
thanks to its accessibility and full usability, since it does not depend 
on a charging infrastructure, and guarantees very low emissions 
even of pollutants (e.g. emissions of nitrogen oxides-NOx- more 
than 90% lower than the legal limits). According to Toyota, each 
of the electrified technologies currently available on the market 
and considered complementary, will contribute to the transition 
to a more sustainable future.
CONFIRMING LEADERSHIP IN ELECTRIFICATION
CONTRIBUTING TO A BETTER SOCIETY
TAKING CARE OF A MOBILITY FOR ALL
CREATING A MEMORABLE CUSTOMER EXPERIENCE
BEYOND
Z E R O
— CHAPTER 5
TOYOTA’S ENVIRONMENTAL COMMITMENT

62
COMBUSTION ENGINE
COMBUSTION ENGINE
PLUG-IN
FUEL CELL
HYDROGEN TANK
PLUG-IN
COMMON COMPONENTS
TO ALL TECHNOLOGIES
ELECTRIC 
MOTOR
INVERTER
BATTERY
— CHAPTER 5
CHAPTER 5

63
Figure 12
Toyota’s electrified solutions.
PLUG-IN HYBRID ELECTRIC VEHICLE
Hybrid Electric system equipped with a greater capacity battery that can be recharged 
through a plug-in and by the combustion engine (as for HEV).
PHEV
FUEL CELL ELECTRIC VEHICLE
Hydrogen vehicle: to the three main components of an electrified car
a group of fuel cells and a hydrogen tank are added.
FCEV
BATTERY ELECTRIC VEHICLE
Pure electric: the traction is carried out solely by the electric motor 
and the battery is recharged from an external socket.
BEV
HYBRID ELECTRIC VEHICLE
Vehicle equipped with two engine types, 
an electric motor and a combustion engine.
HEV
— CHAPTER 5
TOYOTA’S ENVIRONMENTAL COMMITMENT

64
The Full Hybrid technology plays a key role in the energy transition 
as it can ensure low environmental impacts without substantially 
changing the driving habits of users compared to conventional 
vehicles. In fact, although a significant percentage of the traction 
is carried out by electrical components, the refueling takes place in 
the same way as internal combustion vehicles. The energy efficiency 
of Toyota Full Hybrid vehicles has been the subject of three scientific 
studies in which the energy behavior of different vehicles has been 
monitored in order to establish the percentage of mileage of zero-
emission cars in different types of routes (urban, motorway and 
mixed). The most recent of these studies - conducted in 2020 and 
carried out in collaboration with the CARe (Center for Automotive 
Research and Evolution) of the Guglielmo Marconi University of 
Rome and ENEA (National Agency for New Technologies, Energy 
and Sustainable Economic Development) - featured the new Yaris, 
equipped with the fourth generation Full Hybrid technology and 
involved 20 drivers, each of whom completed the route three times. 
The new Yaris has achieved remarkable performance, covering the 
planned route with an average operation for more than 78% of the 
time at zero emissions (touching 82.6% on urban stretches) and for 
66.6% of the exclusively electric traction space (table 1).
From the point of view of emissions, Toyota is in line with the CO2 
targets set by the European Union and that predict fleet emissions not 
exceeding 95 g/km by 2021. This goal has been achieved thanks to 
an early introduction of electrification throughout the range, allowing 
the wide spread of efficient vehicles with high safety standards. Aygo, 
Yaris, C-HR, Corolla and Prius report CO2 emissions below the 95 g/km 
CO2 threshold for all versions in the range. The introduction of the 
new Yaris Hybrid (64 g/km), the RAV4 PHEV (22 g/km), the new 
hydrogen-powered Mirai and the electric Lexus UX 300e crossover will 
set the pace for a further 15% reduction in CO2 by 2025, as required 
by regulations. Finally, the introduction in the coming years of the 
Toyota bZ series dedicated to battery electric vehicles, with the first 
model of the bZ4x range, will allow a further evolution with the aim 
of achieving a 100% reduction of CO2 in all new vehicles by 2035. 
The role of Full Hybrid
Table 1
Results of the 2020 study
on the new Toyota Yaris.
TOTAL TEST
EXTRA-URBAN
URBAN
ZEV - Time
82,6%
75,7%
78,0%
ZEV - Space
76,1%
64,5%
66,3%
Consumptions [l/100km]
3.81
2.93
3.07
Total system efficiency
34,0%
43,3%
41,5%
— CHAPTER 5
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65
Figure 13
Classification of Hybrid technologies.
— CHAPTER 5
TOYOTA’S ENVIRONMENTAL COMMITMENT
The different types of hybrid in the automotive industry
HEV - Hybrid Electric Vehicles can be classified by performance or by mode of operation.
The first classification distinguishes between:
•	 Hybrid series: traction is carried out by the electric motor only, while the thermal motor has the sole 
function of generator to recharge the vehicle battery;
•	 Parallel hybrid: both motors participate in the traction, with the electric motor assisting the thermal 
motor with a surplus of power when necessary;
•	 Series/parallel hybrid: this is the system used by Toyota that takes advantage of both systems, with the 
heat engine operating by complementing the electric motor.
Toyota uses Full Hybrid and Hybid Plug-in technologies for its vehicles, which are distinguished by a 
greater contribution of the electric component compared to other technologies, as can be seen in the 
following classification according to mode of operation:
A reliable index to measure the effective role of the electric motor in a hybrid system is the degree 
of hybridization (Hr). It is expressed by the ratio between the maximum power of the electric motor and 
the sum of the maximum power of the heat and electric motors. Battery electric vehicles have an Hr = 1, 
while conventional engines have an Hr = 0. All thermal-electric hybrid vehicles have an Hr value between 
0 and 1, depending on the weight of the electric component, and which makes it possible to distinguish 
Micro or Mild Hybrid (Hr ≤ 0.23) from Strong or Full Hybrid (> 0.23).**
* The zero-emission percentage refers to the fraction of time of the total time spent travelling the routes under examination. This percentage 
is derived from the results of studies on the energy behavior of Toyota Hybrid vehicles carried out by CARe - Research Centre on Cars and their 
Evolution (Guglielmo Marconi University of Rome) and by ENEA – National Agency for New Technologies, Energy and Sustainable Economic 
Development (Casaccia Research Center, Roma), and from those obtained with the "Truth Test Drive" based on data from the vehicle's 
diagnostic system.
** Chris Mi, M. Abul Masrur, Hybrid Electric Vehicles: Principles and Applications with Practical Perspectives, Ed. John Wiley & Sons, 2017, par. 
1.4.7. David Crolla Behrooz Mashadi Vehicle Powertrain Systems Ed John Wiley & Sons 2011 par 7241/2/3.
Equipped with a simple 
Start&Stop device that 
turns off vehicle's engine 
when stationary and 
braking system recharging 
the battery.
Equipped with 
an electric motor 
that cooperates with 
the combution engine, 
but that cannot work 
autonomously.
Equipped with an electric 
motor that works both 
together with the combustion 
engine and compleately 
autonomously: it is a very 
efficient system, that allows 
to run at zero emissions 
for more than 50% of the time*.
It is the Full Hybrid 
Electric version with 
a plug-in to increase
electric running range.
MICRO 
HYBRID
MILD 
HYBRID
FULL HYBRID 
ELECTRIC TOYOTA
HYBRID
PLUG-IN TOYOTA

66
Toyota's multi-technology approach to electrification is further 
strengthened with its recently announced battery electric vehicle 
strategy, which foresees global sale of 9.5 million electrified vehicles 
per year, including 3.5 million battery electric vehicles (BEVs), by 
2030. By the same date, Toyota, in Western Europe, aims for a zero-
emission vehicle (ZEV) mix of at least 50% and, by 2035, is ready to 
achieve 100% CO2 reduction in all new vehicles.
One of the central elements of this strategy is the introduction of the 
Toyota bZ series, dedicated to battery electric vehicles. A dedicated 
battery electric vehicle platform (e-TNGA) has been developed for 
the bZ series to meet the diverse needs of global markets and offer 
a full range of affordable battery electric vehicles.
The first model in the range is the bZ4X, announced in 2021 and 
launched in 2022. bZ4X is a vehicle that guarantees smoothness 
and handling, with true SUV performance. 
The bZ series line up will then be expanded with a mid-size SUV, 
with an actractive design, that means a new era for battery electric 
vehicles and delivers a rewarding customer experience.
Within the bZ series, a compact SUV will also be developed: a small 
battery-electric vehicle with a comfortable interior, designed for 
Europe and Japan. The larger the size of the batteries used to extend 
the driving range, the bigger, heavier and more expensive a vehicle 
becomes. For this reason, given the small size of this SUV Toyota is 
working in a particular and very accurate way on energy efficiency.
In the bZ series will be also introduced a mid-size sedan, which 
meets the expectations of customers looking for a first car, and a 
large SUV with a third row of seats designed for the needs of families.
Lexus will also be a key player in the battery electric vehicles 
development strategy. Lexus aims to offer a full range of battery 
electric vehicles by 2030, sell battery electric vehicles exclusively 
in Europe, North America and China, reach 1 million units sold 
globally and have battery electric vehicles account for 100% of its 
global vehicle sales in 2035.
 
Toyota's strategy 
on battery electric vehicles
15 For more: EUROPEAN PREVIEW OF THE NEW TOYOTA BZ4X
— CHAPTER 5
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67
Toyota Motor Corporation unveils full range 
of battery electric vehicles.
In December 2021, Akio Toyoda, President of Toyota Motor Corporation, presented to national 
and international media further updates regarding the global strategy for carbon neutrality, outlining 
his plans for the introduction of 30 battery-electric models by 2030.The President has in fact expressed 
his desire to achieve carbon neutrality and be a company that contributes to safeguarding 
the environment, that wants to produce happiness for everyone, both for individuals and for society, 
and that acts and stays close to its customers. That's why Toyota wants to make as many options 
available as possible to its customers around the world.
16  For more information: https://newsroom.toyota.it/toyota-motor-corporation-svela-la-gamma-completa-di-veicoli-elettrici-a-batteria/
Figure 14
Akio Toyoda unveils full range
of battery electric vehicles.
In the area of batteries, Toyota has continued to research, develop, 
and produce batteries in-house for many years. In 1996, established 
what is today the ‘Prime Earth EV Energy’. While refining its 
technologies related to nickel-metal hydride batteries, Toyota 
started accelerating the development of lithium-ion batteries in 2003. 
Furthermore, since having established its Battery Research Division in 
2008, Toyota have been advancing research on solid-state batteries 
and other next-generation batteries. In 2020 Toyota established the 
‘Prime Planet Energy & Solutions’ to accelerate integrated efforts in 
the battery business. Over the past 26 years, Toyota has invested 
nearly 1 trillion yen and produced more than 19 million batteries. In 
the future, Toyota plans to increase its investment to 2 trillion yen 
(about 15 billion euros), aiming to realize even more-advanced, high-
quality, and affordable batteries. Production has already begun on 
the world's first bipolar nickel metal hydride (NiMh) battery, which, 
in addition to using less critical virgin materials, has a lower cost 
and twice the power density compared to a normal NiMh battery.
By applying similar techniques to lithium-ion (Li-Ion) batteries, 
combined with additional efficiencies in vehicle energy consumption, 
Toyota expects to achieve a 50% reduction in the cost of battery per 
vehicle in the second half of this decade, without decreasing its 
range, thus making battery electric vehicles more profitable and 
affordable.
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68
For about thirty years, Toyota’s research has gradually focused 
on perfecting an electrified technology with great potential for 
sustainable mobility as imagined by the brand: FCEV vehicles, 
that is powered by hydrogen fuel cells. Hydrogen is an unlimited 
resource present in an inexhaustible form in nature, which allows 
the storage, in gaseous, liquid or solid form, of energy produced 
from renewable sources safely and for a long time, allowing easy 
transport. Its high energy density is by weight (about 2.9 times higher 
than gasoline and 160 times higher than lithium-ion batteries) and 
by unit volume (when compressed to 700 bar, 3.7 times higher than 
gasoline and 3.5 times higher than lithium-ion batteries), making 
hydrogen comparable to conventional fuels in terms of both space 
and filling speed.
 
Toyota Mirai, the world’s first mass-produced hydrogen car and 
marketed since 2014, now in the second generation, represents 
the symbol of Toyota’s strategy to popularize this system as the 
most promising solution in terms of emissions - the FCEVs are 
zero emission vehicles - and driving habits if you look at the high 
autonomy and reduced fuel times. However, one variable in the 
deployment of such vehicles is the degree of development of the 
necessary infrastructure, namely hydrogen filling stations, and the 
support that the institutions will be able to provide for this technology. 
Japan, thanks to the strong support of the Government, is among 
the most advanced countries in this regard, with 91 active stations. 
Toyota, in joint venture with Nissan, Honda and the French company 
Air Liquide, has formed the consortium "Japan H2 Mobility" for the 
The role of hydrogen
Figure 15
Toyota Mirai.
— CHAPTER 5
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69
further development of the network, providing 80 new stations 
in 4 years. In Italy, the transposition of Directive 2014/94/EU 
"DAFI" has been an important step for the development of a 
refuelling infrastructure for alternative fuels. In particular, it 
was planned to create a number of hydrogen fueling stations 
suitable to meet the minimum requirements of long-distance 
travel throughout the country by 31 December 2025. Now there 
are two filling stations: one in Bolzano, which is an important stop 
along the green corridor between Germany and Italy and should 
connect Munich to Modena; the other in Venice, inaugurated 
in June 2022. The latter is part of the project initiated by ENI for 
the creation of new filling stations in San Donato Milanese (MI) 
and in the metropolitan area of Venice. Linked to this project is 
the collaboration of Toyota with ENI, according to which Toyota 
will make available its technologies and know-how in this field, 
at the service of the development of the Italian infrastructure 
network. In October 2021, Snam, Toyota and Caetanobus signed 
a memorandum of understanding with the aim of starting a 
wide-ranging collaboration to promote and accelerate the 
introduction of hydrogen-based mobility for both heavy and 
light transport. The initiatives will cover the entire hydrogen 
value chain, from distribution and refueling infrastructure to the 
introduction of bus, logistics and vehicle fleets, thanks also to 
the availability of KINTO mobility services of the Toyota Group. 
Finally, from 2020, Toyota has planned to tenfold increase fuel 
cell production from 3,000 to 30,000 units per year after 2020. 
The hydrogen "fuel cell" technology developed by Toyota can be 
used in many fields. Accordingly, Toyota has decided to share 
its technology on "fuel cells" and hydrogen propulsion systems 
with other industrial partners, with collaborations, supplies and 
liberalization of its patents. In 2015, Toyota liberalized the use 
of 5,680 hydrogen patents, which were extended to over 8,000 
in 2019. Of the 8,060 hydrogen patents liberalized so far, 2,840 
concern the fuel cell stack, 780 high pressure tanks, 3,350 control 
systems and 2,380 patents for fuel cells, while 70 are those for fuel 
stations. In order to develop new partnerships on the European 
market, Toyota Motor Europe has set up the Fuel Cell Business 
Group, a business unit based in Brussels specifically dedicated 
to promoting the development of a hydrogen company on our 
continent, introducing hydrogen in all economic sectors and 
in all areas of social life.
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70
5.3
REDUCTION OF ENVIRONMENTAL 
IMPACTS AND RESOURCE MANAGEMENT
L
The global challenges of climate change over the past decade 
have encouraged a growing awareness and debate, both by 
institutions and companies, on the countermeasures needed to 
mitigate their effects.
In this regard, the challenge number 2 launched by Toyota aims 
precisely to zero CO2 emissions throughout the product life cycle 
through materials whose processing requires processes with low 
environmental impact but also reducing the amount of components 
per vehicle and increasing the use of recycled and recyclable materials 
with high performance in quality and safety.
However, through challenge number 3, the brand is committed to 
reducing CO2 emissions from production plants, a commitment that 
passes through technological innovation, the process efficiency 
and the increasing use of renewable energy. In Italy, despite the 
absence of production facilities, Toyota Group has always been 
committed to the constant reduction of its energy consumption and 
the environmental impact of its activities. An essential element of this 
commitment is the presence of a solid Environmental Management 
System certified ISO 14001 since 2003 and effectively applied to 
the Management Centre and the network of dealers in the country.
The headquarters of Toyota Italia is located in Rome and consists 
of 4 main buildings, including the spare parts warehouse. Overall, 
the covered areas extend for about 18,000 square meters, making 
energy efficiency an essential element of its environmental strategy. 
The environmental monitoring plan provides for the detection of the 
trend of energy consumption of the entire complex in terms of use 
of electricity, gas for heating, gas for the canteen service, sanitary 
water, fire water and well water for irrigation. Data are recorded 
and processed by the Facility Management both for the purposes 
of the Audit activities within the Environmental Management System 
and, above all, for the continuous improvement of the energy 
performance of the company. The Environmental Management 
System, as well as the Hoshin Kanri, both company and functional, 
set annual targets in terms of reducing energy consumption. These 
Emission reduction 
and plant management
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71
targets take into account the investments set by the company to 
upgrade the plants with greater impact on consumption and the 
implementation of new energy efficiency measures, but, at the 
same time, also the continuous evolution in the management 
of the premises due to the growing number of users.
Starting from 2017, Toyota has defined an investments plan 
aimed at the technological and plant update of the headquarters, 
making a first step towards a building that aims, in perspective, 
to energy self-reliance.
However, the predominantly commercial activity of Toyota 
companies in Italy cannot be separated from a close collaboration 
with logistics partners, for the efficient handling of spare parts 
and vehicles between foreign production plants and the offices 
of the dealer network throughout the national territory. This 
is why, in order to monitor and limit its environmental impact, 
especially with regard to greenhouse gas emissions, Toyota in 
Italy has started for years a direct dialogue channel with the 
two main logistics operators for the handling of spare parts 
and vehicles, respectively Susa and Bertani, which established 
Our office.
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72
a progressive alignment on energy efficiency and emission 
reduction targets. Also on a continental level, Toyota is working to 
reduce the impact of its activities related to the parts and vehicles 
transport . With regard to the procurement of vehicles to the 
Italian subsidiary, in fact, Toyota Motor Europe in collaboration 
with TMI has replaced road transport with rail transport for the 
route between the Belgian plants and Verona, with significant 
savings in CO2 emissions.
For a more accurate monitoring of its carbon footprint, Toyota 
Italy has started, from this Report, a calculation of CO2 emissions 
related to the two most impacting categories for downstream 
logistics activities, which is the transport and distribution of 
spare parts and vehicles to the dealer network, a fundamental 
activity for Toyota’s core business in Italy. This category, whose 
emissions amount to approximately 4,250 tons of CO2 for the 
FY 2217, is a much more impactful emission category than the 
emissions associated with the direct activities of Toyota and, as 
a result, a great opportunity to collaborate with its partners to 
reduce the overall environmental impact.
Toyota’s environmental strategy considers the optimization of the 
water use a key element for the protection of the environment and 
the territory and has made it the target of the challenge number 4. 
At the Toyota headquarters in Italy, not being used in production 
activities, water is collected and used mainly for water-sanitary, fire 
and irrigation activities and car wash. Since 2020, the company has 
started an improving process of the monitoring of water consumption 
aimed at optimizing and improving the management of the water 
network by increasing the number of meters, increased from one 
to five. The definition of a monitoring and a detailed baseline of 
consumption was thus the first step of an analysis path that will 
lead to the study for the laying of a new pipe that will allow a more 
accurate monitoring facilitating efficiency interventions.
Optimization of the use 
of water resources
17 For the calculation of Scope 3 emissions, the perimeter considered includes only the two logistics operators in charge of handling, to the locations 
of the dealer network, Toyota’s components and vehicles in Italy. With regard to calculation, the quantities of diesel used by the two operators, 
estimated on the basis of the activities and volumes attributable to Toyota, were taken into account. The calculation does not include the consumption 
of other fuels and operating sites used by logistics operators. The source used for the emission factors of Scope 3 is "ISPRA, National Inventory 
Report, 2021". For further info see Chapter 10 – Table 3
— CHAPTER 5
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73
In order to limit the biggest impact of its business in the field of 
waste production, that is, the end-of-life of vehicles, Toyota has 
launched the challenge number 5: the realization of systems and 
companies based on recycling. One of the key projects promoted 
by the company is the Toyota Global 100 Dismantlers Project that 
establishes the correct treatment of products in the final phase of 
the life cycle. The areas covered by the project concern the use of 
materials with low environmental impact, the extension of the useful 
life of components, the development of recycling technologies, and 
the reuse of vehicles or part of vehicles in the production of new cars.
In Italy, this commitment translates into a careful waste management, 
with the aim of reducing those most controllable by the Group. In 
order to reduce waste that can be assimilated to urban areas, Toyota 
Italia has realized initiatives aimed mainly at reducing the production 
of plastic and paper. In particular, the PET present on site has been 
significantly reduced thanks to the introduction of water dispensers 
connected to the water network that have allowed to reduce the 
consumption of water bottles by more than 50%. Moreover, the Toyota 
Italia Group, with the support of its partner Sodexo, continues to 
have a focus on reducing plastic consumption through the "Plastic 
Free" project. As regards paper, in addition to the use, carried out 
for over 10 years of recycled paper only or from certified forests, 
the trend of reducing the consumption of printed paper continued, 
thanks to an advanced phase of implementation of the document 
digitization projects and related workflows.
Waste is monitored in detail, with a focus on hazardous waste, 
such as batteries for electrified vehicles, which, in accordance with 
current legislation, are managed safely by the COBAT consortium.
In general, most of the special waste handled by the company 
comes from the spare parts warehouse and is proportional to the 
volumes of spare parts managed. However, the percentage of 
hazardous special waste is very low while almost all (over 99%) of 
special, hazardous and non-hazardous waste is destined to recovery 
in authorized collection centers.
Waste management 
and circular economy
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74
TMI spare parts logistics area represents today a best practice not 
only for the process efficiency, but also and above all for the waste 
reduction generated by its activities.
This objective is pursued through two paths based on as many 
pillars of the circular economy: the reuse and reduction of materials 
used. In recent years, the logistics department of TMI has launched 
a project to reduce the purchase of packaging material. Among 
the initiatives studied and implemented in this regard, the reuse 
of packaging cardboard occupies a prominent position. The 
reusable packages are in fact deposited in a dedicated area of the 
warehouse, where, thanks to the use of a special machine, they 
are readapted for subsequent shipments. In addition, where the 
volume of products shipped allows, TMI provides for the use of 
return containers, which can be used for multiple operations. At 
the same time, the collaboration of TMI with its logistics supplier, 
SUSA, with whom solutions to optimize shipments and the use of 
materials are constantly being studied, is decisive. For this reason, 
metal cages have been designed to maximize shipping loads, thus 
allowing a reduction in shipments and the resulting CO2 emissions, 
as well as the maximum filling of each container.
On the reduction side, TMI Spare Parts Logistics is a case of exemplary 
application of Toyota’s characteristic principles, namely the Toyota 
Production System and the Just-in-Time. It is a production model 
(and, in this case, distribution) of the pull type, driven by the demand 
of the end user. After estimating the product volumes needed for 
the business, in fact, the system proceeds to buy daily only the 
quantities sold. Such model allows therefore to remarkably reduce 
the warehouse inventory, allowing a great reduction of the operating 
costs, the accident risks and product obsolescence, preventing that 
these turn in waste. To date, TMI is able to manage the distribution 
of spare parts to the entire dealer network with warehouse stocks 
of just over two weeks, a remarkable result considering the industry 
average and the network capillarity.
A different discourse regards the spare parts related to commercial 
vehicles, for which an in-depth analysis has been carried out by 
identifying the types and quantities necessary to ensure that these 
TMI spare parts logistics: 
a European best practice
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75
vehicles, in the event of failure, have a minimum stoppage, given 
the nature of their almost exclusively working use.In order to 
guarantee an optimal level of efficiency, exclusively for such 
exchanges, the warehouse stocks have been increased until a 
maximum of a month.
In order to make the entire distribution chain more efficient, 
TMI has undertaken the Kaizen Dealer Parts Operations (DPOK) 
project since April 2019, the Toyota Dealer Network Coaching 
Program aimed at transferring Toyota principles and processes 
in warehouse and purchasing management. As of 31 March 
2022, the project has been implemented at 29 dealerships 
and 49 locations, considered to be particularly critical, and is 
continuing with the rest of the network. The project is divided 
into three areas:
• Physical warehouse management according to Toyota principles 
and based on order, cleanliness and standardization. About 
sampled dealers, among which some started in February 2020 
from a very low level of application of these principles (up to 
16% of the standard set by Toyota), now there is an average 
application of 87%. Further verification will be carried out when 
the on-site visits are resumed.
• Operation management with the radio frequency system, which, 
using handhelds, promotes the reduction of paper documents. 
This system is now correctly used by 78% of the sample, compared 
to 7% in April 2020.
• Stock management according to the TPS and Just-in-Time 
method. The main objective of the project is to progressively 
reduce stocks, thus reducing costs and risks in the warehouse. 
Again, the results were encouraging, leading in most cases to a 
reduction in stocks. The benchmark indicator, which represents 
the value of the average stocks in relation to the volume of 
monthly sales, shows that the dealers on whom the DPOK 
coaching intervention was carried out in FY 22 recorded a 30% 
reduction in stock.
In addition to issues strictly related to logistics, the program 
also provides for the sharing of pills related to health and 
safety at work in exposed environments such as the warehouse, 
focusing on particularly significant aspects such as correct and 
safe material handling. With the experience gained during the 
health emergency, the DPOK project has evolved, benefiting 
from the rapid digitization of processes and relations between 
TMI and the dealer network. Through platforms like Teams, in 
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76
fact, the coaching, previously done in presence, has been able 
to extend to a greater number of locations, providing a constant 
dialogue between the company and the dealer. In further support 
to the dealers, TMI has envisaged the allocation of a warehouse 
logistic operator as tutor for every dealer involved in the plan, 
with the aim to offer timely support in case of doubts or issues 
related to the warehouse management.
Together with the specific coaching activity on the DPOK project, 
the spare parts logistics department supports the Toyota Academy 
in training new dealers and CAA or newly hired warehouse 
personnel. In FY 22, 5 sessions were provided for a total of 10 
training days.
— CHAPTER 5
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77
he ultimate goal of Toyota’s environmental strategy, sealed by 
the Toyota Environmental Challenge 2050, is to contribute to 
the creation of a society that can foster the peaceful coexistence 
between men and nature (challenge number 6). In addition to the 
other five challenges, Toyota pursues this objective through constant 
awareness-raising activities on the subject and several projects 
for the protection of the environment and the redevelopment of 
the territory. Toyota Group also applies this philosophy in Italy, 
ensuring its support for activities aimed at conservation and 
environmental education. The main opportunity to focus attention 
on environmental issues is the Green Month, a month traditionally 
promoted in June, entirely dedicated to raising awareness on 
environmental sustainability issues. The "Green Month Campaign," 
introduced by Toyota globally in 1973, is launched annually in 
conjunction with the United Nations International Environment 
Day and aims to emphasize the importance of a continued 
commitment to the creation of a sustainable society. The campaign 
is an unmissable event of environmental awareness, aimed at 
stimulating concrete actions by the whole Toyota community to 
create a sustainable society. For the 49th edition of the Green 
Month in 2021 the Company chose, as the theme, the progress of 
Toyota’s environmental challenges for 2050 and the connection 
with the SDGs.
Among the several initiatives of FY 22, the awareness of employees, 
dealers and suppliers of the company was the starting point 
of the project, in order to actively involve employees of Toyota 
and companies in close contact with it on the environmental 
challenges of the Environmental Challenge 2050. Alongside 
awareness activities, the company has also promoted projects 
for environmental protection and redevelopment of the territory. 
The initiatives involved the employees in actions of environmental 
requalification, planting of trees (also thanks to the partnership 
of excellence with Treedom) and initiatives aimed at optimizing 
water consumption and CO2 emissions.
5.4
BUILDING A SOCIETY 
IN HARMONY WITH NATURE
T
Toyota and Retake, together for the environment 
in an initiative at the Aqueduct Park in Rome
In 2021, Toyota renewed its commitment alongside Retake Roma, a non-profit and non-partisan movement that 
promotes the urban regeneration of Rome and the dissemination of civic sense, encouraging active participation 
by citizens. Toyota has joined Retake in a voluntary initiative for the waste collection with the cleaning of the 
Aqueducts Park paths in Rome.
The activity has seen the participation of over 120 Toyota employees on an area of 11 hectares, which has led to 
the waste collection of about 400 kg.
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79
Mobility at the service 
of the community 
 
— CHAPTER 6

80
CHAPTER 6
lobal challenges cause a revolution in the way people move. 
In the Toyota vision, mobility in the future will be much more 
connected, automized, shared and electrified. Toyota will keep on 
developing global business based on ethic principles by pursuing 
environmental, social and economic sustainability along all the 
value chain. In January 2020, Toyota Motor Europe announced 
the continental launch of the new KINTO brand, dedicated to 
offering mobility services. This initiative is a fundamental step 
in the transformation of Toyota into a Mobility Company, with 
the aim of offering, in addition to the traditional provision of 
vehicles and services to individuals and fleets, all types of services 
related to the transport of people.
 
KINTO mobility solutions aim to be synonymous of “inclusive 
and reliable”, “simple and intuitive”, besides that “sustainable”. 
The value that the Kinto Brand returns to the community derives 
from the impact on all dimensions of sustainability:
- environmental thanks to the containment of emissions
- economic, for the efficiency due to the forms of sharing
- social, as it is accessible to all.
KINTO is a pillar of the Beyond Zero Vision and embodies Toyota’s 
ambition to offer, through its innovative services and the most 
advanced technologies, better mobility for all - "Ever Better 
Mobility for All".
The strategy of the company and the Group is based on four pillars: 
• Use of a dedicated and distinctive brand. 
• Developing a specific long-term rental service with an "all-
inclusive" offer.
• Use of vehicle connectivity for services such as car sharing, car 
pooling or subscription.
• The integration of future advances in automated driving, as in 
the case of the e-palette concept, under development globally.
6.1
THE NEW MOBILITY 
SOLUTIONS
G
18  The long-term rental of KINTO One, the car sharing KINTO Share, the carpooling KINTO Join and the multimodal app KINTO Go are already active 
in Italy.
M O B I L I T Y  F O R  A L L
REPUTATION
VALUES
SMART
CITIES
CITIZENSHIP
SOCIETY
PERSON
COMMUNITIES
ENVIRONMENT
SUSTAINABILITY
KINTO, OUR PROPOSAL
USER CENTRIC
ENVIRONMENTAL
SOCIAL ECONOMIC
M O B I L I T Y  F O R  A L L
EMISSIONS
(CO2 AND ACOUSTICS)
ETHICAL CONSUMPTION & QUALITY 
(JD POWER, 10 YEARS WARRANTY, …)
LOWER CONSUMPTION
LOWER COSTS 
(AFFORDABILITY)
CONGESTION
STRESS
TIME
ECONOMIC 
FOOTPRINT
SOCIAL 
FOOTPRINT
ENVIRONMENTAL
FOOTPRINT 
RESPONSIBILITY
SHARING
ACCESSIBILITY
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81
MOBILITY AT THE SERVICE OF THE COMMUNITY
The KINTO brand includes six mobility solutions18 aimed at 
covering all user needs, from long-term ownership to temporary 
use of vehicles. This year, KINTO had the opportunity to take stock 
of its progress on the Italian market, which led to the consolidation 
of its integrated offer of mobility services, confirming the future 
direction of becoming a provider of mobility solutions capable 
of generating benefits for individuals, companies and local 
communities and institutions in full respect and protection of 
the environment.  
In addition, the integrated offer of KINTO mobility services 
makes users the real protagonists of a common path towards 
more sustainable mobility, by ensuring the accessibility and 
dissemination of zero-emission Toyota and Lexus technologies 
such as battery electric and electric powered by Hydrogen Fuel Cell. 
The innovative services offered by KINTO are the answer to 
the search for a simple and smart way to move, anytime and 
anywhere. The KINTO proposal provides for:
• Asset-based mobility solutions, based on Toyota and Lexus 
electrified vehicles with very low environmental impact, which 
allow different rental solutions characterized by a very high 
degree of flexibility in durability, ranging from 1 minute to 6 years;
• Service-Based mobility solutions, which do not require the rental 
of a vehicle and are exclusively based on the use of innovative 
digital platforms.
MULTIMODAL
AGGREGATOR
RIDE-HAILING
CORPORATE CAR POOLING
CAR SHARING
SUBSCRIPTION
FULL SERVICE LEASE
USAGE
OWNERSHIP
Figure 16
KINTO’s services.
RIDE
JOIN
SHARE
FLEX
ONE
GO
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82
KINTO One presents itself as the closest solution to the 
car ownership, offering long-term rental of sustainable 
vehicles belonging to the Toyota and Lexus range, designed 
for customers sensitive to reducing emissions. In fact, 
KINTO One is the only operator on the market currently 
able to offer all the electrified engines: Full Hybrid, Plug-in 
Hybrid, Electric battery and Electric powered by Hydrogen 
Fuel Cell. The service is aimed at business customers such 
as companies, small and medium-sized enterprises and 
professionals. In fact, for the payment of a defined monthly 
fee, the customer has access to an "all-inclusive" formula. 
Particular attention is paid to ensuring an excellent rental 
experience, thanks to the involvement of the Toyota and 
Lexus dealer network at every stage of the process, able 
to assist the customer with dedicated and carefully trained 
staff, strong of a twenty-year experience in the distribution 
and maintenance of electrified vehicles.
 
As of March 31, 2022, KINTO One has approximately 5,700 
customers and a rapidly expanding fleet of vehicles.
KINTO One: 
Toyota’s long-term rental
ONE
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KINTO Share: 
Toyota’s car sharing
KINTO Share offers a wide range of car sharing services, aimed at 
companies, public and private customers, with a fleet of electrified 
Toyota and Lexus cars.
Toyota car sharing service in Italy was born in 2018, under the brand 
YUKÕ with Toyota. In 2020, the YUKÕ brand changed its name to 
KINTO Share and renewed its fleet with the new Yaris Hybrid, with 
particularly low consumption and emissions (up to 35.7 km/l and 
starting from 64 g/km of CO2) by helping to make the KINTO Share 
service increasingly environmentally friendly.
Since its introduction the service has achieved successful results 
and continues to grow, reaching over 6,000 registered customers 
and about 30,000 rentals. Moreover, thanks to Toyota’s Full Hybrid 
Electric technology, around 35 tons of CO2 have been saved, with 
a total of over 1,130,000 km travelled19. 
KINTO Share is expanding strongly on the national territory, and 
in this the network of Toyota and Lexus dealers is increasingly 
protagonist. In fact, thanks to their commitment, a wider number 
of users can now benefit from the KINTO Share service in Italy, that 
is already active in Lombardy, Piedmont, Veneto, Emilia-Romagna 
and Sardinia with a "station based" formula,has 45 points of delivery 
and a fleet of about 145 cars20. 
KINTO Share is aimed at all those who need a car for a limited time, 
from a few minutes to a few weeks, and is also attracting a lot of 
interest from those who want to make long test drives before buying 
or renting a car.
The corporate world is also a natural market for KINTO Share with 
the KINTO Share Corporate service. The Fleet or Mobility Managers 
of companies using KINTO Share have the possibility to make the 
use of the company fleet more efficient, thanks to the sharing of a 
fleet among several employees. 
In summer, the KINTO Share Holiday program has also been 
activated, giving the possibility to travellers on holidays to rent a 
car at Cagliari and Olbia airports. Thanks to KINTO Share HOLIDAY 
many users have experienced a 100% digital rental experience and 
discovered the driving pleasure and convenience of Toyota and 
Lexus Full Hybrid technology on vacation. A service that KINTO 
has decided to keep active even at the end of the summer season 
given the great success.
19 Cumulative data from the launch of the service in 2018 to 31 March 2022.
20 Data as of 31 March 2022.
SHARE
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Among the eco-sustainable mobility services promoted by 
Toyota, the company’s carpooling KINTO Join, tested by the 
company in December 2019 and subsequently launched on the 
Italian market in 2020, has become one of the main resources 
of the KINTO new mobility brand. 
KINTO JOIN is the revolutionary carpooling solution dedicated 
to companies, which allows employees to share their commute 
comfortably, in just a few clicks. This operation is particularly 
simple: employees download the App, register with their 
company’s community and, thanks to a matching algorithm, 
are connected with colleagues who have similar travel habits, 
to organize shared travel. 
KINTO Join allows companies to actively contribute to CO2 
emissions and pollutants reduction, linked to the commutes 
to work of its employees, obtaining a certification of the actual 
positive impact for the environment and for the community. 
Thanks to the technology of the KINTO Join platform, companies 
can in fact constantly have the certified confirmation of travel 
sharing and obtain a quantification of the benefits produced 
in a simple and quick way. KINTO Join also provides incentives 
for alternative ways of travel for employees, such as cycling or 
walking, by monitoring the environmental impact 360°. 
KINTO Join was also a fundamental mobility solution within the 
specifications of the Moving Home-Work Plan, which was drafted 
and communicated to the relevant bodies on 23 November 
2021, in compliance with the regulatory obligations for the two 
companies in the group Toyota with the requirements to be 
covered by the obligation, namely: Toyota Motor Italia and Toyota 
Financial Services Italia. Both companies have a Mobility Manager 
who will take care of the home-work mobility of employees and 
of all those who transit through the office in Rome.
KINTO Join: 
Toyota’s corporate carpooling
JOIN
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The needs of consumers, the starting point of the same concept 
of Mobility-as-a-Service, are increasingly oriented to tailor-
made and on-demand mobility services that may require, and 
often involve, the integration of different means of transport. 
KINTO Go presents itself as an App able to cover, with a single 
account, the different aspects of a "multimodal" journey:
KINTO Go: 
the multimodal App
Figure 17
KINTO Go.
GO
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KINTO Flex is the innovative short-term subscription service of 
imminent introduction on the Italian market. KINTO Flex provides 
access to Toyota and Lexus electrified solutions with ease and 
flexibility duration from 1 to 12 months. The service, which includes 
an "all-inclusive" monthly fee, can be activated in a completely 
digital way, without paying any advance, and provides for the 
possibility of cancellation at any time. It is a true "Pay-per-Use", 
designed to respond to a growing market need. It can be the 
solution chosen by those who need a more spacious car for a few 
months a year, for a company that needs to temporarily expand 
its fleet, or for a young customer who cannot, or does not want, 
commit to the purchase or long-term rental of a car.
KINTO Flex: 
short-medium term 
rental service with 
flexible subscription
FLEX
With KINTO Go you can plan your trip with just a few clicks, 
book and purchase tickets for public transport, trains, taxis, pay 
for parking on the blue lines and, soon, buy tickets for events. 
The App, developed in Italy, was released on stores on March 
31, 2020 and reached about 170,000 downloads. Currently 
they are tightened agreements with beyond 500 mobility 
operators, offering services in more than 5.000 municipalities 
and covering 70% of the national territor21.
21 Data from 1 April 2020 to 31 March 2022.
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KINTO Ride is a service that will be introduced on the Italian 
market in the coming years. With KINTO Ride Toyota will offer 
a car service with driver. The project is currently active in Paris, 
in collaboration with Hype and Air Liquide, and has a 100% 
hydrogen fleet.
KINTO aims to be the only partner on the market able to 
provide, thanks to the integration of its services, an offer of 
widespread mobility on the territory and tailored to the mobility 
needs of its users. In addition, KINTO promotes accessibility to 
low-impact solutions, expanding the audience of companies 
and individuals who can benefit from Toyota’s leadership in 
the development of electrified solutions.
KINTO Italy, two years after its establishment, in March 2022 
in front of an audience of accredited media, took stock of 
its journey on the Italian market that led to consolidating its 
integrated offer of mobility services, and has traced the future 
direction confirming the concrete will to become a provider 
of mobility solutions capable of generating benefits for 
individuals, companies and local communities in full respect 
and protection of the environment.
KINTO Ride: 
Toyota’s hailing ride service
RIDE
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The Moving Home-Work Plan 
Thanks to the mobility solutions of KINTO the two companies 
of the Toyota Group in Italy - TMI and TFSI - have complied 
with the new regulatory obligation, with the entry into force of 
Decree Law n.34 of 19 May 2020, the appointment of a Mobility 
Manager and the preparation of a Moving Work-Home Plan, 
carrying out joint work, this has allowed us to take advantage 
of the specific know-how on the automotive sector and mobility 
and to directly experience the advantages of the new KINTO 
mobility solutions.
The work that has been coordinated by the two figures 
identified in the HR area as suitable profiles for the role of 
Mobility Manager has led to the drafting of a plan starting from 
an analysis of the demand and supply mobility where one of 
the critical success factors has been the people involvement 
(direct or indirect employees but ensuring a continuous daily 
presence in the office). The mobility demand analysis has 
been structured through a survey that has been delivered to 
all the companies of the group, that share the same site in 
Italy, and that has found a very high response rate, it is a sign 
that the company’s mobility is of great interest to employees. 
The initiative investigated current mobility habits and the 
propensity of employees to change these habits. The analysis 
of mobility provision required a study of Toyota’s location in 
terms of accessibility, budget for mobility, and coverage of 
needs by near-public external mobility services (e.g. public 
transport, taxis, etc.).
By combining the results obtained and exploiting specific 
skills in mobility, it has been possible in this first plan to 
formulate several new mobility proposals that are the subject 
to implementation:
- for example, reactivating the KINTO Join carpooling service 
for moving from home to office. Carpooling was certainly the 
most appreciated proposal by employees among the mobility 
solutions that have been presented;
- an increasingly better management of smart working policies 
related to the restructuring project of all areas dedicated to the 
office and in any case to an increasingly careful and effective 
management of mobility between home and office;
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- other significant initiatives such as the reactivation of the 
company shuttle service connecting the headquarters to the 
stop of public services and the implementation of a feasibility 
study for the introduction of a car sharing service with KINTO 
Share dedicated to this type of travel.
This further initiative confirms Toyota’s commitment to combine 
the well-being of people with that of the community, society 
and the surrounding environment, representing a further 
concrete step towards two key objectives of the group in 
Italy, that is, the transformation from car company to mobility 
company and the achievement of carbon neutrality objectives.
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6.2
INNOVATION AND TECHNOLOGY
oyota and Lexus brands have always been characterized by an 
innovative spirit that has led them to revolutionize not only the 
automotive sector through cutting-edge technologies, but the 
entire corporate world, thanks to new cultural and organizational 
models. Innovation takes on different meanings. The evolution of 
its vehicles, the improvement of its processes, the cultivation of 
a new idea ready to open new paths are all aspects of the same 
attitude: pursuing Kaizen and anticipating the future. Toyota Group 
in Italy is a virtuous example, demonstrating it in three distinct 
areas: the growing importance of connectivity for its cars, digital 
transformation and the focus on open innovation.
T
With the introduction in 2018 of the first models equipped with 
DCM (Data Communication Module) module, technically ready for 
data exchange - connected car - Toyota Italia has anticipated its 
plans for product development, which provided for the gradual 
introduction of the DCM on all new models, coming to offer 
the market a range "100% connected cars" since mid-2019. This 
choice derives from desire to enhance the data coming from the 
cars - collected in full compliance with the GDPR and subject to 
customer or user approval - and build a series of services that can 
be offered to the customer. The fields of use of data are multiple 
and constantly developing. For example, driving data in EV mode 
is useful to enhance product performance, and to reward virtuous 
driving behavior (as in the case of the WeHybrid ecosystem), or 
offer interesting ideas for the regulation of mobility flows. Thanks 
to the efforts of the companies and the dealer network, Toyota 
and Lexus Italia have connected more than half of their cars, 
reaching 66% in April 2022.
Connectivity
In response to the rapid evolution of the demand characteristics and 
related professional needs, in 2021 TMI continued the digitalization 
process divided into two macro-areas: the digitalization of internal 
processes, developed through the "Digital Workplace" project, 
and business relations with the dealer network.
Digitalization of processes
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Figure 18
Future of Work.
PERVASIVENESS OF CHANGE
REMOTE WORKING
BUSINESS CONTINUITY
TRANSITION BRIDGE
MID-LONG TERM EXECUTION
PRE
COVID
1
Knowledge sharing platforms and alternative communication channels for business continuity
2
Home work (equipment and support channels)
3
Review Policy and Security Discipline (social distancing)
TRANSITION PERIOD
1
Optimization of working tools and digital control spaces
2
Focus mode of Smart Working 
3
Netiquette for remote work management
4
Engagement and well-being initiatives
NEW WAYS OF WORKING
The "Digital Workplace" represents the implementation of a project 
launched at continental level by TME, characterized by a strong 
component of Change Management- It aims to change some 
behaviors and introduce the use of completely new software and 
processes for the majority of employees, focused on Microsoft 
Teams as a virtual collaborative workspace. The technological 
component has naturally provided the infrastructure and tools 
necessary for the proper functioning of new organization. In 
particular, all employees were provided with all the technological 
tools necessary for carrying out their work activities.
In view of the initiatives already launched, Toyota is in a transition 
phase that is no longer "remote" emergency management. To 
achieve the "future of work" we need something else, which is 
why the "Toyota New-Wow" project is being realized.
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Figure 19
New workspaces at the Toyota 
headquarters in Rome.
This model focuses on the design and implementation of a holistic, 
integrated and innovative "new way of working" strategy that 
acts on all components of the organization. The new working 
methods are based on three intervention plans: 
• Re-architect work: aims to ensure an efficient operating model 
in a volatile environment, leveraging effective technologies for 
process remotization and designing new management models 
(governance). Smart working policies and procedures are defined 
to support model speed and agility;
• Unleash the workforce: aims to bring out new models of 
sustainable leadership, which nurture a collaborative organizational 
culture to guide people into "New Normal", and which are based 
on accelerated re-skilling and up-skilling processes;
• Adapt the workplace: aims to overcome the boundaries of 
physical work by considering the workplace as a single space 
that goes from office to home. It consists therefore in rethinking 
the spaces for a new employee experience of all people (office, 
warehouse and workshop).
This design phase aims to complete the transition period and 
lead the Toyota network towards the future of work. 
In addition, the Group companies have anticipated and reacted 
promptly to the new working conditions by providing, for example, 
devices to all employees, such as laptop and company mobile 
phones.
Moreover, in 2022, Toyota restructured its offices to create ‘the 
office of the future’, in line with the design features of the New 
Way of working, whose realization has been accelerated by 
the needs linked to the extraordinary context dictated by the 
pandemic. This complete renovation of the building consists 
in the creation of open spaces and co-working spaces where 
workstations are not assigned, in order to promote collaboration 
and the know-how exchange.
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The need to encourage innovation in all its forms is the basis 
of Toyota’s project to create a Toyota Innovation Hub capable 
of stimulating innovation through the involvement of internal 
and external resources. Open Innovation at Toyota is based on 
the development of a network of relationships with universities, 
student communities, research centers, technology partners and 
startups, but also on feeding a fertile ecosystem to collaboration 
and development of ideas through workshops, contest and 
events that promote the transmission of skills and the knowledge 
exchange.
Since December 2019, KINTO Italia has chosen to support, 
contributing to the development of a Proof of Concept and 
allowing to test the product on the market, the project called 
WiseAir, in which it has recognized the "green" purposes and the 
innovative spirit characteristic of the brand. The product that led 
KINTO Italy to choose WiseAir in this initiative was Arianna, the 
IoT vase designed to accommodate a sensor that can detect air 
quality. KINTO Italia, from this collaboration, has created a new 
project called "Toyota Cares About Air Quality" with the aim of 
carrying out a more accurate air quality monitoring through the 
installation of Arianna vase at 35 dealers of Toyota and Lexus 
network throughout the territory.
The installation project of these monitoring tools started in 
September 2021 and is being completed. Through this project 
Toyota will make an important contribution to local communities, 
from one hand by concretely measuring the impact of mobility 
on the health of all, on the other hand by promoting sustainable 
and environmentally and health-friendly mobility solutions, 
with the aim of ensuring a better future both for our cities and 
for all citizens.
Open innovation
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Another interesting initiative that involves the organization of 
Open Innovation of Toyota Group companies is the creation of 
a Student Community increasingly aware, from one hand, of 
the new trends that are developing in the world of mobility and, 
on the other hand, of the commitment of the Toyota Group to 
meet challenges projected towards a more innovative, inclusive 
and sustainable future of mobility. In the last fiscal year, the 
companies of the Toyota Group in Italy collaborated with the 
most important Italian business schools and universities (e.g. 
SDA Bocconi, La Sapienza University, Politecnico di Milano, LUISS 
Business School, etc.) involving more than 170 university students 
in both master’s and postgraduate courses for a total of: 10 
Lessons and 2 conferences dedicated to sustainable mobility and 
the commitment that the Toyota Group is dedicating to ensure 
a better future. To make everything more engaging, Toyota, 
through the company KINTO, has also organized 7 mobility 
contests where young people had the opportunity to compete 
with the implementation of projects related to the mobility of 
the future. The projects were then rewarded by KINTO with free 
vouchers in mobility services and with the opportunity, reserved 
for the winning groups, to present their idea to the Management 
of the companies of the group.   
Among the ambitious initiatives of the Toyota Group through 
KINTO Italia, we note the birth of the Sustainable Mobility Master, 
which began in November 2021. The Course is a second level 
master’s degree (recognized by the MIUR) entirely dedicated to 
sustainable mobility, designed for managers and professionals, 
born from the vision of KINTO Italia in partnership with LUISS 
Business School. The goal is to support the transition to 
sustainable mobility of our country through a high-level training 
plan aimed at providing participants with the knowledge and 
operational tools to cover emerging professions and new careers 
in the field of mobility design and management as well as the 
specific role of "Mobility Manager". The specialization course, 
officially started on Friday, February 11, 2022, is part of the new 
edition of the II level University Executive Master in Circular 
Economy Management, which was presented on November 
5, 2021 in the beautiful setting of Villa Blanc, in Rome, at the 
headquarters of Luiss Business School. with the interventions 
of Prof. Fabio Orecchini, teacher of the Master, Prof. Matteo 
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Caroli, Associate Dean for Internationalization of Luiss Business 
School and Mauro Caruccio, CEO Toyota Financial Services Italy, 
Chairman & CEO of KINTO Italia. The specialization course in 
Sustainable Mobility is aimed at managers and professionals 
and is organized according to the part-time formula (weekend 
formula) and has a total duration of 12 months with the 
alternation of meetings, innovative seminars, workshops and 
educational activities. At the end of the training course, a project 
work with KINTO Italia and the release of a II level Master's degree 
recognized by the Ministry of University and Research (MIUR) 
will be issued.
KINTO Italia has started to make its know-how available to Luiss 
Business School: within the training course are provided in fact 
the managers testimonies of KINTO Italy and the Toyota Group, 
with the aim of transferring the company’s experience in the 
field of mobility in a profound change phase.
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6.3
SUPPORT TO THE COMMUNITY
he relationship with the territory and local communities plays 
a central role in Toyota’s culture and strategy. As formalized 
in the Guiding Principles of the brand, Toyota "contributes, 
through its activities, to the economic and social development 
of the communities in which it operates". Toyota’s commitment 
to the community has also been included among the Pillars of 
the new Beyond Zero Vision, as an expression of willingness to 
contribute to a better society. In Italy, an important element of this 
path is represented by the collaboration with local and national 
institutions aimed at strengthening awareness of the advantages 
of electrified technologies for sustainable and inclusive mobility.
T
Toyota and collaboration with institutions in support 
of the local community 
• Inspiring Girls: from March 2022 Toyota Motor Italia participates in the international project Inspiring Girls, 
promoted in Italy by Valore D, an association that since 2009 has been committed to gender balance 
and an inclusive culture in organizations and in the country, to which Toyota has been associated since 2019. 
A collaboration in line with Toyota’s Beyond Zero vision, which aims to build an inclusive, prosperous society 
where no one is left behind. The aim of the project is to create in young people the awareness of their talent, 
freeing them from gender stereotypes that hinder their ambition, and thus build a concrete bridge between 
school and the world of work. The ten Toyota testimonials participating in this initiative met during the year 
the students of some schools in North, Center and South of Italy (Naples, Rome, Bari and Milan).
• Special Olympics: in 2020, as part of a global and European agreement, the partnership between Toyota Group 
companies in Italy and Special Olympics Italy was launched, with the aim of promoting the social inclusion of 
people with intellectual disabilities through sport, and according to which Toyota supports the realization of 
the sporting events promoted by the Organization, through the activity of volunteers and providing the cars as 
Mobility Partner on the occasion of the National Games.
• BNKR Toyota Wheel Park: Inaugurated in 2018 by Toyota, the BNKR Toyota Wheel Park is the first skatepark in 
Italy structured to accommodate every sport on wheels and dedicated to athletes, or simple enthusiasts, with 
reduced mobility. The BNKR Toyota Wheel Park is a European project that is part of the global mission of Toyota 
to ensure the best freedom of movement for all, in accordance with the values of the sport and the partnership 
with the Committees of the Olympic and Paralympic Games.
• WEmbrace Sport: WEmbrace Sport is the charity event that took place on October 25 at the Allianz Cloud in 
Milan, organized by Bebe Vio and art4sport, with the aim of promoting integrated sport and demonstrating that 
paralympic sport is in all respects comparable to the olympic one, both from the spectacularity viewpoint, and 
from the emotional and competitive one. As Mobility Partner of the initiative, Toyota has made available to the 
event 2 Toyota Proace and 4 Toyota Rav4,used for transporting athletes and VIPs.
• Lexus and We World Onlus: Lexus supports women’s empowerment against all violence and discrimination and 
the fight against early school leaving, together with We World, an organization that for over 50 years has been 
committed to the respect and recognition of the fundamental rights, in particular, of women and children. Lexus 
and We World collaborated in Poltu Quatu, Sardinia, where a fundraiser was organized on the occasion of the 
finals of Lexus Padel Vip tour, during which famous faces of the show and sports champions were protagonists. 
The jerseys worn by these famous characters and the children’s drawings of We World were auctioned and the 
proceeds donated as support to the project "Women’s Space" against violence on women.
• Theodora: since 2022 KINTO has chosen to be alongside the Theodora Foundation, a non-profit organization 
that since 1995 has been bringing moments of play, listening and smiling to hospitalized children and their 
families. A partnership that stems from the sharing of common values and the importance of the centrality 
of the person and his needs. Through this partnership, KINTO wants to underline its active role in generating 
benefits at every level and contribute to evolving towards a new model of society, where everyone – individuals, 
companies, local communities – can make their contribution to increasing collective well-being.
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During the emergency period from Covid-19, Toyota Italia Group, 
together with its commercial partners (dealers) on the territory, 
supported the Italian Red Cross through the provision of a fleet 
of about 100 vehicles for some home care activities and for the 
delivery of medicines and basic necessities.
This collaboration was renewed in 2022 to meet the need for 
assistance caused by the conflict in Ukraine. On that occasion, 
Toyota at European level supported humanitarian efforts by 
providing direct humanitarian assistance to Ukrainian employees, 
their families and Ukrainian refugees, as well as through 
corporate donations of up to 2,5 million euros, to which Toyota 
Group companies in Italy and their employees and dealers also 
contributed. In fact, the Toyota Humanitarian Aid Fund has been 
established, to which all Toyota Europe employees can make 
donations, which will be added to those of the company.
Toyota Italia’s commitment to local communities does not stop 
at the vehicles supply and the institutional world. In fact, sport 
has always played an important role in the brand’s culture. In line 
with the global initiative launched in 2017 'Start Your Impossible', 
Toyota, aiming to give everyone maximum freedom of movement, 
embraces and supports the values of sport, who find their raison 
d'être in facing new challenges and overcoming their limits. In 
addition to the long-standing partnership with the Italian National 
Olympic Committee (CONI) and the Italian Paralympic Committee 
(CIP), the Toyota cars equipped with the latest Full Hybrid Electric 
technology were the official cars of the Giro d'Italia from 2019 
to 2022. For the 105th edition of 2022, the new Toyota bZ4X will 
debut, the first model of the new Beyond Zero family of zero-
emission battery electric vehicles, which will accompany athletes 
in the stages of the tour. At last year’s lap, the fleet of RAV4 Hybrid 
and Corolla Touring Sports Hybrid used in the various stages 
and the presence of Mirai at the final stage helped to reduce 
emissions of pollutants during the race, traveling in ZEV mode 
for over 50% of the time.
Among the other sporting events sponsored by TMI, the Giro E, 
non-competitive race characterized by the use of e-bikes, and the 
Deejay Ten, non-competitive races organized by radio Deejay that 
for years bring together runners of all categories and different 
Italian cities, were further demonstrations of Toyota’s commitment 
in this area. Finally, it should be noted that also this year Toyota 
was the official car of the Milano Marathon, a collaboration in line 
with Toyota’s vision and which confirms the Group’s commitment 
to ensuring the widest possible freedom of movement and 
contributing to the improvement of society and people’s living 
conditions, in harmony with the environment.
Figure 20
Toyota for Special Olympics.
During the Brit dealership award 
trip in September 2021 in Puglia, 
TMI purchased 213 Ulivi for Coldiretti 
with the aim of reintegrating 
the environmental flora strongly 
threatened by Xylella (bacterial 
pathogen of plants).
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6.4
THE ENGAGEMENT OF DEALERS
oyota’s impact on the territory does not stop at the initiatives 
promoted by the company but is powered by the constant 
commitment that the dealers of the Toyota and Lexus network 
apply locally. This commitment is evidenced primarily by the quality 
of environmental management systems, certified ISO 14001:2015 
for 98% of Toyota and Lexus dealerships. But the contribution of 
the network also extends to active participation in the territory 
protection through the promotion of dedicated initiatives and 
projects, concerning the use of renewable energy, environmental 
compensation projects and support for local environmental 
events. Dealers are also playing an increasingly important role in 
promoting sustainable mobility, contributing to the development 
of a widespread network of charging infrastructures for electric 
or electrified vehicles and encouraging the spread of low-impact 
cars such as PHEV and BEV. In addition to numerous initiatives to 
protect the environment, in support of people with disabilities 
and in the field of sport, the relationship between the dealers 
and the local communities is divided into a series of projects 
ranging from support to hospital departments for the renovation 
of premises or the provision of medical equipment, donations 
to non-profit associations and organizations to support the 
less well-off or other disadvantaged groups, through support 
for education, at local and international level. The link with the 
territory is a fundamental element for the brand success and it is 
a concept fully assimilated and put in practice by dealers, often 
protagonists, through sponsorships and collaborations, of major 
and local events. It is through these initiatives that the Toyota and 
Lexus network shares with the society the value that it helps to 
generate, reinforcing the sense of community of which the brand 
and its network are an integral part.
T
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TD CAR - Ragusa
Installation of a plant with 
a nominal power of 20 kW capable 
of generating renewable electricity 
able to cover about 50% 
of the site needs.
TWIN CAM - Latina
Installation of a plant with 
a nominal power of 40 kW capable 
of generating renewable electricity 
able to cover about 50% of the site.
RIOLO - Palermo
Recovery and recreation 
of a botanical garden within 
complex of the twelfth century 
called Maredolce - Favara park, 
with collaboration of dealer 
employees.
FERRI AUTO - Venice
Collaboration with the Italian 
Environmental Fund (FAI) for the 
redevelopment of Villa dei Vescovi 
with teambuilding activities 
for the dealership staff.
AD MOTORS - Turin
Installation of a plant with 
a nominal power of 200 kW 
capable of generating renewable 
electricity able to cover more 
than 50% of the site needs.
CS MOTORS - Scarmagno (TO)
Installation of a plant with 
a nominal power of 20 kW 
capable of generating renewable 
electricity able to cover about 37% 
of the site needs.
CORVI - Genzano (RM)
Tree planting project in the 
Olmata area, along the river near 
Genzano di Roma.
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101
Mobility that places 
people at the center
 
 
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102
7.1
CUSTOMER EXPERIENCE
ith Customer First and Quality First concepts, the brand 
and its affiliates business development strategy is focused 
on the centrality and full satisfaction of the people who choose 
Toyota and Lexus for their mobility solutions. As mentioned 
above, this objective is one of the cornerstones of the Beyond 
Zero Vision, which aims to take care of every aspect of the Toyota 
and Lexus customer experience to “earn the customer’s smile”, 
a goal expressed in the Toyota Global Vision.
In this sense, the relationship with customers is fundamental 
to Toyota Italy and the dealer network is the main touch point 
with the consumer, a strategic element useful to transmit its 
values, learn the customer's point of view, and prompting a 
constant improvement of its services. Toyota Italy’s attention 
to its customers is the result of a holistic involvement that is 
based on three main pillars: an extreme attention to customer 
experience, a consolidated product communication strategy 
based on quality, reliability and respect for the environment, and 
a strong involvement of the dealer and service network that is 
summarized in the concept of Best Retailer in Town (BRiT), i.e. 
becoming the best dealer in the local community.
Today, particular attention is paid to the continuous improvement 
of the network's capacity to offer a high-quality service through 
the rigorous implementation of Toyota standard processes, 
which are adapted to the local level. In order to promote this 
approach, Toyota Italy has decided to question the organizational 
model of the dealers, through the development and release on 
W
CHAPTER 7
TOM project
Toshiko updates and TSM certification
Each role in the dealership has been revised by providing for each of them a punctual job description 
and a dedicated training plan with relative skills certification, structured and delivered by the Toyota Academy.
An additional 9 dealers were involved in FY 22, totaling 45.
In the same FY, a plan was also implemented to modernize the processes and tools to support the dealerships. 
In December, the after-sales module of the Toshiko platform was released, which provided for the process review 
at each service point. Specific training courses and tutoring activities have been provided at each service point, 
allowing the acquisition, for 85% of the network, of the Toyota Service Management (TSM) certification, that is the 
certification that the processes are in line with the after-sales standards. This result is still the best ever recorded 
by Toyota Italia.
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103
the network of the TOM-Target Organizational Model project, 
through which the company supports the dealers in reviewing 
their organization, in order to make it more dynamic and able 
to respond to a changing market toward new mobility services 
and increasingly digital interaction channels. Another important 
aspect linked to the release of Toshiko, the platform that allows 
Toyota and Lexus dealers to manage all sales and after sales 
processes, is the customer data centralization. This allows to 
have all the information on customers and events involving 
Toyota and Lexus vehicles in real time, useful to improve the 
customer experience with an increasingly personalized individual 
communication, allowing to model the mobility offer on the 
customers needs.
With the aim to support this process of of personalizing 
communication, in FY 22 the development of an omni-channel 
communication system continued , using a marketing automation 
platform. All customers receive communications regarding new 
products, services and accessories consistent with the age and 
history of their vehicle and their behavior on the company's digital 
and physical contact channels. In order to improve this function, 
in FY 21 the migration to a European ecosystem took place, 
with a consequent increase in the potential of the Toshiko and 
Marketing Automation platforms, such as the online reservation 
service integration and the innovative Service Remind System 
2.0, the automatic reminder system to schedule the service in 
the workshop for service and maintenance on the car, aimed at 
improving customer experience.
As far as Lexus is concerned, the constant application of the 
principles and values of the brand is ensured through “mystery 
shopping” and “mystery call” activities, essential tools for 
monitoring the experience of a hypothetical “mystery shopper” 
during the moments of contact with Lexus dealers. Starting 
from 2022, this type of mystery, defined as physical, is flanked 
by the remote one (leads) that manifests itself through digital 
channels, such as telephone, e-mail and video call. Therefore, 
all these instruments allow the monitoring of the dealers' omni 
channel and the attribution of a score based on the star rating 
scheme between 0 and 5 stars. The star result, not only rewards 
dealers in economic terms, but also rewards the most virtuous 
behaviors through the “Kiwami Awards”, recognition given to 
the top 10 European dealers on the basis of respect for the 
brand's core values and for which it reached its sixth edition in 
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2022. Currently, 93% of the Lexus network achieved a result of 
at least 4 stars (+6pp vs FY 21) and 45% of locations that have 
been awarded the excellence, i.e. 5 stars in the Lexus experience 
2.0 (including mystery leads).
Toyota Financial Services provides end-users with financing 
and purchasing solutions characterized by maximum flexibility 
and customization, made possible also by the optimization 
of existing services, as in the case of the Toyota Easy family 
products which, in addition to guaranteeing the minimum value 
of repurchase for the whole duration of the plan, allows to choose 
the amount of each installment, to cancel a payment and to 
reduce or extend the financing duration, by favoring the full 
autonomy of management and adaptation to the physiological 
unforeseen events of the current historical moment. Moreover, 
the moratoriums management was important, a physiological 
consequence of the pandemic situation both for the end 
customers and for the dealer network, for which TFSI continued 
its activity in support of the customers. Although the time limit 
laid down by the rules was 31 December 2021, TFSI has always 
accepted requests for the postponement of installments in cases 
where there is temporary economic difficulty. Furthermore, TFSI 
introduced a structured request process for debt renegotiation 
or restructuring, allowing customers to request it directly from 
the customer portal or through the network of recovery agencies. 
Support that was also felt during the period of delays in the 
production and delivery of new vehicles, during which TFSI 
postponed the final installment payment in order not to create 
further inconvenience to the customer.
The attention to the customer is also expressed in offering timely 
and quality assistance. TFSI has certified the efficiency and quality 
of its contact centers according to the international standard 
ISO 18295, which goes in addition to the ISO 9001 certification 
for the quality of all business processes.
TFSI’s customer service is monitored by sending a satisfaction 
questionnaire after each intervention. The response rate recorded 
in FY 22 was approximately 50% (+8 pp compared to FY 21) with 
a Customer Satisfaction Index of 92% (+9 pp compared to FY 21).
In FY 22, the constant commitment and attention of TMI and the 
dealer network on the Sales and Service Net Promoter System22 
indices, both for Toyota and for Lexus, led to the achievement 
of 2 targets out of the4 fixed (Toyota Sales and Lexus Service 
22  System introduced in 2014 to measure the customer perception in relation to the experience lived with the brand in two key moments: the new 
car delivery (NPS Sales) and the car repair/maintenance (NPS Service).
— CHAPTER 7
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with target achieved, while Lexus Sales and Toyota assistance 
not achieved), recording a general increase in score compared 
to the previous year. This increase is due to an improvement in 
external factors (normalization of markets - easing of pandemic-
related restrictions – no lockdown) and internal factors linked 
to the efforts made by TMI to activate a tutorship system for 
dealers, aimed at improving the underperforming dealers 
processes. In particular, the NPS assistance rose by 3.8 pp for 
Lexus (82.1 in FY 22 compared to 78.3 in FY 21) and 0.7 pp for 
Toyota (81.2 in FY 22 compared to 80.5 in FY 21), while for the 
Sale the NPS for Toyota rose by 5.9 pp. (80,7 of FY 22 compared 
to 74,8 of FY 21), while Lexus recorded a drop of 1.2 from 82.2 
of FY 21 to 81 of FY 22.
TIS and AND-E have also structured a contact center aimed 
at anticipating and satisfying the customers needs, both in 
the field of claims and in terms of contractual management. 
Currently, branches are also working to identify appropriate 
performance-monitoring indicators to structure an effective 
monitoring system.
With “One Toyota” in mind, the customer experience targets the 
end-customer satisfaction.
In the perspective of increasingly integrated services, Toyota 
companies are in fact working on the development of a single 
contact center for the customer to manage the customer with 
a unique perspective on the main demands of the companies 
group, from financial management to insurance management, 
from mobility to product.
Sustainability is an integral part of Toyota, of its products and 
services, and how they are manufactured and marketed. To 
this end, WeHybrid represents a real “ecosystem” complete 
with technologies and services, cross company within the 
Toyota Group in Italy, which aims to promote a sustainable 
mobility with zero emissions, where the protagonist is the car 
user: the more the customer drives in zero-emission mode, 
the greater the benefits he can access. Customers can join 
WeHybrid
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the “WeHybrid” community by activating the connected 
services of their car and accepting the terms and conditions 
included in the dedicated section of the MyT App. WeHybrid 
app makes the customer experience digital and, above all, 
easy: it is easy to track your results as well as access your 
benefits (vouchers can be downloaded directly into apps).
WeHybrid was launched with the introduction of Yaris in 
2020 with 3 pillars (insurance, service and challenge), then 
expanded with Yaris Cross (credit and school) and is now 
available on Yaris Hybrid, Yaris Cross, Toyota C-HR, RAV4 
and Corolla.
•	
WeHybrid Insurance: a complete and free RC insurance for 
the kilometers driven in zero emission mode. As a matter 
of fact, the cost per kilometer, with a value of 4 cents, 
applies only to the mileage driven with the combustion 
engine running. This insurance represents a real 
commitment to the environment, allowing considerable 
economic savings over the year for all customers who 
will choose sustainable mobility solutions, committing 
themselves to changing their driving habits in accordance 
with the efficient use of their vehicle. It should be noted 
that since the launch of these services in September 
2020 until 31 March 2022, 15.281 customers have joined, 
covering about 111.5 million km 46% of which in zero-
emission mode, with 51.29 million km free for insurance 
purposes. Currently, 9 out of 10 WeHybrid Insurance 
customers have chosen to combine Collision insurance 
with RC insurance, which provides for reimbursement 
of damage even in the event of an accidental collision 
with another vehicle. The RC and Collision insurance 
combination provides a cost per kilometer of 6 cents, 
applied only if the combustion engine is running.
•	
WeHybrid Service: a maintenance service thanks to 
which the increase in kilometers driven in zero-emission 
mode reduces the cost of the service. Driving in zero 
emission mode reduces wear and tear on many vehicle’s 
components, thus reducing maintenance costs.The 
service also offers access to a discount system for which 
the higher the percentage of average distance driven 
in zero-emission mode, the higher the percentage of 
maintenance discount.
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107
•	
WeHybrid Challenge: a real prize operation dedicated 
to the first customers who choose to book a new model 
online (Yaris 2020, Yaris Cross 2021 and Corolla Cross 
2022). By optimizing the drive in zero emissions mode, 
customers can accumulate Toyota Green Credits, 
convertible into digital vouchers to be used through the 
KINTO GO App for the mobility services offered by the 
platform, such as metro tickets, buses, taxis, parking 
and events.
•	
WeHybrid Credit: Starting from FY 22, “Wehybrid Credit” 
will be active for all Toyota Easy customers who are 
members of the WeHybrid program. The customer gets 
Green Credits when he reaches predefined thresholds 
(usually from 500km) based on the zero-emission 
mileage. The accumulated credits can be converted into 
vouchers for the KINTO GO app, the application that 
allows the customer to pay tickets for public transport, 
taxi service, parking and micro-mobility. Alternatively, 
if the customer keeps the credits and uses them at the 
end of the financing, these become a discount on the 
final maxi-rate in case of renewal.
•	
WeHybrid School: a moment of contact with customers 
to discover the program's potential and how to get 
the most out of both their Toyota Full Hybrid and the 
WeHybrid program in terms of fuel and emissions. Lots 
of benefits to be exploited in service, insurance or in 
the virtual portfolio, offering customers an ecosystem 
of advantages. Benefits that customer can discover 
both through the tutorials that will be available in the 
WeHybrid app and in the WeHybrid School lessons that 
will be available again in September 2022.
•	
WeHybrid Race: WeHybrid is a customer-centric 
ecosystem, with the aim of transforming the customer 
into the main spokesperson, a true ambassador of the 
Brand and of the Full Hybrid technology. For this reason, 
thanks to the WeHybrid Race, real challenges that will 
test customers and that will be launched in the coming 
months, the Brand wants to strengthen its community 
and the sense of belonging to the Toyota world.
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oyota believes that communication is an essential element 
of the customer engagement and the loyalty process. 
Several aspects are considered in the structuring of an effective 
communication that manages to convey not only the features 
of the brand's mobility offer but also its values. Among these, 
there are three main levers of Toyota's communication strategy: 
Sustainability, Challenge and Emotion.
7.2
TOYOTA’S COMMUNICATION 
CHANNELS
Figure 21
The main values communicated by TMI.
T
TMI’S COMMUNICATION STRATEGY
Sustainability
Challenge
Emotion
1.	 Toyota’s sustainable strategy today is summed up in the 
concept of going beyond, “Beyond Zero,” and is divided 
into four main action areas:
•	
The confirmation of leadership in electrification: thanks 
to more than 20 million electrified vehicles introduced 
on the roads around the world in the last 25 years. The 
leadership is based on a multi-technological approach 
to electrification, which sees the diversification of 
technological solutions as the most efficient path toward 
carbon neutrality and, for this reason, considers all the 
electrified solutions with very low or zero environmental 
impact currently available (HEV – Hybrid Electric vehicle, 
PHEV – Plug-in Hybrid Electric vehicle, BEV – Battery Electric 
vehicle, FCEV – Fuel Cell Electric vehicle). Each of the 
electrified technologies will contribute to the transition to 
a more sustainable future, responding to different mobility 
needs depending on their characteristics.
•	
A memorable Customer experience: with the ambition 
to exceed the Customer expectations with durable, safe, 
reliable products, making every opportunity to meet them 
precious, ensuring maximum safety and an extraordinary 
experience of ownership or use, providing all customers 
with tangible benefits.
— CHAPTER 7
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109
•	
Take care of Mobility for All, creating an ecosystem in 
which everyone, regardless of age and skill level, will have 
the right tool to move freely and responsibly, in the right 
place, at the right time. KINTO is Toyota's mobility services 
platform set to grow in the spirit of Start Your Impossible: 
if everyone can move, nothing is impossible. An integral 
part of this strategy is the proximity to the world of sport, 
disability, training, and the territory where to act with 
activities of inclusion, involvement and enhancement of 
diversity.
•	
Contribute to building a better society, sustainable and 
inclusive, that can grow and thrive in harmony with the 
environment, to leave no one behind. Toyota is building 
in Japan, at the foot of Mount Fuji, Woven City23, which 
will be a living laboratory where to experience the true 
value of an ecosystem based on new technologies for the 
creation of a better society.
•	
The challenge theme, that is overcoming the limits, 
and an advanced and accessible mobility vision for all, 
overcoming every barrier, that finds full representation 
in the partnership with the Olympic and Paralympic 
Committees and the events promoted by them.
•	
Toyota Gazoo Racing is the brand used by Toyota in the 
field of motorsports, in which it has been competing 
for over 60 years. The Gazoo Racing platform is used to 
communicate world and local events and to demonstrate 
Toyota's credibility in combining technological innovation 
and reliability with more passionate aspects typical of the 
sports world. Following the spirit of Toyota’s commitment 
to motor sports, the concept behind communication in 
this area is “Push limits for better” – the valuable role 
of competitions as a test of technology, reliability, and 
continuous improvement. Moreover, from July 2021, the 
new GR Yaris is the protagonist of the first single-brand 
championship of Toyota Gazoo Racing Italy, the GR Yaris 
Rally Cup, presented in Olbia at the Rally Italia Sardegna.
2.	 Start Your Impossible concept is based on the value of 
“challenge”, developing along two paths:
3.	 The value of emotion finds its own maximum expression 
in the Toyota Gazoo Racing as the third communication 
lever, and is built upon a main pillar:
23 For further information: https://www.woven-city.global.
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lthough quality is a cross-cutting concept for Toyota's 
entire business, the spirit of constant verification and 
continuous improvement is particularly relevant to the brand's 
products in order to achieve two important goals of its Vision: 
ensuring quality and ensuring safe and responsible mobility.
The excellent safety tools that equip Toyota and Lexus vehicles, 
and which have repeatedly ensured the brand’s models the 5-star 
Euro NCAP24, the highest recognition in the field of safety in the 
automotive industry, are just one of the aspects that contribute 
to ensuring effective quality and safety. Toyota ensures that local 
subsidiaries play a decisive role in this regard in the intermediate 
life of the product. Through its Technical Services Department, 
Toyota Motor Italia constantly monitors and checks faults reported 
by the customers or the network, analyzes the nature of these 
faults and determines whether this is a fault with a potential 
safety impact, related to elements no longer compliant with the 
current homologation legislation or related to aspects not directly 
impacting vehicle’s safety but with a significant impact on its 
performance. These analyzes are then formalized in a report that 
is sent directly to the Head Quarter for the evaluation. Based on 
both quantitative and qualitative data, TMC can therefore launch 
a so-called recall campaign, including all vehicles affected by 
the defect, working promptly to resolve it and thus preventing 
any consequences. These campaigns are a peculiarity of the 
brand's great attention to the quality and safety of its products. 
The reporting process described does not necessarily end with 
a recall. However, the continuous feedback provided by the 
subsidiaries allows TMC to include in subsequent productions 
and designs improvements aimed at progressively increasing 
the quality and safety of its products, in a Kaizen perspective. 
And it is also thanks to the capillarity of these analyzes that for 
the FY 22 TMI has confirmed the absence of noncompliance 
cases with the current legislation on vehicle safety which have 
led to fines, penalties, or notices by the competent authorities.
A
7.3
QUALITY AND SAFETY 
OF PRODUCTS AND SERVICES
24  A 5-star rating means “excellent overall impact protection and a well-equipped vehicle with comprehensive and robust collision technology” 
(Source: https://www.euroncap.com/it/info-su-euro-ncap/come-leggere-le-stelle/).
— CHAPTER 7
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111
7.4
OUR VALUE CHAIN
Procurement is an important aspect of the business of Toyota 
companies in Italy, as it has a high impact on the economic 
sustainability of the organization and its value chain. Procurement 
turns out to be an important aspect of the business of Toyota 
Italy companies, as it has a high impact on the economic 
sustainability of the organization and its value chain. which 
also allow to evaluate the commitment of the business partners 
with regard to sustainability issues and the company's values 
both during the selection and the execution of the commercial 
relationship. To this end, each company has provided a set 
of criteria - including overall competitiveness, determined 
by technological capacity, prices, delivery reliability, quality, 
economic and financial stability - and monitoring tools, see 
Figure 22, which also allow to evaluate the commitment of the 
business partners with regard to sustainability issues and the 
company's values both during the selection and the execution 
of the commercial relationship. This is particularly relevant in 
the selection and conduct of relations with suppliers when it 
comes to conflicts of interest and corruption. As confirmed by 
the various Codes adopted, Toyota Italy companies pledge to 
extend, through special contractual clauses, the commitment 
against active and passive corruption also to commercial partners 
through a threefold effort:
Preliminary reputation 
and integrity checking
activities.
Sharing of the 
“Anti-Corruption Policy” 
adopted by TMI.
Statement of
Compliance.
1
3
2
Figure 22
Suppliers preliminary control 
procedure adopted by Toyota Italy 
for anticorruption.
Our value chain - Suppliers
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Specifically with reference to TMI, suppliers are also required 
to confirm, during contractual subscription, to operate in 
conformity with the law and, in many relations, with environmental 
legislation, operating with honesty, avoiding conflicts of interest, 
complying with the Code for the Protection of Personal Data 
(D. Lgs. No. 196/2003) and ensuring the integrity of staff and 
a healthy working environment. In addition, Toyota companies 
in Italy are committed to actively promoting local supply and 
production, to contribute to the economic development of the 
country and the community in which it operates. With regard 
to socio-environmental aspects specifically , through the 
consultation of the databases Accredia TMI maps its business 
partners based on their commitment and their compliance for 
quality, environment and safety at work, verifying the presence 
of the relative certifications ISO 9001 (Quality), ISO 14001 
(Environment) and OHSAS 18001 (Health and safety at work). 
The company also has a tool to monitor the sustainability of its 
supply chain, with reference to economic, environmental and 
social variables. Every year the company carries out an in-depth 
mapping of the so-called “strategic” suppliers, identifying the 
level of risk – in terms of security and strategic perspective for 
the companies’ business – of reliability, of the impact on the 
operational continuity and possible certifications in terms of 
quality, environment and safety at work.
The procedures of TFSI and KINTO Italia also provide that all 
agreements / relationships with suppliers are established only 
after a thorough control of their reputation and integrity has 
had a positive outcome, having obtained adequate evidence 
of their business conduct in compliance with applicable laws 
and regulations. All suppliers must comply with the guidelines 
set out by the Antitrust regulation and the Code of Ethics. In 
addition, each new entity subject to the qualification process 
of the KINTO Italia or TFSI register must be evaluated by the 
department that applies for its registration.
Based on the process described, Toyota companies in Italy 
assess the impact that a single supplier could have on business 
continuity, which is crucial to monitor the economic sustainability 
of supply chain.
— CHAPTER 7
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113
The dealer network plays a major role as it represents the local 
implementation of Toyota's business strategies and vision. In 
fact, it is the last link of the company’s value chain, in direct 
contact with the customer. The importance of the network for 
local communities and the end customer finds its fulfillment 
in initiatives involving dealers and, above all, in the BRiT (Best 
Retailer in Town) project. The Best Retailer in Town is the dealer 
that best embodies Toyota's principles and values by spreading 
and broadcasting them locally. The Best Retailer in Town is 
the dealer who best embodies Toyota's principles and values 
by spreading and transmitting them locally.
The current dealer network, which operates under the 2018 
Franchise Contract renewal and that expires in 2023, consists 
of 66 partners for Toyota, and 26 for Lexus, for a total of 191 
Toyota (sales and service) and 36 Lexus dealer sites, operating 
throughout the country.
Therefore, dealers’ performance is monitored and evaluated by 
Toyota, which has set up an award system for the most deserving 
dealers, called the BRiT Award. It is a monthly monitoring 
system for the main indicators relating to different business 
areas, with a focus on both results and process structuring. 
The indicators mainly consider the People area, the Customer 
Centricity area, the Toyota Way area, and Business Sustainability 
area. A BRiT Readiness Index is defined by the combination 
of these indicators. At the end of the program, the 18 dealers 
with the highest BRiT Index are rewarded by participating in 
an experiential trip with Toyota and Lexus Top Management.
To monitor network satisfaction with the brand, reference 
has historically been made to the Dealer Stat survey carried 
out by the Quintegia company, which publishes the results 
annually. In the 2022 survey Toyota won the 2nd place in 
the overall ranking and 1st among the generalist brands. 
Particularly appreciated by Toyota dealers were: the product 
strategy - characterized for many years by the diversification 
of its electrified range - the ability to retain its customers 
Our value chain – Dealers
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114
and generate growing business in the long term through the 
ecosystem of services offered (including connectivity and 
maintenance packages), the competence and understanding 
of the business by Sales Management and rental, financial and 
insurance services, categories in which Toyota was the first. 
In the sales and after-sales training category Toyota was first 
among the generalist brands.
Among the topics under investigation, support for environmental 
and social sustainability initiatives has been included for the 
first time since this year, in which Toyota placed 1st and was 
characterized by the support and stimulus provided to its 
network for sustainability initiatives and pathways. In the same 
category, Lexus, the premium brand of the Toyota Group, was 
second.
Green Retailer Program (GRP): a program that Toyota has launched to accompany the dealers on an 
environmental leadership path, in order to achieve specific ESG and environmental impact reduction objectives 
related to the activity of Best Mobility Partner by 2025.
The objectives identified are:
- a 18% reduction in CO2 emissions by the FY 25 for 80% of dealers;
- a 3% reduction in water consumption by the FY 25 for 80% of dealers.
This project complements the robust Environmental Management System in accordance with the international 
standard ISO 14001:2015, started since 2003, common to all Toyota companies in Italy and that since 2008 has also 
been extended to authorized Toyota and Lexus dealers and service centers. 
It will be developed in various stages, the first of which is the collection of general information through the 
NET portal regarding dealer structures, necessary to define the baseline on which to objectively measure the 
improvements that will be introduced over time.
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115
In January 2022, NET was launched, a network consumption 
reporting project with a focus on the use of water and energy 
resources. The NET Portal has replaced the applications 
dedicated to environmental issues used up to now through 
the DES Portal. One of the Portal objectives is to allow a timely 
and correct data collection related to energy consumption 
with consequent automatic calculation of the CO2 produced. 
Just 6 months after launch, 80% of the network reported 
information about its consumption. The objective of this 
reporting initiative is precisely to monitor the environmental 
impact of the individual dealer and the network in general.
During FY22, in accordance with the Green Retailer Program 
objectives outlined above, TFSI launched a Sustainable Finance 
project to support the investments of the dealers of the official 
Toyota and Lexus network in ESG projects and initiatives.The 
final objective of the project is to make credit lines dedicated 
to financing ESG projects available to partner dealers that 
meet sustainability standards.In the first phase, the focus was 
on a thorough data collection activity, which was carried out 
through the provision of a survey involving all dealers with a 
mandate from Toyota and Lexus. In the course of next year 
the project will enter the most significant phases that will be 
addressed in a specific activity of training to the network and 
a careful gap analysis with respect to the defined standards 
so as to structure the logic of rating that will represent the 
driver to identify the dealers worthy of dedicated credit lines.
NET Project
TFSI Sustainable Finance Project
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116

117
Toyota’s people: 
the engine of the future 
 
— CHAPTER 8

118
CHAPTER 8
8.1
THE CHARACTERISTICS 
OF TOYOTA’S WORKFORCE
eople represent for Toyota one of the fundamental pillars 
of business success. The Toyota Way values adopted by all 
the Group’s companies at pan-European level are expressed 
in different behavioral parameters depending on the reference 
sector. TMI, consistent with TME’s approach, has synthesized these 
values in the 5C (Collaboration, Curiosity, Creativity, Coaching, 
Courage) that are placed as references in the expected behaviors 
within the organization, in a phase of great transformation of 
the business model. TFSI and KINTO are working on specific 
behavioral references for the financial sector and new mobility 
solutions. In general, in the new Toyota Way, the broader concept 
of Respect for People remains central, which finds its realization 
in creating the best possible conditions to express the potential 
of each employee, enhancing the various talents present in 
the Company and promoting their inclusion. Therefore, Toyota 
companies are working on improving the employee experience. 
Among the most important initiatives, TMI has developed an 
Employee Experience that allows to foster the development 
of employees in terms of skills and increase their motivation 
through the development of the following 3 main pillars of the 
Employee Journey - Attract, Develop, Retain:
P
Figure 23
Employee Journey.
DEVELOP
RETAIN
BONUS
BASE 
SALARY
PIANI DI 
CARRIERA
PROMOTION
JOB ROTATION
INTERNATIONA
ASSIGMENT
TALENT 
MANAGEMENT
TOTAL 
REWARD 
STATEMENT
COMPENSATION
APPRAISAL
COMP
PERF
 
ATTRACT
RECRUITMENT 
& ONBOARDING
EMPLOYER
BRANDING
ATTRACT
COLLEGAMENTO 
TRA PROCESSI
— CHAPTER 8

119
TOYOTA’S PEOPLE: THE ENGINE OF THE FUTURE
As part of the Employee Journey, Toyota is accelerating the path 
to digitize the touch points with the employees, to facilitate more 
and more continuous experience both remotely and in presence 
as well as to foster greater productivity and an increasingly 
Data-Driven HR management (recent examples are the use of 
digital platforms such as Yumi to support 360° feedback on the 
application of new Toyota Way values and 5C). 
The current organizational model of Toyota companies is a 
Customer Centric model, aimed therefore at creating the 
best possible customer experience, which presents a Lean 
Organization, characterized by a streamlined structure oriented 
to the processes efficiency, with a maximum of four levels within 
the organization.
With reference to the data of the Group’s companies on 31 
March 2022, TMI has a company population of 211 employees, 
100% permanent. Part-time employment accounts for 5.2% of 
employees, exclusively women. TFSI and KINTO have a company 
population of 133 employees, of whom over 95% are permanent 
employees. Finally, regarding TIS and AND-E, whose data refer 
to 31 December 2021, the company’s population consists of 53 
employees, in this case with over 92% permanent.
On 31 March 2022 for TMI, TFSI and KINTO and on 31 December 
2021 for TIS and AND-E, 100% of employees are covered by 
collective bargaining.
— CHAPTER 8

120
Planned participation in at least 
one Career Day each year.
Development and communication 
of dedicated training activities, 
among which training on 
electrification and Beyond Zero.
Social activation on Linkedin 
with a dedicated editorial plan to 
present to the outside world the 
activities proposed to 
employees and those related to 
Corporate aspects.
Review and implementation
of a new official website page 
dedicated to job search.
Figure 24
TMI Employer Branding Plan activities.
8.2
TALENT ATTRACTION 
AND SELECTION
rom April 2021 to March 2022 there was a slight increase in 
the number of hires compared to the previous year. TMI has in 
fact hired a total of 12 new employees and guaranteed training 
to 5 new resources in internships, while TFSI and KINTO recorded 
11 hires. In the period between January and December 2021, TIS 
and AND-E hired 8 resources.
The new resources are selected through a rigorous process aimed 
at identifying potential women and men who have an appropriate 
profile and in line with the business values and the skills required 
by the vacant positions.
As far as outgoing turnover is concerned, very low values are also 
confirmed for FY 22, to witness an excellent ability of the company 
to retain its talents, element that mitigates the need to introduce 
new resources into the company.
Despite this, Toyota companies have taken several actions in 
recent years to improve the process of research and attracting 
talent in their organization, including participation in Career 
Day, interventions at university masters, activation of searches 
on LinkedIn and, not least, strategic support from specialized 
recruiting companies and headhunters has been expanded. 
Furthermore, with regard to TMI, the strategic attraction plan 
implemented in FY 22 includes 4 main activities:
F
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121
In the last 3 years TFSI and KINTO, as part of the wider Open 
Innovation strategy, have established fruitful collaborations 
with 13 of the most important Universities and Business Schools 
recognized at national and international level.
In order to bring young talent closer to the world of sustainable 
mobility and new mobility promoted by Kinto, over 500 
students from different Universities (La Sapienza, SDA Bocconi, 
Politecnico, LUMSA, LUISS) have been involved in over 15 
lessons and conferences, 8 challenges, 31 projects and 8 
contests. Some of the students from these Communities have 
expressed their interest in joining the Toyota Group companies, 
have submitted their application and have been included in 
the recruiting processes. Currently 8 former students work 
within TFSI and KINTO.
In November 2021, the first Executive Master in Sustainable 
Mobility of Luiss Business School started, with the partnership 
of Kinto. Toyota Financial Services contributed by providing 
scholarships for the most deserving students, for a total value 
of 115.000 euros.
The Master will allow Kinto to significantly increase its visibility 
and brand awareness, having an important impact also on 
employer branding and talent acquisition.
Welfare & New Way of Working
Welfare has taken on an increasingly important role in the company’s HR policies aimed at staff well-being. 
The whole remuneration package, which also includes tangible and intangible benefits offered to employees, 
is included and quantified in the Total Reward Statement. This document is updated and shared annually with 
each employee in TMI and is being built for the other companies in the Group. Benefits also include a wide range 
of employee welfare services such as a company gym and on-site qualified instructors, as well as benefits such as 
health insurance and third-party health check-ups.
Finally, remote work is becoming increasingly important. During pandemic period, the entire company population 
worked remotely, with the exception of warehouse workers and workshop operators for whom physical presence 
is essential for the purpose of the work.
The Group is now defining the guidelines for new working methods. Toyota companies have defined the 
cornerstones of the New Way Of Working in the post-pandemic phase, defining both a real Manifesto, shown in 
the figure, and a new architecture for smart-working management. The aim is to review in a holistic way the work 
experience, looking beyond the emerging aspect and preparing for the new context characterized by the 
so-called Hybrid Work. A percentage of remote work equal to 40% of the days per month is suggested, leaving 
the flexibility in planning to the Line Manager, while respecting the operational needs and work-life balance.
With regard to engagement, employee satisfaction is monitored daily through the App Beaconforce, introduced in 
2019 and dedicated to the constant monitoring of motivation and involvement of all members of the Toyota team 
(in March 2022, users registered on the App are about 91% of employees) and, in the case of TMI, also thanks to 
the biennial European survey, the Employee motivation Survey (EMS). In the last EMS of July 2021, TMI reached an 
engagement Index of 87%, ranked among the best Toyota subsidiaries in Europe. Based on the results, a business 
and departmental action plan was developed, in line with Kaizen’s corporate philosophy, to work on the identified 
improvement areas (specifically: Workload optimization, Career Management and Feedback management).
TFSI and KINTO have also carried out a biennial European engagement analysis, called PULSE, reaching 95% 
response rate, among the highest levels in the Region. Based on the results, a business action plan has been 
developed to further strengthen the key areas and work on the identified improvement areas (specifically: 
Work Life balance and Performance Management).
Figure 25
Manifesto del New Way of Working.
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122
A
s a strategic resource for the company, the Toyota Group 
in Italy pays great attention to the development of its 
people, favored through various initiatives that stimulate an 
expansion of the skills and a greater knowledge of Toyota's 
activities. The most effective and widely used development 
methods include:
1.	
Job Rotations between different company departments for 
the expansion and development of knowledge and skills. 
In FY 22, TMI managed 54 job rotation, corresponding to 
about 26% of the workforce. For TFSI, 18 job rotation was 
managed, representing about 16% of the workforce, while 
no job rotation affected AND-E between 1 January and 31 
December 2021.
2.	 International Assignments at TME, the European 
Headquarters based in Brussels, or other Group companies, 
such as KINTO GmbH and AND-E Luxembourg, which can 
last from 1 to 5 years. In FY 22, there were 6 incoming and 
outgoing international assessments for TMI, 1 outgoing for 
TFSI concluded during FY with employment at Region, 1 
incoming, for KINTO concluded during FY, and 1 for AND-E, 
which enabled employees to better understand the strategic 
direction of the brand in Europe, while developing soft 
skills favored by an international work environment.
3.	 Cross-company assignments among the companies of the 
group in Italy, with the aim of make employees’ knowledge 
of the Toyota world cross-cutting. In FY 22, a total of 26 
postings were managed, both outgoing and incoming: 10 
in TMI, 6 in TFSI, 9 in KINTO, 1 in TIS and 0 for AND-E.
4.	 Training: The Toyota Group in Italy continues to invest in 
the training of its employees, focusing both on the training 
of soft skills and that linked to the role. The introduction of 
the WEGROW platform in FY 22 is enabling the company 
population to approach a new learning way:
•	
Smart Learning: new approach to self-learning training 
of corporate modules, modules related to soft skills 
identified as priorities and profiling of content according 
to roles and areas of interest;
•	
Social Learning: sharing expertise and individual 
experiences;
•	
Knowledge Management: Corporate content alongside 
training assets from selected providers and the ability 
for users to propose new content and share expertise/
know-how.
8.3
EMPLOYEE DEVELOPMENT 
AND TRAINING
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123
Toyota Group in Italy is equipped with an evaluation system 
involving all employees, based on two pillars, Competency 
and Performance Appraisal. The former is aimed to assess 
whether the behavior in a defined period is in line with 
theexpectations of the role and the organization, and has 
a focus on medium-long term development. The second 
evaluates the results achieved in a given time and is focused 
on the short period.
In FY 22, TFSI and KINTO strengthened their evaluation 
process by integrating the assessment of cross-sectional skills 
and performance with an assessment of role competencies, 
mapped for the entire organization beforehand. This process 
has enabled a definition of precise goals for all roles, 
formalized in the MBO, allowing all employees to know in 
advance goals and expectations linked to the role.
The performance 
evaluation system
• Mid-Year Review
• Self Appraisal
• One-to-One Meeting
• Appraisal
• Modearation Meeting
• Feedback Meeting
Competency
Appraisal
Performance
Appraisal
Development
Committee
Figure 26
Toyota Italy’s performance 
evaluation system.
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TOYOTA’S PEOPLE: THE ENGINE OF THE FUTURE

124
F
or Toyota, training is a decisive tool for the organic and 
sustainable development of its business.
This is why TMI has established a structure dedicated exclusively 
to the design and implementation of the inter-company training 
strategy since 2015: the Toyota Academy, responsible not only 
for the training of employees, but also for the training of the 
distribution channeland of the external stakeholders. The cross-
cutting role of the Academy allows Toyota companies in Italy to 
manage part of the training in a centralized way, aligning the 
skills with Toyota products. The Academy has also expanded its 
training programs to dealers, which now include topics related 
to the financial, insurance and new mobility services of TFSI, 
KINTO, TIS and AND-E.
However, it should be noted that, in addition to the above-
mentioned areas, each Group company carries out and manages 
the training independently, according to their specific business 
needs.
In line with the evolution of the automotive industry, the 
Toyota Academy’s training offering is undergoing a radical 
transformation as the business model changes – from car sales 
to Mobility as a Service – and as a consequence of the digital 
transformation, increasingly oriented toward blended solutions, 
that is a combination of in-presence and remote classes, 
also to support a smooth resumption of business partners’ 
activities after the health emergency from Covid-19. Among 
the initiatives implemented, a sign of the concrete commitment 
to an increasingly cross-cutting training offer to companies, 
can be mentioned the launch of the innovative platform called 
“WeGrow” in July 2021, dedicated to the training and employee’s 
development of all the Group companies in Italy – a novelty at 
European level – characterized by the combination of artificial 
intelligence elements (AI) and social learning. The WeGrow 
platform is based on three main drivers:
1.	
Smart Learning: the platform is based on a new approach to 
learning (Self Activation, Anytime-Anywhere-Anyone, continuing 
education), forming a pillar of the Digital Transformation and 
Reskilling process in support of the New Way Of Working and 
providing the profiling of content according to roles and areas 
of interest;
Training
— CHAPTER 8
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125
2.	
Social Learning: a multi-level user interaction is expected 
through the use of AI, a dedicated team of experts and the 
sharing of expertise and individual experiences that contribute 
to the growth of the Toyota Community;
3.	
Knowledge Management: the presence of Corporate 
content is expected, alongside training assets provided by 
selected providers (e.g. Cegos, Microlearn) and the possibility 
for users to propose new content and know-how.
In addition, the launch of the self-learning initiative is planned 
for September 2022, in which each employee of the Group is 
asked to dedicate two hours a week to self-training activities 
through the tools provided by the Company.
The figures for FY 22 show that the total training hours number 
provided by Toyota Academy to all employees of the Toyota 
Group in Italy increased considerably compared to the previous 
year. It should also be taken into account that the high number of 
training hours given in FY 21 is the direct result of the closure due 
to the Covid-19 pandemic. In fact, following the forced closure 
of the dealerships, the Academy department provided numerous 
hours of remote training to compensate for the reduction in 
business activities. With the resumption of activities during 2022, 
training hours have recovered to pre-pandemic growth levels.
An important part of the structured training activity offered 
by the Academy concerns commercial partners, who can 
access Financed Training through registration with the Fon.
Figure 27
We Grow.
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TOYOTA’S PEOPLE: THE ENGINE OF THE FUTURE

126
Ter interprofessional fund whose membership allows to obtain 
a reimbursement equal to 70% of the costs of participation 
in the training incurred. In FY 22, the training offer to dealers 
increased by about 29% compared to 2021.An important part 
of the training activity structured and offered by the Academy 
concerns commercial partners, who can access the training 
financed through the registration to the Fon.Ter interprofessional 
fund, whose membership allows to obtain a reimbursement 
equal to 70% of the participation costs. In FY 22, training delivery 
to dealers increased by approximately 29% compared to 2021.
In order to ensure a constant alignment of the Academy’s 
activities with the expectations of the participants and with 
the quality standards that the training strategy itself aims to 
achieve, the organization uses two main monitoring indicators: 
the satisfaction index of the participants in the training activities 
(NPS) and the learning delta, calculated through appropriate 
tests submitted to those taking part in the training, at the 
beginning and at the end of the course, whose systematic 
monitoring has been extended to the whole of the training 
offer starting from FY 22. Finally, among the new initiatives, 
we mention the launch of numerous training activities related 
to the Beyond Zero strategy, in order to allow the widespread 
diffusion of the same, not only toward the network but also 
within the Group companies, through the innovative use of 
virtual classroom.
A further channel of dialog with the world of education, which 
is a peculiarity of Toyota, is the Toyota Technical Education 
Program, a program that provides for a collaboration between 
the brand and several schools, mainly professional, focused on 
providing technical and customer experience management skills 
to students, providing continuous updating of teachers and 
educational equipment of the institute. Through this initiative, 
Toyota aims to make its concrete contribution to the public 
education system of every country in which it operates, while 
at the same time offering the dealer network a pool of trained 
talents to draw on for the professional needs of the network. In 
Italy, T-TEP was launched with a memorandum of understanding 
between TMI and the Ministry of Education in 1995 and since 
then has involved 19 partner schools and thousands of students, 
often offering them the opportunity to gain experience in the 
Toyota network. The new version, called T-TEP 2.0, represents 
— CHAPTER 8
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127
the evolution of this project, and is based on the definition of a 
new training path for students, on the updating of the teachers' 
skills by the Toyota Academy, as well as on the adaptation of the 
didactic equipment, always in line with the latest technological 
developments: T-TEP schools have modern diagnostic 
instruments, laboratories equipped with simulators and cars 
equipped with full hybrid drive systems supplied by Toyota for 
training purposes. In addition, the training now also includes 
the enhancement of customer relationship management and 
sales processes skills, and the collaboration has been extended 
to the ELIS higher education institute, which has been working 
for years to integrate young people into the labor market and 
into the training field. An agreement has been launched with 
the aim of supporting professional training courses according 
to defined skill profiles. However, a key feature of the T-TEP's 
new approach is its role as a channel of attraction for young 
talent and an important resource for the qualitative growth of 
the Toyota sales and service network, in line with the needs of 
a rapidly changing industry.
YourFuture
Platform designed and launched in June 2020 by the Toyota 
Academy to support the research, recruiting and hiring of new 
resources by the official Toyota and Lexus dealer network. A further 
commitment to bring school closer to the labor market.
In FY22 this channel has ensured the dealer network 
11 new hires/new entries.
To see the open positions: YourFuture.
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128
uring FY 22, the Diversity Strategy implementation, already 
started in FY 20, continued with verious activities, including 
the Unconscious Bias training course at the Top Management, 
the introduction of the MAAM (Maternity as a Master) online 
Master for the enhancement of aptitude skills acquired through 
parenting, and the creation of a process of Maternity Come Back 
to facilitate the return of new mothers. Among the activities of 
the new FY are the extension of the training on Unconscious Bias 
to all Management and the entire company population and the 
mentorship program, dedicated to women, aimed at supporting 
their development in the Company.
As part of Toyota’s pan-European strategy to accelerate initiatives 
to develop a culture that respects diversity by ensuring fairness 
and inclusion, TMI has launched a number of initiatives, including 
the creation of a Diversity Board composed of 6 employees, led by 
a Director, to relaunch the strategic plan for the next three years.
8.4
DIVERSITY AND 
EQUAL OPPORTUNITIES
D
Figure 28
DE&I 2.0 Strategy.
In the definition of the new action plan, the Diversity Board 
involved about 50% of employees in dedicated Focus Group 
(Diversity Lab), aimed at identifying areas of improvement to 
be prioritized. In addition, 2 pan-European initiatives were 
DRIVER
P&I
BUSINESS LEADERS
SOCIETY/COMMUNITY
SCOPE
GENDER
AGE
CULTURE, RACE & ETHNICITY
LGBTQI+
DISABILITY
REACH
PAN E
TOYOTA GROUP IN EUROPE
SUPPLIERS & DEALERSHIP
CROSS REGION
COLLABORATION
LEADERSHIP 
DIVERSE
TALENT
INCLUSIVE
CULTURE
— CHAPTER 8
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129
launched: The Self-Identity Survey, involving all staff, and the 
360° Inclusive Leadership Assessment aimed at developing an 
inclusive Leadership in the Top Management.
TFSI and KINTO, on the other hand, are working on the launch 
of a Diversity & inclusion course, which will include an internal 
survey on gender diversity issues, scheduled for the second half 
of FY 23, as key first step in identifying needs and gaps in order 
to define an action plan to strengthen the culture of inclusion.
In general, in relation to Diversity Equity & Inclusion, Toyota 
companies annually identify targets in the Company Hoshin 
Kanri. To date, the percentage of women on the total number of 
employees for the 3 companies has remained stable compared 
to the previous FY: about 30% for TMI, 45% for TFSI and KINTO 
and 40% for TIS and AND-E.
In relation to young people, the number of employees under 30 
years of age for TFSI and KINTO and for TIS and AND-E increased, 
while it is slightly reduced for TMI, a value that the Group aims 
to increase in the coming years, also thanks to the new talent 
attraction channels described in paragraph 9.2 “Talent attraction 
and selection”.
In the development of a Diversity & Inclusion culture, the Toyota 
Group in Italy collaborates with a partner of excellence, ValoreD, 
with which the Manifesto for Women’s Employment was signed, 
for the development of a culture oriented to the maximum 
enhancement of gender balance and inclusiveness. Moreover, 
another important aspect for the Group, not only in terms of 
the diversity of its staff but also for the company's mission, is 
the inclusion of people with disabilities, who, together with the 
other protected categories, make up 7% of the staff for TMI, 7% 
for TFSI and KINTO and 4% for TIS and AND-E.
Another important project in the theme of Diversity & Inclusion is 
that of Inspiring Girls that aims to increase female empowerment 
and therefore to promote gender balance and equality. Ten 
Toyota testimonials took part in this project and met young 
students in various schools throughout Italy.
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130
8.5
HEALTH AND SAFETY
n important aspect of the “Respect for people” value is the 
attention that Toyota Italy puts on the health and safety of 
its people and of all its stakeholders. In this regard, in addition to 
compliance with the regulations (D. 81/08), safety at work is one of the 
axes of the Integrated Quality, Environment and Safety Management 
system,, certified according to the international standards ISO 
45001:2018, ISO 14001:2015, ISO 9001:2018. The adequacy of the 
Integrated Quality, Environment and Safety Management System is 
verified through a dedicated Audit Plan carried out periodically by 
TMI, the results of which are aimed at planning improvement actions. 
The Integrated Management System covers quality, information 
security, business continuity, SOX compliance, workplace safety, 
environment, privacy and compliance with Legislative Decree 
231/2001.
Each company in the Group analyzes, measures and defines risks 
and related mitigation measures for each job position in the Risk 
Assessment Documents of the individual companies, in compliance 
with Legislative Decree 81/08. For TMI, safety risks are identified by 
the Toyota Global Risk Management Standards (TGRS).
With reference to the Covid-19 emergency and its proper management, 
guidelines for Toyota and Lexus dealers and service centers were 
drawn up and distributed. This effort has also been recognized by 
the whole network, which rated Toyota as the best brand in the 
management of the Covid crisis as part of the DealerStat 2020.
With reference to the personnel employed, always in relation to 
the pandemic situation, several initiatives have been implemented 
to protect the health and safety of employees, such as frequent 
sanitizing of the working environments, distance of the working 
stations, constant mapping of possible infections, provision of 
PPE to employees and encouragement of smart working, also by 
distributing mobile devices to all staff. From an organizational point 
of view, the RSPP of the Group, together with the human resources 
representatives and the RLS of the various companies, have set up 
a Control Committee, as required by the legislation, which meets 
periodically to discuss countermeasures and possible legislative 
news. In addition, the group carries out weekly surveys to check 
the effective and correct implementation of the countermeasures 
adopted. The Committee also drafted the Anti-Contagion 
Protocols and related updates, which were the subject of dedicated 
A
— CHAPTER 8
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131
communications and training courses.. Thanks to the adoption of 
these measures, it has been possible to allow an ever-increasing 
proportion of the company’s population (between 30% and 
50%), in rotation, to operate at the headquarter, without any 
contagion in the workplace, balancing business needs and 
employee satisfaction in terms of sociability and relationship 
management.
For the correct application of high safety standards, the 
Toyota Group in Italy deems training staff in this area to be 
of primary importance. In addition to compulsory training, 
additional training is provided, focusing on different topics, 
such as the course on safe driving provided to the field staff 
and suggestions for best living the work remotely. However, 
the creation of a safety culture is not limited to training 
activities. The company favors the spread of the prevention 
and protection values through activities of continuous 
promotion among which:
•	 the Safety Month (in October) during which the company 
promotes significant practices and actions related to health 
and safety aspects;
•	 the Safety Award, through which Toyota rewards those who 
have distinguished themselves in specific health and safety 
activities each year.
In addition, TMI includes health and safety improvement 
targets into the company Hoshin Kanri, which are reflected 
in concrete improvement actions.
Safety culture
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132
Near-Miss procedure
“Near Miss” are events that cause minor injuries that do not result in work 
absence or accidents but that could have caused injuries and for which no 
registration and reporting obligation is required. Reporting, recording and 
analysis of “Near Miss” has the dual objective of preventing the occurrence 
of accidents that could have a more serious outcome and allowing a more 
reliable refinement of health and safety risk indicators. In view of the above 
considerations, all the staff is responsible for forwarding “Near Miss” reports 
through tools provided by IT services to be used from their workstation or 
mobile phone. The report must indicate the date, time and place of the 
event, the event and any useful indication for the subsequent analysis 
and the identification of the causes. For mobile reporting, the staff can 
use an App and QR codes that are widely exposed in workplaces and that 
generate an e-mail (even anonymous) addressed to predefined recipients: 
the person in charge of the Prevention and Protection Service and the person 
in charge of the Health and Safety Management System. The recipients shall 
assess the risk situation and, if appropriate, shall define and initiate the necessary improvement actions aimed at 
removing the root causes of the “Near Miss”. The reports feed a database that is periodically reviewed to intercept 
any recurrences and adopt containment measures.
REPORT
A NEAR MISS
Toyota Italy constantly monitors its health and safety 
procedures and performance through regular audits and 
tests. Among the main improvement tools, the sharing of 
collected information is a successful practice. For example, 
the Parts Warehouse shares its own accident monitoring and 
Near-Misses with all Toyota warehouses in Europe, aiming at 
extending this practice to the warehouses of the Toyota and 
Lexus dealer network too. With reference to the procedures 
for reporting risks and dangers by workers, an effective and 
structured channel is represented by the Near Miss procedure.
Safety monitoring
— CHAPTER 8
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133
In the event of accidents at work, Toyota has the opportunity 
to investigate through the tools offered by the Organization 
Management and Control Model pursuant to Legislative 
Decree 231/2001 and the control activities carried out 
periodically by the Supervisory Body.
The adequacy of Toyota Italia’s health and safety management 
system and related prevention and reporting mechanisms is 
witnessed by the excellent results in terms of the number of 
accidents recorded in the year. Indeed, in FY 22, the company 
was able to achieve the remarkable result of zero accidents at 
work for all the companies of the Group, both for employees 
and for external workers.
— CHAPTER 8
TOYOTA’S PEOPLE: THE ENGINE OF THE FUTURE

134

135
Attachments
 
 
— CHAPTER 9

136
CHAPTER 9
Table 2 - GRI 302-1 Energy consumption within the organization
25  The source used for the emission factors of Scope 1 is “Tabella parametri standard nazionali 2021 - Ministero dell'Ambiente”..
26  CO2 emissions calculated with the "Location-based method", the source used for the emission factors used for emissions calculations "ISPRA 2021 - 
Fattori di emissione atmosferica di gas a effetto serra nel settore elettrico nazionale e nei principali Paesi Europei". Considering that all the electricity 
consumed comes from renewable sources, the emissions calculated with the "Market-based method" are 0 tCO2 for both FY 21 and FY 22.
27  For the calculation of Scope 3 emissions, the perimeter considered includes only the two logistics operators in charge of handling, to the locations of 
the dealer network, Toyota’s components and vehicles in Italy. With regard to calculation, the quantities of diesel used by the two operators, estimated 
on the basis of the activities and volumes attributable to Toyota, were taken into account. The calculation does not include the consumption of other 
fuels and operating sites used by logistics operators. The source used for the emission factors of Scope 3 is "ISPRA, National Inventory Report, 2021”.
28  The water taken comes entirely from fresh water sources.
29  As a result of an improvement process of the reporting system and to ensure the comparability of the same, the Fiscal Year 21 Group water abstraction 
data were re-exposed compared to those published in the previous Report. For previously published historical data, see the 2021 Sustainability Report.
Energy consumption by type (GJ)
FY 22
FY 21
Natural gas
2.586
1.362
Electricity
7.563
7.241
Petrol for transportation
5.493
4.549
Total
15.643
13.153
Emissions (tCO2e)
FY 22
FY 21
Scope 125
553,93
412,44
Scope 226
414,03
491,81
Scope 327
4.250,66
NA
Total emissions (tCO2e)
5.218,62
904,25
Water withdrawal by source of withdrawal (Megaliters)28 
Withdrawal source
From 1 April 2021 to 31 March 2022
From 1 April 2020 to 31 March 202129
All areas
Off which water
stress areas
All areas
Off which water
stress areas
Surface water
10,41
10,41
15,32
15,32
Groundwater
0,15
0,15
0,14
0,14
Total
10,56
10,56
15,46
15,46
Table 3 - GRI 305-1 Direct (Scope 1) GHG emissions; GRI 305-2 Energy indirect (Scope 2) GHG emissions; GRI 305-3 Other 
indirect (Scope 3) GHG emissions
Table 4 - GRI 303-3 Water withdrawal

137
ATTACHMENTS
Product/Service category
Proportion of spending on local suppliers by product/service category
From 1 April 2021 to 31 March 2022
Italy
Abroad (EU)
Total
Spending
%
Spending
%
Spending
%
Purchase of new vehicles, 
accessories and genuine spare parts
0
0%
1.559.758.255
91,9%
1.559.758.255
91,9%
Media and advertising
40.442.130
2,4%
0
0%
40.442.130
2,4%
Vehicle recall campaigns
0
0%
10.847.982
0,6%
10.847.982
0,6%
TMI
40.442.130
2,4%
1.570.606.237
92,5%
1.611.048.367
94,9%
Financial commissions vs. dealer 
network
26.870.463
57%
0
0%
26.870.463
57%
Operational costs (including Staff 
Costs, Travel & Communication, 
Research and Consulting, Other)
9.587.808
20%
1.586.317
3%
11.174.125
24%
IT Expenses
4.752.828
10%
302.787
1%
5.055.615
11%
Sales & Marketing
4.044.831
9%
0
0%
4.044.831
9%
TFSI and KINTO
45.255.932
95%
1.889.104
4%
47.145.036
99%
 
From 1 January 2021 to 31 December 2021
Accidents
542.618
3%
0
0%
542.618
3%
Administratives costs
4.717.889
22%
1.400.477
7%
6.118.366
29%
Staff costs
134.956
1%
0
0%
134.956
1%
Commissions
14.491.991
68%
0
0%
14.491.991
68%
TIS and AND-E
19.887.456
93%
1.400.477
7%
21.287.933
100%
Table 6 - GRI 204-1 Proportion of spending on local suppliers
Waste by type and disposal method (t)
2021
2020
Hazardous
Non hazardous
Total
Hazardous
Non hazardous
Total
Recovery, including 
energy recovery
3,0
100,4
103,4
0,5
95,5
96,0
Incineration 
(thermodestruction)
0,1
-
0,1
-
-
-
Landfill
-
0,3
0,3
0,7
0,2
0,9
Other
-
2,5
2,5
-
2,8
2,8
Total
3,1
103,2
106,3
1,2
98,5
99,7
Table 5 - GRI 306-4 Waste diverted from disposal; GRI 306-5 Waste directed to disposal

138
Product/Service category
Proportion of spending on local suppliers by product/service category
From 1 April 2020 to 31 March 2021
Italy
Abroad (EU)
Total
Spending
%
Spending
%
Spending
%
Purchase of new vehicles, 
accessories and genuine spare parts
0
0%
1.456.240.117
93%
1.456.240.117
93%
Media and advertising
36.791.459
2%
0
0%
36.791.459
2%
Vehicle recall campaigns
0
0%
9.357.342
1%
9.357.342
1%
TMI
36.791.459
2%
1.465.597.459
94%
1.502.388.918
96%
Financial commissions vs. dealer 
network
24.184.509
59%
0
0%
24.184.509
59%
Operational costs (including Staff 
Costs, Travel & Communication, 
Research and Consulting, Other)
6.674.862
16%
980.271
2%
7.655.134
19%
IT Expenses
4.750.012
11%
505.778
1%
5.255.790
13%
Sales & Marketing
3.227.827
8%
0
0%
3.227.827
8%
TFSI and KINTO
38.837.213
94%
1.486.050
4%
40.323.263
98%
 
From 1 January 2020 to 31 December 2020
Accidents
684.791
3%
0
0%
684.791
3%
Administratives costs
4.431.982
21%
1.923.239
9%
6.355.221
30%
Staff costs
99.354
0%
0
0%
99.354
0%
Commissions
14.285.688
67%
0
0%
14.285.688
67%
TIS and AND-E
19.501.816
91%
1.923.239
9%
21.425.056
100%
Table 7 - GRI 204-1 Proportion of spending on local suppliers
CHAPTER 9

139
TMI
employees
Employees by professional category, gender and age group
On 31 March 2022
On 31 March 2021
< 30
30-50
> 50
Total
< 30
30-50
> 50
Total
Executives
0
12
3
15
0
9
2
11
Men
0
12
3
15
0
9
2
11
Women
0
0
0
0
0
0
0
0
Managers
0
23
8
31
0
27
6
33
Men
0
18
7
25
0
23
5
28
Women
0
5
1
6
0
4
1
5
Employees
14
122
29
165
18
121
29
168
Men
10
77
21
108
12
81
19
112
Women
4
45
8
57
6
40
10
56
Total
14
157
40
211
18
157
37
212
Men
10
107
31
148
12
113
26
151
Women
4
50
9
63
6
44
11
61
TFSI
and KINTO
employees
On 31 March 2022
On 31 March 2021
< 30
30-50
> 50
Total
< 30
30-50
> 50
Total
Executives
0
4
5
9
0
2
4
6
Men
0
2
5
7
0
1
4
5
Women
0
2
0
2
0
1
0
1
Managers
0
13
4
17
0
14
5
19
Men
0
10
2
12
0
10
2
12
Women
0
3
2
5
0
4
3
7
Employees
14
80
13
107
9
86
7
102
Men
9
41
4
54
5
44
1
50
Women
5
39
9
53
4
42
6
52
Total
14
97
22
133
9
102
16
127
Men
9
53
11
73
5
55
7
67
Women
5
44
11
60
4
47
9
60
ATTACHMENTS
Table 8 - GRI 405-1 Diversity of governance body and employee, TMI, TFSI and KINTO

140
TIS
and AND-E 
employees
Employees by professional category, gender and age group
On 31 December 2021
On 31 December 2020
< 30
30-50
> 50
Total
< 30
30-50
> 50
Total
Executives
0
1
2
3
0
1
2
3
Men
 0
1
1
2
0
1
1
2
Women
 0
 0
1
1
0
0
1
1
Managers
0
4
2
6
0
4
1
5
Men
 0
4
1
5
0
4
0
4
Women
 0
 0
1
1
0
0
1
1
Employees
1
38
5
44
0
35
3
38
Men
 0
24
1
25
0
21
0
21
Women
1
14
4
19
0
14
3
17
Total
1
43
9
53
0
40
6
46
Men
0
29
3
32
0
26
1
27
Women
1
14
6
21
0
14
5
19
Number
of hires
Hires
On 31 March 2022
On 31 March 2021
< 30
30-50
> 50
Total
< 30
30-50
> 50
Total
Men
2 
4 
-   
6 
3 
 -   
-   
 3 
Women
1 
5 
-   
6 
2 
4 
-   
6 
TMI total
3 
9 
-   
12 
5 
4 
-   
9 
Men
4 
4 
-   
8 
-   
1 
4 
5 
Women
1 
2 
-   
3 
-   
2 
-   
2 
TFSI and 
KINTO total
5 
6 
-   
11 
-   
3 
4 
7 
On 31 December 2021
On 31 December 2020
Men
1 
5 
-   
6 
-   
3 
-   
3 
Women
1 
1 
-   
2 
-   
1 
-   
1 
TIS and 
AND-E total
2 
6 
-   
8 
-   
4 
-   
4 
Table 9 - GRI 405-1 Diversity of governance body and employee, TIS and AND-E
CHAPTER 9
Table 10 - GRI 401-1 New employee hires and employee turnover

141
Number of 
terminations
Turnover
On 31 March 2022
On 31 March 2021
< 30
30-50
> 50
Total
< 30
30-50
> 50
Total
Men
1
4
2
7
1
1
1
3
Women
-
-
4
4
1
1
-
2
TMI total
1
4
6
11
2
2
1
5
Men
1
3
-
4
-
1
-
1
Women
-
2
1
3
-
3
-
3
TFSI and 
KINTO total
1
5
1
7
-
4
-
4
On 31 December 2021
On 31 December 2020
Men
-
1
-
1
-
3
-
3
Women
-
-
-
-
-
-
-
-
TIS and 
AND-E total
-
1
-
1
-
3
-
3
Table 12 - GRI 401-1 New employee hires and employee turnover
Hiring rate
Hires
On 31 March 2022
On 31 March 2021
< 30
30-50
> 50
Total
< 30
30-50
> 50
Total
Men
20%
4%
0%
4%
25%
0%
0%
2%
Women
25%
10%
0%
10%
33%
9%
0%
10%
TMI total
21%
6%
0%
6%
28%
3%
0%
4%
Men
67%
9%
0%
14%
0%
2%
50%
7%
Women
33%
5%
0%
6%
0%
4%
0%
3%
TFSI and 
KINTO total
56%
7%
0%
10%
0%
3%
24%
6%
On 31 December 2021
On 31 December 2020
Men
100%
17%
0%
19%
-
12%
-
11%
Women
100%
7%
0%
10%
-
7%
-
5%
TIS and 
AND-E total
100%
14%
0%
15%
-
10%
-
9%
ATTACHMENTS
Table 11 - GRI 401-1 New employee hires and employee turnover

142
Turnover rate
Turnover
On 31 March 2022
On 31 March 2021
< 30
30-50
> 50
Total
< 30
30-50
> 50
Total
Men
10%
4%
6%
5%
8%
1%
4%
2%
Women
0%
0%
44%
6%
17%
2%
0%
3%
TMI total
7%
3%
15%
5%
11%
1%
3%
2%
Men
17%
7%
0%
7%
0%
2%
0%
1%
Women
0%
5%
10%
6%
0%
6%
0%
5%
TFSI and 
KINTO total
11%
6%
5%
6%
0%
4%
0%
3%
On 31 December 2021
On 31 December 2020
Men
-
3%
-
3%
-
12%
-
11%
Women
-
-
-
0%
-
-
-
0%
TIS and 
AND-E total
-
2%
-
2%
-
8%
-
7%
Table 13 - GRI 401-1 New employee hires and employee turnover
Part-time/ 
Full-time
Total number of employees by "full-time/part-time", by gender
On 31 March 2022
On 31 March 2021
Men
Women
Total
Men
Women
Total
Full-time
148
52
200
151
50
201
Part-time
0
11
11
0
11
11
TMI total
148
63
211
151
61
212
Full-time
73
55
128
67
55
122
Part-time
0
5
5
0
5
5
TFSI and KINTO 
total
73
60
133
67
60
127
Table 14 - GRI 102-8 Information on employees and other workers, TMI, TFSI and KINTO
CHAPTER 9

143
Part-time/ 
Full-time
Total number of employees by "full-time/part-time", by gender
On 31 December 2021
On 31 December 2020
Men
Women
Total
Men
Women
Total
Full-time
32
15
47
27
15
42
Part-time
0
6
6
0
4
4
TIS and AND-E 
total
32
21
53
27
19
46
Table 15 - GRI 102-8 Information on employees and other workers, TIS and AND-E
Type of contract
Total number of employees by type of contract and gender
On 31 March 2022
On 31 March 2021
Men
Women
Total
Men
Women
Total
Permanent
148
63
211
147
59
206
Temporary
0
0
0
3
2
5
Apprenticeship
0
0
0
1
0
1
TMI total
148
63
211
151
61
212
Permanent
68
59
127
66
59
125
Temporary
5
1
6
1
1
2
Apprenticeship
0
0
0
0
0
0
TFSI and KINTO 
total
73
60
133
67
60
127
Table 16 - GRI 102-8 Information on employees and other workers, TMI, TFSI and KINTO
Type of contract
Total number of employees by type of contract and gender
On 31 December 2021
On 31 December 2020
Men
Women
Total
Men
Women
Total
Permanent
29
20
49
26
19
45
Temporary
2
1
3
0
0
0
Apprenticeship
1
0
1
1
0
1
TIS and AND-E 
total
32
21
53
27
19
46
Table 17 - GRI 102-8 Information on employees and other workers, TIS and AND-E
ATTACHMENTS

144
Type of contract
Total number of external workers by type of contract and gender
On 31 December 2021
On 31 December 2020
Men
Women
Total
Men
Women
Total
Leased staff
0
4
4
1
1
2
Internship
0
0
0
0
0
0
Other 
collaborators
1
2
3
2
2
4
TIS and AND-E 
total
1
6
7
3
3
6
Table 19 - GRI 102-8 Information on employees and other workers, TIS and AND-E
Type of contract
Total number of external workers by type of contract and gender
On 31 March 2022
On 31 March 2021
Men
Women
Total
Men
Women
Total
Leased staff
1
2
3
0
0
0
Internship
0
5
5
3
1
4
Other 
collaborators
0
0
0
0
0
0
TMI total
1
7
8
3
1
4
Leased staff
6
8
14
6
8
14
Internship
3
1
4
1
4
5
Other 
collaborators
10
2
12
13
3
16
TFSI and KINTO 
total
19
11
30
20
15
35
Table 18 - GRI 102-8 Information on employees and other workers, TMI, TFSI and KINTO
CHAPTER 9

145
Average hours of training per capita by occupational category and gender
From 1 April 2021 to 31 March 2022
From 1 April 2020 to 31 March 2021
Men
Women
Total
Men
Women
Total
Executives 
and Managers
47,0
20,0
43,4
60,1
339,2
91,8
Employees
47,3
42,2
45,6
109,8
159,1
126,3
TMI total
47,2
40,1
45,1
97,0
173,9
119,1
Executives 
and Managers
45,3
36,6
42,9
18,8
18,8
18,8
Employees
23,8
26,8
25,3
20,4
20,4
20,4
TFSI and KINTO 
total
29,4
28,0
28,7
20,0
20,2
20,1
Average hours of training per capita by occupational category and gender
From 1 January 2021 to 31 December 2021
From 1 January 2020 to 31 December 2020
Men
Women
Total
Men
Women
Total
Executives 
and Managers
6,6
8,0
6,9
6,7
8,0
7,0
Employees
13,0
14,7
13,7
12,2
10,8
11,6
TIS and AND-E 
total
11,6
14,0
12,5
11,0
10,5
10,8
Average hours of training per capita by occupational category and gender
Dal 1 April 2021 al 31 March 2022
Dal 1 April 2020 al 31 March 2021
Men
Women
Total
Men
Women
Total
Executives 
and Managers
44,6
24,5
40,9
10,6
18,4
12,1
Employees
38,5
54,1
44,9
18,8
12,5
16,3
Toyota Academy 
total
40,1
51,0
44,1
16,7
13,2
15,4
Table 20 - GRI 404-1 Average hours of training per year per employee, TMI, TFSI and KINTO
Table 21 - GRI 404-1 Average hours of training per year per employee, TIS and AND-E
Table 22 - GRI 404-1 Average hours of training per year per employee, Toyota Academy
ATTACHMENTS

146
Training hours for dealers and dealer staff by subject
2022
2021
New/Used/Fleets Sales Training (Sales Advisor; Customer Advisor; 
Contact Advisor)
18.898 
8.908 
New Models Training (Sales Advisor; Service Advisor; Workshop Master 
Technician)
17.080 
15.496 
After-sales Training (Technical; Parts & Service; Others)
8.574 
8.619 
Management Training (First Line Management Program; Customer 
Development Manager; Environmental Manager)
10.077 
9.496 
Total
54.629
42.519
Number of injuries
On 31 March 2022
On 31 March 2021
Number of fatalities as a result of work-related injuries
0
0
Number of high - consequence work - related injuries
(excluding fatalities)
0
0
Number of recordable work-related injuries
0
0
TMI total
0
0
Number of injuries
On 31 March 2022
On 31 March 2021
Number of fatalities as a result of work-related injuries
0
0
Number of high - consequence work - related injuries
(excluding fatalities)
0
0
Number of recordable work-related injuries
0
0
TFSI and KINTO total
0
0
Number of injuries
On 31 December 2022 On 31 December 2021
Number of fatalities as a result of work-related injuries
0
0
Number of high - consequence work - related injuries
(excluding fatalities)
0
0
Number of recordable work-related injuries
0
0
TIS and AND-E total
0
0
Table 23 - Average annual training hours, Dealers
Table 24 - GRI 403-9 Work-related injuries, TMI
Table 25 - GRI 403-9 Work-related injuries, TFSI and KINTO
Table 26 - GRI 403-9 Work-related injuries, TIS and AND-E
CHAPTER 9

147
Worked hours
On 31 March 2022
On 31 March 2021
TMI
441.504
427.392
TFSI and KINTO
238.620
226.407
Worked hours
On 31 December 2021
On 31 December 2020
TIS and AND-E
87.301
84.480
Table 30 - GRI 403-9 Work-related injuries – worked hours, TMI, TFSI and KINTO
Table 31 - GRI 403-9 Work-related injuries – worked hours, TIS and AND-E
Rate of work-related injuries30
On 31 March 2022
On 31 March 2021
Rate of fatalities as a result of work-related injuries
0
0
Rate of high - consequence work - related injuries (excluding fatalities)
0
0
Rate of recordable work-related injuries
0
0
TMI total
0
0
Rate of work-related injuries31
On 31 March 2022
On 31 March 2021
Rate of fatalities as a result of work-related injuries
0
0
Rate of high - consequence work - related injuries (excluding fatalities)
0
0
Rate of recordable work-related injuries
0
0
TFSI and KINTO total
0
0
Rate of work-related injuries32
On 31 December 2022 On 31 December 2021
Rate of fatalities as a result of work-related injuries
0
0
Rate of high - consequence work - related injuries (excluding fatalities)
0
0
Rate of recordable work-related injuries
0
0
TIS and AND-E total
0
0
Table 27 – GRI 403-9 Work-related injuries, TMI
Table 28 – GRI 403-9 Work-related injuries, TFSI and KINTO
Table 29 – GRI 403-9 Work-related injuries, TIS and AND-E
30, 31, 32 Injury rates are calculated by multiplying the ratio of injuries number to worked hours by 1,000,000.
ATTACHMENTS

148
Table 33 - GRI 404-3 Percentage of employees receiving regular performance and career development evaluations,
TIS and AND-E
%
Total percentage of employees who received a periodic performance
and professional development evaluation, by gender and job category
On 31 December 2021
On 31 December 2020
Men
Women
Total
Men
Women
Total
Executives
100%
100%
100%
100%
100%
100%
Managers
100%
100%
100%
100%
100%
100%
Employees
100%
100%
100%
100%
100%
100%
TIS and AND-E
100%
100%
100%
100%
100%
100%
Table 32 - GRI 404-3 Percentage of employees receiving regular performance and career development evaluations,
TMI, TFSI and KINTO
%
Total percentage of employees who received a periodic performance
and professional development evaluation, by gender and job category
On 31 March 2022
On 31 March 2021
Men
Women
Total
Men
Women
Total
Executives
100%
-
100%
100%
-
100%
Managers
100%
100%
100%
100%
100%
100%
Employees
100%
100%
100%
99,1%
100%
99,4%
TMI
100%
100%
100%
99,3%
100%
99,5%
Executives
100%
100%
100%
100%
100%
100%
Managers
100%
100%
100%
100%
100%
100%
Employees
100%
100%
100%
100%
100%
100%
TFSI and KINTO
100%
100%
100%
100%
100%
100%
CHAPTER 9

149
Materiality – GRI 
Comparative Table 
 
— CHAPTER 10

150
CHAPTER 10
BOUNDARY
Material topic
GRI Standard
Impact boundary
Toyota Group in Italy 
involvement
Vehicle emissions 
and electrification 
N/A
Toyota Group in Italy
Caused by Toyota 
Group in Italy
Quality and safety of 
products and services
Customers health 
and safety (GRI 416); 
Toyota Group in Italy 
and dealer network
Caused by Toyota 
Group in Italy and 
directly connected 
through a business 
relationship
Customer experience
N/A
Toyota Group in Italy 
and dealer network
Caused by Toyota 
Group in Italy and 
directly connected 
through a business 
relationship
Environmental impact 
reduction
Energy (GRI 302); 
Water and effluents 
(GRI 303); Emissions 
(GRI 305); Waste (GRI 
306); Environmental 
compliance (GRI 307);
Toyota Group in Italy 
and electricity
suppliers
Caused by Toyota 
Group in Italy and 
directly connected 
through a business 
relationship
New mobility solutions
N/A
Toyota Group in Italy
Caused by Toyota 
Group in Italy
Workplace health 
and safety
Occupational health 
and safety (GRI 403)
Employees 
and collaborators of 
Toyota Group in Italy
Caused by Toyota 
Group in Italy and 
directly connected 
through a business 
relationship
Business ethics 
and anticorruption
Anticorruption (GRI 
205); Anti-competitive 
behavior (GRI 206); 
Socio-economic 
compliance (GRI 419);
Toyota Group in Italy
Caused by Toyota 
Group in Italy
Community support 
and development
N/A
Toyota Group in Italy 
and local communities
Caused by Toyota 
Group in Italy
Employee development 
and well-being
Employment (GRI 401); 
Training and education 
(GRI 404)
Employees 
and collaborators of
Toyota Group in Italy
Caused by Toyota 
Group in Italy
Diversity and equal 
opportunities
Diversity and equal 
opportunities (GRI 405); 
Non-discrimination 
(GRI 406)
Toyota Group in Italy
Caused by Toyota 
Group in Italy
Customer privacy 
and data security
N/A
Toyota Group in Italy
Caused by Toyota 
Group in Italy
Sustainable supply 
chain
Procurement practices 
(GRI 204)
Toyota Group in Italy 
and suppliers
Caused by Toyota 
Group in Italy and 
directly connected 
through a business 
relationship
Technological 
innovation and 
digitalization
N/A
Toyota Group in Italy
Caused by Toyota 
Group in Italy

151
GRI Content Index
 
 
— CHAPTER 11

152
CHAPTER 11
GRI
Standard
Information
Page 
number/notes
Omission
GRI 102 – General information (2016)
Organizational profile
102-1
Name of the organization
15-17
102-2
Activities, brands, products, and services
24-25; 36-37; 60-69; 
80-87; 110
102-3
Location of headquarters
15-17
102-4
Location of operations
7-14; 31-32
102-5
Ownership and legal form
15-17; 38-39
102-6
Markets served
31-32
102-7
Scale of the organization
19-21; 113-114
102-8
Information on employees and other 
workers
142-144
102-9
Supply chain
111-115
102-10
Significant changes to the organization 
and its supply chain
15-17
102-11
Precautionary Principle or approach
40-46
102-12
External initiatives
20-21; 77; 96-97;
128-129
102-13
Membership of associations
20-21; 124-127
Strategy
102-14
Statement from senior decision-maker
7-14
 
Ethics and integrity
102-16
Values, principles, standards, and norms 
of behavior
24-30; 38-46

153
GRI CONTENT INDEX
GRI
Standard
Information
Page 
number/notes
Omission
Governance 
102-18
Governance structure
38-39
Stakeholder engagement
102-40
List of stakeholder groups
52-55
102-41
Collective bargaining agreements
118-119
102-42
Identifying and selecting stakeholders
52-55
102-43
Approach to stakeholder engagement
52-55
102-44
Key topics and concerns raised
52-55
Reporting practice 
102-45
Entities included in the consolidated 
financial statements
15-17
102-46
Defining report content and topic
Boundaries
52-55; 150
102-47
List of material topics
52-55; 150
102-48
Restatements of information
15-17; 136
102-49
Changes in reporting
15-17
102-50
Reporting period
15-17
102-51
Date of most recent report
15-17
102-52
Reporting cycle
15-17
102-53
Contact point for questions regarding
the report
15-17
102-54
Claims of reporting in accordance with 
the GRI Standards
15-17
102-55
GRI content index
151-159

154
CHAPTER 11
GRI
Standard
Information
Page 
number/notes
Omission
TOPIC-SPECIFIC STANDARDS
Topic: Sustainable supply chain
GRI-103: Management Approach (2016)
103-1
Explanation of the material topic and its 
Boundary
54-55; 150
103-2
The management approach and its
components
101-115
103-3
Evaluation of the management approach
137-138
GRI 204: Procurement Practices (2016)
204-1
Proportion of spending on local suppliers
137-138
Topic: Business ethics and anticorruption
GRI-103: Management Approach (2016)
103-1
Explanation of the material topic and its 
Boundary
54-55; 150
103-2
The management approach and its
components
44-46
103-3
Evaluation of the management approach
44-46
GRI 205: Anticorruption (2016)
205-3
Confirmed incidents of corruption and 
actions taken
There were no
confirmed cases of
corruption during the 
fiscal year 2022
GRI 206: Anti-competitive behavior (2016)
206-1
Legal actions for anti-competitive
behavior, anti-trust and monopoly
practices
There were no
legal actions for
anticompetitive
behavior, antitrust or 
monopolistic practices 
during fiscal year 2022
GRI 419: Socioeconomic Compliance (2016)
419-1
Non-compliance with laws
and regulations in the social
and economic area
There were no
instances of
non-compliance with 
social and economic 
laws and regulations 
during the fiscal
year 2022

155
GRI CONTENT INDEX
GRI
Standard
Information
Page 
number/notes
Omission
Topic: Environmental impact reduction
GRI-103: Management Approach (2016)
103-1
Explanation of the material topic and its 
Boundary
54-55; 150
103-2
The management approach and its
components
57-78
103-3
Evaluation of the management approach
57-78
GRI 302: Energy (2016)
302-1
Energy consumption within
the organization
136
GRI 303: Water and effluents (2018)
303-3
Water withdrawal
136
GRI 305: Emissions (2016)
305-1
Direct (Scope 1) GHG emissions
136
305-2
Energy indirect (Scope 2) GHG emissions
136
305-3
Other indirect (Scope 3) GHG emissions
136
GRI 306: Waste (2020)
306-1
Waste generation and significant 
waste-related impacts
73
306-2
Management of significant waste-related 
impacts
73
306-4 
Waste diverted from disposal
137
306-5
Waste directed to disposal
137
GRI 307: Environmental Compliance (2016) 
307-1
Non-compliance with environmental
laws and regulations
No fines or
non-monetary 
penalties for 
noncompliance with 
environmental laws 
and regulations were 
recorded in fiscal
year 2022

156
CHAPTER 11
GRI
Standard
Information
Page 
number/notes
Omission
Topic: Employee development and well-being
GRI-103: Management Approach (2016)
103-1
Explanation of the material topic and its 
Boundary
54-55; 150
103-2
The management approach and its
components
117-133
103-3
Evaluation of the management approach
117-133
GRI 401: Employment (2016)
401-1
New employee hires and employee
turnover
140-142
401-2
Employees benefits
120-121
GRI 404: Training and Education (2016)
404-1
Average hours of training per year per 
employee
145-146
404-3
Percentage of employees receiving
regular performance and career
development evaluations
148
Topic: Workplace health and safety 
GRI-103: Management Approach (2016)
103-1
Explanation of the material topic and its 
Boundary
54-55;150
103-2
The management approach and its
components
130-133
103-3
Evaluation of the management approach
130-133
GRI 403: Occupational Health and Safety (2018)
403-1
Occupational health and safety
management systems
130-133
403-2
Hazard identification, risk assessment, 
and incident investigation
130-133
403-3
Occupational health services
130-133
403-4
Worker participation, consultation,
and communication on occupational 
health and safety
130-133
403-5
Worker training on occupational health 
and safety
130-133

157
GRI CONTENT INDEX
GRI
Standard
Information
Page 
number/notes
Omission
403-6
Promotion of worker health
130-133
403-7
Prevention and mitigation of occupational 
health and safety impacts directly linked 
by business relationships
130-133
403-9
Work-related injuries
146-147
Topic: Diversity and equal opportunities
GRI-103: Management Approach (2016)
103-1
Explanation of the material topic and its 
Boundary
54-55; 150
103-2
The management approach and its
components
128-129
103-3
Evaluation of the management approach
128-129
GRI 405: Diversity and Equal Opportunities (2016)
405-1
Diversity of governance bodies
and employee
139-140
GRI 406: Non-discrimination (2016)
406-1
Incidents of discrimination and corrective 
actions taken
There were no
incidents of
discrimination during 
the fiscal year 2022
Topic: Quality and safety of products and services
GRI-103: Management Approach (2016)
103-1
Explanation of the material topic and its 
Boundary
54-55; 150
103-2
The management approach and its
components
110
103-3
Evaluation of the management approach
110
GRI 416: Customer Health and Safety (2016)
416-2
Incidents of non-compliance concerning 
the health and safety impacts of products 
and services
During fiscal year 2022, 
there were no
instances of
noncompliance
regarding health
and safety impacts of 
products and services

158
CHAPTER 11
GRI
Standard
Information
Page 
number/notes
Omission
Topic: Vehicle emissions and electrification
GRI-103: Management Approach (2016)
103-1
Explanation of the material topic and its 
Boundary
54-55;150
103-2
The management approach and its
components
58-72
103-3
Evaluation of the management approach
58-72
Topic: Customer experience
GRI-103: Management Approach (2016)
103-1
Explanation of the material topic and its 
Boundary
54-55; 150
103-2
The management approach and its
components
102-105
103-3
Evaluation of the management approach
102-105
Topic: New mobility solutions
GRI-103: Management Approach (2016)
103-1
Explanation of the material topic and its 
Boundary
54-55; 150
103-2
The management approach and its
components
80-87
103-3
Evaluation of the management approach
80-87
Topic: Community support and development
GRI-103: Management Approach (2016)
103-1
Explanation of the material topic and its 
Boundary
54-55; 150
103-2
The management approach and its
components
96-97
103-3
Evaluation of the management approach
96-97

159
GRI CONTENT INDEX
GRI
Standard
Information
Page 
number/notes
Omission
Topic: Innovation and digitalization
GRI-103: Management Approach (2016)
103-1
Explanation of the material topic and its 
Boundary
54-55;150
103-2
The management approach and its
components
90-95
103-3
Evaluation of the management approach
90-95
Topic: Customer privacy and data security
GRI-103: Management Approach (2016)
103-1
Explanation of the material topic and its 
Boundary
54-55; 150
103-2
The management approach and its
components
47-50
103-3
Evaluation of the management approach
47-50

160

2
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Printed in Rome in February 2023. Unauthorized reproduction forbidden.