As filed with the Securities and Exchange Commission on June 24, 2011

UNITED STATESSECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549

FORM 20-F(Mark One)‘REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT
OF 1934È

ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934‘

TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF
1934‘

SHELL COMPANY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT
OF 1934

OR
For the fiscal year ended: March 31, 2011
OR
OR
Commission file number: 1-14948

TOYOTA (ExactJIDOSHA
KABUSHIKI KAISHAName of Registrant as Specified in its Charter)
TOYOTA
MOTOR CORPORATION(Translation of Registrant’s Name into English)
Japan(Jurisdiction of Incorporation or Organization)

1 Toyota-cho, Toyota City
Aichi Prefecture 471-8571
Japan+81 565 28-2121(Address of Principal Executive Offices)

Kenichiro Makino
Telephone number: +81 565 28-2121
Facsimile number: +81 565 23-5800
Address: 1 Toyota-cho, Toyota City, Aichi Prefecture 471-8571, Japan(Name, telephone, e-mail and/or facsimile number and address of registrant’s contact person)

Securities registered or to be registered pursuant to Section 12(b) of the Act:
Title of Each Class:Name of Each Exchange on Which Registered:
American Depositary Shares*
The New York Stock Exchange
Common Stock*** American Depositary Receipts evidence American Depositary Shares, each American Depositary Share representing two shares of the registrant’s Common Stock.
** No par value. Not for trading, but only in connection with the registration of American Depositary Shares, pursuant to the requirements of the U.S. Securities andExchange Commission.

Securities registered or to be registered pursuant to Section 12(g) of the Act:
None
Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act:
None
Indicate the number of outstanding shares of each of the issuer’s classes of capital or common stock as of the close of the period covered by
the annual report: 3,135,698,687 Shares of Common Stock (including 85,866,758 Shares of Common Stock in the form of American
Depositary Shares) as of March 31, 2011
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act:Yes È No ‘
If this report is an annual or transition report, indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or
15(d) of the Securities Exchange Act of 1934:
Yes ‘ No È
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange
Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been
subject to such filing requirements for the past 90 days:Yes È No ‘
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive
Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months(or for such shorter period that the registrant was required to submit and post such files):Yes È No ‘
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, or a non-accelerated filer. See definition of“accelerated filer and large accelerated filer” in Rule 12b-2 of the Exchange Act. (Check one):
Large accelerated filer È
Accelerated filer ‘
Non-accelerated filer ‘
Indicate by check mark which basis of accounting the registrant has used to prepare the financial statements included in this filing:
U.S. GAAP È
International Financial Reporting Standards as issued by the International Accounting Standards Board ‘
Other ‘If “Other” has been checked in response to the previous question, indicate by check mark which financial statement item the registrant has
elected to follow:
Item 17 ‘ Item 18 ‘
If this is an annual report, indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the ExchangeAct):Yes ‘ No ÈTABLE OF CONTENTS
Page

ITEM 1.

IDENTITY OF DIRECTORS, SENIOR MANAGEMENT AND ADVISERS . . . . . . . . .

1

ITEM 2.

OFFER STATISTICS AND EXPECTED TIMETABLE . . . . . . . . . . . . . . . . . . . . . . . . . .

1

ITEM 3.

KEY INFORMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1

3.A
3.B
3.C
3.D

SELECTED FINANCIAL DATA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
CAPITALIZATION AND INDEBTEDNESS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
REASONS FOR THE OFFER AND USE OF PROCEEDS . . . . . . . . . . . . . . . . . . . . . . . .
RISK FACTORS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1
4
4
4

ITEM 4.

INFORMATION ON THE COMPANY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

9

4.A
4.B
4.C
4.D

HISTORY AND DEVELOPMENT OF THE COMPANY . . . . . . . . . . . . . . . . . . . . . . . . .
BUSINESS OVERVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ORGANIZATIONAL STRUCTURE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
PROPERTY, PLANTS AND EQUIPMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

9
9
50
50

ITEM 4A.

UNRESOLVED STAFF COMMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

52

ITEM 5.

OPERATING AND FINANCIAL REVIEW AND PROSPECTS . . . . . . . . . . . . . . . . . . .

52

5.A
5.B
5.C
5.D
5.E
5.F
5.G

OPERATING RESULTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
LIQUIDITY AND CAPITAL RESOURCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
RESEARCH AND DEVELOPMENT, PATENTS AND LICENSES . . . . . . . . . . . . . . . . .
TREND INFORMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
OFF-BALANCE SHEET ARRANGEMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
TABULAR DISCLOSURE OF CONTRACTUAL OBLIGATIONS . . . . . . . . . . . . . . . . .
SAFE HARBOR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

52
87
90
93
93
94
95

ITEM 6.

DIRECTORS, SENIOR MANAGEMENT AND EMPLOYEES . . . . . . . . . . . . . . . . . . . .

95

6.A
6.B
6.C
6.D
6.E

DIRECTORS AND SENIOR MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
COMPENSATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
BOARD PRACTICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
EMPLOYEES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
SHARE OWNERSHIP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

95
100
101
102
102

ITEM 7.

MAJOR SHAREHOLDERS AND RELATED PARTY TRANSACTIONS . . . . . . . . . . .

104

7.A
7.B
7.C

MAJOR SHAREHOLDERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
RELATED PARTY TRANSACTIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
INTERESTS OF EXPERTS AND COUNSEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

104
104
105

ITEM 8.

FINANCIAL INFORMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

105

8.A
8.B

CONSOLIDATED STATEMENTS AND OTHER FINANCIAL INFORMATION . . . . .
SIGNIFICANT CHANGES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

105
105

ITEM 9.

THE OFFER AND LISTING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

106

9.A
9.B
9.C
9.D
9.E
9.F

LISTING DETAILS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
PLAN OF DISTRIBUTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
MARKETS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
SELLING SHAREHOLDERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
DILUTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
EXPENSES OF THE ISSUE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

106
106
106
107
107
107

ITEM 10.

ADDITIONAL INFORMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

107

10.A
10.B
10.C

SHARE CAPITAL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
MEMORANDUM AND ARTICLES OF ASSOCIATION . . . . . . . . . . . . . . . . . . . . . . . . .
MATERIAL CONTRACTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

107
107
113

10.D
10.E
10.F
10.G
10.H
10.I

EXCHANGE CONTROLS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
TAXATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
DIVIDENDS AND PAYING AGENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
STATEMENT BY EXPERTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
DOCUMENTS ON DISPLAY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
SUBSIDIARY INFORMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

113
114
120
120
120
120

ITEM 11.

QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK . . .

121

ITEM 12.

DESCRIPTION OF SECURITIES OTHER THAN EQUITY SECURITIES . . . . . . . . . . .

122

12.A
12.B
12.C
12.D

DEBT SECURITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
WARRANTS AND RIGHTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
OTHER SECURITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
AMERICAN DEPOSITARY SHARES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

122
122
122
123

ITEM 13.

DEFAULTS, DIVIDEND ARREARAGES AND DELINQUENCIES . . . . . . . . . . . . . . . .

124

ITEM 14.

MATERIAL MODIFICATIONS TO THE RIGHTS OF SECURITY HOLDERS AND
USE OF PROCEEDS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

124

ITEM 15.

CONTROLS AND PROCEDURES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

124

ITEM 16.

[RESERVED] . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

125

ITEM 16A.

AUDIT COMMITTEE FINANCIAL EXPERT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

125

ITEM 16B.

CODE OF ETHICS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

125

ITEM 16C.

PRINCIPAL ACCOUNTANT FEES AND SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . .

125

ITEM 16D.

EXEMPTIONS FROM THE LISTING STANDARDS FOR AUDIT COMMITTEES . . .

127

ITEM 16E.

PURCHASES OF EQUITY SECURITIES BY THE ISSUER AND AFFILIATED
PURCHASERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

127

ITEM 16F.

CHANGE IN REGISTRANT’S CERTIFYING ACCOUNTANT . . . . . . . . . . . . . . . . . . .

128

ITEM 16G.

CORPORATE GOVERNANCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

128

ITEM 17.

FINANCIAL STATEMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

130

ITEM 18.

FINANCIAL STATEMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

130

ITEM 19.

EXHIBITS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

131

As used in this annual report, the term “fiscal” preceding a year means the twelve-month period ended
March 31 of the year referred to. All other references to years refer to the applicable calendar year, unless thecontext otherwise requires. As used herein, the term “Toyota” refers to Toyota Motor Corporation and its
consolidated subsidiaries as a group, unless the context otherwise indicates.
In parts of this annual report, amounts reported in Japanese yen have been translated into U.S. dollars for theconvenience of readers. Unless otherwise noted, the rate used for this translation was ¥83.15 = $1.00. This was
the approximate exchange rate in Japan on March 31, 2011.

CAUTIONARY STATEMENT CONCERNING FORWARD-LOOKING STATEMENTS
Written forward-looking statements may appear in documents filed with the Securities and Exchange
Commission, or the SEC, including this annual report, documents incorporated by reference, reports toshareholders and other communications.
The U.S. Private Securities Litigation Reform Act of 1995 provides a “safe harbor” for forward-looking
information to encourage companies to provide prospective information about themselves without fear of
litigation so long as the information is identified as forward looking and is accompanied by meaningful
cautionary statements identifying important factors that could cause actual results to differ materially from thoseprojected in the information. Toyota relies on this safe harbor in making forward-looking statements.
Forward-looking statements appear in a number of places in this annual report and include statements
regarding Toyota’s current intent, belief, targets or expectations or those of its management. In many, but not allcases, words such as “aim”, “anticipate”, “believe”, “estimate”, “expect”, “hope”, “intend”, “may”, “plan”,“predict”, “probability”, “risk”, “should”, “will”, “would”, and similar expressions, are used as they relate to
Toyota or its management, to identify forward-looking statements. These statements reflect Toyota’s current
views with respect to future events and are subject to risks, uncertainties and assumptions. Should one or more ofthese risks or uncertainties materialize or should underlying assumptions prove incorrect, actual results may varymaterially from those which are anticipated, aimed at, believed, estimated, expected, intended or planned.
Forward-looking statements are not guarantees of future performance and involve risks and uncertainties.
Actual results may differ from those in forward-looking statements as a result of various factors. Importantfactors that could cause actual results to differ materially from estimates or forecasts contained in the forwardlooking statements are identified in “Risk Factors” and elsewhere in this annual report, and include, among
others:(i) various effects of the Great East Japan Earthquake that occurred on March 11, 2011 and ensuing
events;(ii) changes in economic conditions and market demand affecting, and the competitive environment in,
the automotive markets in Japan, North America, Europe and other markets in which Toyota operates;(iii) fluctuations in currency exchange rates, particularly with respect to the value of the Japanese yen,
the U.S. dollar, the euro, the Australian dollar, the Canadian dollar and the British pound;(iv) changes in funding environment in financial markets;(v) Toyota’s ability to realize production efficiencies and to implement capital expenditures at thelevels and times planned by management;(vi) changes in the laws, regulations and government policies in the markets in which Toyota operates
that affect its automotive operations, particularly laws, regulations and policies relating to vehicle safetyincluding recalls, trade, environmental protection, vehicle emissions and vehicle fuel economy, as well aschanges in laws, regulations and government policies that affect Toyota’s other operations, including theoutcome of current and future litigation and other legal proceedings;

(vii) political instability in the markets in which Toyota operates;(viii) Toyota’s ability to timely develop and achieve market acceptance of new products;(ix) any impact on Toyota’s ability to maintain and develop its brand image as a result of Toyota’s
inability to deliver safe and high-quality products or its failure to promptly implement safety measures suchas recalls when necessary;(x) Toyota’s reliance on various suppliers for the provision of supplies; and(xi) natural disasters, fuel shortages, interruptions in social infrastructure such as electricity ortransportation, labor strikes, work stoppages or other interruptions to, or difficulties in, the employment oflabor in the major markets where Toyota purchases materials, components and supplies for the productionof its products or where its products are produced, distributed or sold.

PART IITEM 1. IDENTITY OF DIRECTORS, SENIOR MANAGEMENT AND ADVISERS
Not applicable.
ITEM 2. OFFER STATISTICS AND EXPECTED TIMETABLE
Not applicable.
ITEM 3. KEY INFORMATION
3.A SELECTED FINANCIAL DATA
You should read the U.S. GAAP selected consolidated financial information presented below together with“Operating and Financial Review and Prospects” and Toyota’s consolidated financial statements contained in thisannual report.
U.S. GAAP Selected Financial Data
The following selected financial data have been derived from Toyota’s consolidated financial statements.
These financial statements were prepared in accordance with U.S. GAAP.
Year Ended March 31,
2008
2009
2010
2011
(in millions, except share and per share data)

2007

2011

Consolidated Statement of Income Data:
Automotive:
Revenues . . . . . . . . . . . . . . . . . . . . . . . . . ¥21,928,006 ¥24,177,306 ¥18,564,723 ¥17,197,428 ¥17,337,320 $208,507
Operating income (loss) . . . . . . . . . . . . .
2,038,828
2,171,905(394,876)(86,370)
85,973
1,034
Financial Services:
Revenues . . . . . . . . . . . . . . . . . . . . . . . . .
1,300,548
1,498,354
1,377,548
1,245,407
1,192,205
14,338Operating income (loss) . . . . . . . . . . . . .
158,495
86,494(71,947)
246,927
358,280
4,309
All Other:
Revenues . . . . . . . . . . . . . . . . . . . . . . . . .
1,323,731
1,346,955
1,184,947
947,615
972,252
11,693Operating income (loss) . . . . . . . . . . . . .
39,67933,080
9,913(8,860)35,242424
Elimination of intersegment:
Revenues . . . . . . . . . . . . . . . . . . . . . . . . .
(604,194)(733,375)(597,648)(439,477)(508,089) (6,111)
Operating income (loss) . . . . . . . . . . . . .
1,681(21,104)(4,101)(4,181)(11,216)(135)
Total Company:
Revenues . . . . . . . . . . . . . . . . . . . . . . . . . 23,948,091 26,289,240 20,529,570 18,950,973 18,993,668 228,427
Operating income (loss) . . . . . . . . . . . . .
2,238,683
2,270,375(461,011)
147,516
468,279
5,632
Income (loss) before income taxes andequity in earnings of affiliatedcompanies . . . . . . . . . . . . . . . . . . . . . .
2,382,516
2,437,222(560,381)
291,468
563,290
6,774
Net income (loss) attributable to Toyota
Motor Corporation . . . . . . . . . . . . . . . . . . . .
1,644,032
1,717,879(436,937)
209,456
408,183
4,909
Net income (loss) attributable to Toyota
Motor Corporation per share:
Basic . . . . . . . . . . . . . . . . . . . . . . . . . . . .
512.09540.65(139.13)66.79
130.17
1.57
Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . .
511.80540.44(139.13)66.79
130.16
1.57
Shares used in computing net income (loss)
attributable to Toyota Motor Corporation
per share, basic (in thousands) . . . . . . . . . .
3,210,423
3,177,445
3,140,417
3,135,986
3,135,881—
Shares used in computing net income (loss)
attributable to Toyota Motor Corporation
per share, diluted (in thousands) . . . . . . . . .
3,212,235
3,178,662
3,140,417
3,135,998
3,135,915
—

1

2007

Consolidated Balance Sheet Data
(end of period):
Total Assets: . . . . . . . . . . . . . . . . . . . .
Short-term debt, including current
portion of long-term debt . . . . . . . .
Long-term debt, less current
portion . . . . . . . . . . . . . . . . . . . . . .
Toyota Motor Corporation
shareholders’ equity . . . . . . . . . . . .
Common stock . . . . . . . . . . . . . . . . . .
Other Data:
Dividends per share . . . . . . . . . . . . . .
Number of vehicles soldJapan . . . . . . . . . . . . . . . . . . . . .
North America . . . . . . . . . . . . . .
Europe . . . . . . . . . . . . . . . . . . . .
Asia . . . . . . . . . . . . . . . . . . . . . .
Other* . . . . . . . . . . . . . . . . . . . .
Worldwide total . . . . . . . . .

Year Ended March 31,
2008
2009
2010
2011
(in millions, except per share and numbers of vehicles sold data)

2011¥32,574,779¥32,458,320¥29,062,037¥30,349,287¥29,818,166$358,607

5,865,507

6,228,152

6,317,184

5,497,997

5,951,836

71,5796,263,585

5,981,931

6,301,469

7,015,409

6,449,220

77,561

11,836,092
397,050

11,869,527
397,050

10,061,207
397,050

10,359,723
397,050

10,332,371
397,050

124,262
4,775

¥

120.0

¥

140.0

¥

100.0

¥

45.0

¥

50.0

$

0.60

2,273,152
2,942,661
1,223,628
789,637
1,295,581

2,188,389
2,958,314
1,283,793
956,509
1,526,934

1,944,823
2,212,254
1,061,954
904,892
1,443,433

2,162,418
2,097,374
858,390979,651
1,139,329

1,913,117
2,031,249
795,534
1,255,016
1,313,123

—
—
—
—
—

8,524,659

8,913,939

7,567,356

7,237,162

7,308,039—* “Other” consists of Central and South America, Oceania, Africa and the Middle East, etc.

Dividend Information
Toyota normally pays dividends twice per year, including an interim dividend and a year-end dividend.
Although Toyota’s articles of incorporation provide that retained earnings can be distributed as dividends
pursuant to the resolution of its board of directors, Toyota’s board of directors recommends the payment ofyear-end dividends to shareholders and pledgees of record as of March 31 in each year. Year-end dividends areusually paid to the shareholders immediately following approval of the dividends at the general shareholders’meeting, normally around the end of June of each year. In addition to these year-end dividends, Toyota may pay
interim dividends in the form of cash distributions from its distributable surplus to shareholders and pledgees ofrecord as of September 30 in each year by resolution of its board of directors. Toyota normally pays the interim
dividend in late November.
In addition, under the Corporation Act of Japan (the “Corporation Act”), dividends may be paid toshareholders and pledgees of record as of any record date, other than those specified above, as set forth inToyota’s articles of incorporation or as determined by its board of directors from time to time. Toyota’s articles
of incorporation also permit Toyota to pay dividends, in addition to interim dividends mentioned in the preceding
paragraph, by a resolution of its board of directors. Toyota has incorporated such a provision into its articles ofincorporation in order to enable a flexible capital policy. Under the Corporation Act, dividends may be
distributed in cash or (except in the case of interim dividends mentioned in the preceding paragraph) in kind,subject to limitations on distributable surplus and to certain other conditions.

2The following table sets forth the dividends declared by Toyota for each of the periods shown. The periods
shown are the six months ended on that date. The U.S. dollar equivalents for the cash dividends shown are basedon the noon buying rate for Japanese yen on the last date of each period set forth below.
Cash Dividends per Share
Yen
Dollars

Period Ended

September 30, 2006 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
March 31, 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
September 30, 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
March 31, 2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
September 30, 2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
March 31, 2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
September 30, 2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
March 31, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
September 30, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
March 31, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

50.0
70.0
65.0
75.0
65.0
35.0
20.0
25.0
20.0
30.0

0.42
0.59
0.65
0.75
0.61
0.35
0.22
0.26
0.24
0.36

The payment and the amount of any future dividends are dependent on the amount of Toyota’s future
earnings, its financial condition and other factors, including statutory restrictions on the payment of dividends.
Toyota deems the benefit of its shareholders as one of its priority management policies, and it is working to
improve corporate structure towards the realization of sustainable growth in order to enhance its corporate value.
Toyota will strive to continue to pay stable dividends while giving due consideration to factors such as businessresults for each term, investment plans and its cash reserves. In order to successfully compete in this highly
competitive industry, Toyota plans to utilize its internal funds for the early commercialization of next-generation
environment and safety technologies, giving priority to customer safety and reliability. Considering these factors,
an annual dividend of 50 yen per share was paid for fiscal 2011, consisting of a year-end dividend of 30 yen per
share and an interim dividend of 20 yen per share.
Toyota has decided, for the time being, to refrain from repurchasing its own shares in order to prioritize
retention of cash reserves given the uncertain future of global financial conditions. Since Toyota began
repurchasing shares in fiscal 1997, the cumulative number of shares repurchased as of the end of March 2011
was 736.98 million shares at a total cost of ¥2,868.8 billion. The following table shows the approximate numberof shares repurchased and the approximate cost of repurchase of those shares for each of the periods indicated:
2007

Number of shares repurchased . . . . . . . . . . . . . . . . . . .
Amount paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

45 million¥ 300 billion

Year Ended March 31,
2008
2009

49 million¥ 317 billion

15 million¥ 73 billion

2010

2011

0
0

0
0

Toyota’s future share repurchases will be influenced by factors such as Toyota’s future earnings andfinancial position. For a further discussion of Toyota’s share repurchases, please see “Purchases of Equity
Securities by the Issuer and Affiliated Purchasers”.
Exchange Rates
In parts of this annual report, yen amounts have been translated into U.S. dollars for the convenience ofinvestors. Unless otherwise noted, the rate used for the translations was ¥83.15 = $1.00. This was theapproximate exchange rate in Japan on March 31, 2011.

3

The following table sets forth information regarding the noon buying rates for Japanese yen in New York
City as announced for customs purposes by the Federal Reserve Bank of New York expressed in Japanese yen
per $1.00 during the periods shown. At the end of May 2011, the noon buying rate was ¥81.29 = $1.00. The
average exchange rate for the periods shown is the average of the month-end rates during the period.
Fiscal Year Ended or Ending March 31,

2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2012 (through May 31, 2011) . . . . . . . . . . . . . . . . . . . . . .

At End of Period

Average(of month-end rates)(¥ per $1.00)

High

Low

117.56
99.85
99.15
93.40
82.76
81.29

116.55113.61100.85
92.49
85.00
81.30

121.81124.09110.48100.7194.68
85.26

110.07
96.88
87.80
86.12
78.74
80.12

Month Ended

High
Low
(¥ per $1.00)

December 31, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
January 31, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
February 28, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
March 31, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
April 30, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
May 31, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

84.23
83.36
83.79
82.98
85.26
82.12

81.67
81.56
81.48
78.74
81.31
80.12

Fluctuations in the exchange rate between the Japanese yen and the U.S. dollar will affect the dollar
equivalent of the price of the shares on the Japanese stock exchanges. As a result, exchange rate fluctuations arelikely to affect the market price of the American Depositary Shares (“ADSs”) on the New York Stock Exchange(“NYSE”). Toyota will declare any cash dividends on shares in Japanese yen. Exchange rate fluctuations will
also affect the U.S. dollar amounts received on conversion of cash dividends.
Exchange rate fluctuations can also materially affect Toyota’s reported operating results. In particular, astrengthening of the Japanese yen against the U.S. dollar can have a material adverse effect on Toyota’s reported
operating results. For a further discussion of the effects of currency rate fluctuations on Toyota’s operating
results, please see “Operating and Financial Review and Prospects — Operating Results — Overview —Currency Fluctuations”.
3.B CAPITALIZATION AND INDEBTEDNESS
Not applicable.
3.C REASONS FOR THE OFFER AND USE OF PROCEEDS
Not applicable.
3.D RISK FACTORS
Risks relating to the Great East Japan Earthquake
Toyota may be adversely affected by the continuing effects of the Great East Japan Earthquake and ensuing
events.
The Japanese economy as a whole suffered significant damage as a result of the Great East Japan
Earthquake that occurred on March 11, 2011 and the ensuing tsunami and accidents at nuclear power plants inFukushima Prefecture (collectively, the “Great East Japan Earthquake”).
4After the earthquake’s occurrence on March 11, 2011, Toyota temporarily suspended operations at all of its
domestic factories due to damage to social infrastructure including energy supply, transportation systems, gas,
water and communication systems caused by the earthquake, shortages of parts from suppliers, and damage
sustained by some subsidiaries of Toyota in regions adjacent to the disaster zone. On March 18, 2011, Toyota
began resuming production in stages. As of April 18, 2011, Toyota had resumed operations at all domestic
factories. As of the date of this annual report, production levels at both domestic and overseas factories vary byregion and vehicle type and, primarily due to shortages of supplies from external suppliers, production is not yet
normalized at some factories. Toyota anticipates that its factories will reach normal operational capacity between
November and December 2011, but there is no assurance that production will normalize by that time. Also, in
May 2011, operations at the nuclear power plant in Shizuoka Prefecture that supplied a portion of the electricity
to the area where Toyota’s global headquarters and main plants are located were suspended in light of thedamage sustained by the Fukushima nuclear power plant. There is concern regarding potential shortages ofelectricity during the demanding summer months, and such a shortage could negatively impact Toyota’s
production. The Great East Japan Earthquake has negatively impacted Toyota’s operations and the duration andmagnitude of the impact ensuing from it remain unclear. Depending on developments, the impact on Toyota’s
results of operations and financial condition may be significant.
The Japanese economy has been negatively impacted by damage caused by the Great East Japan
Earthquake, costs associated to rebuild the affected areas and interrupted infrastructure, including energy
shortages. The duration and magnitude of the total impact on the Japanese economy are unclear. In addition, thenuclear power plants in Fukushima Prefecture are not yet fully under control and the resolution of the situation atthese plants, including timing, remains unclear. Continuing radiation leakage and further aggravation of thenuclear power plants are possible. These various issues in connection with the Great East Japan Earthquake may
cause significant and unforeseeable adverse effects on the Japanese economy, Toyota’s operations, and demand
for Toyota’s products.
Industry and Business Risks
The worldwide automotive market is highly competitive.
The worldwide automotive market is highly competitive. Toyota faces intense competition from automotive
manufacturers in the markets in which it operates. Although the global economy is gradually recovering,competition in the automotive industry has further intensified amidst difficult overall market conditions. In
addition, competition is likely to further intensify in light of further continuing globalization in the worldwide
automotive industry, possibly resulting in further industry reorganization. Factors affecting competition include
product quality and features, safety, reliability, fuel economy, the amount of time required for innovation anddevelopment, pricing, customer service and financing terms. Increased competition may lead to lower vehicle
unit sales, which may result in a further downward price pressure and adversely affect Toyota’s financial
condition and results of operations. Toyota’s ability to adequately respond to the recent rapid changes in theautomotive market and to maintain its competitiveness will be fundamental to its future success in existing andnew markets and to maintain its market share. There can be no assurances that Toyota will be able to compete
successfully in the future.
The worldwide automotive industry is highly volatile.
Each of the markets in which Toyota competes has been subject to considerable volatility in demand.
Demand for vehicles depends to a large extent on social, political and economic conditions in a given market andthe introduction of new vehicles and technologies. As Toyota’s revenues are derived from sales in markets
worldwide, economic conditions in such markets are particularly important to Toyota. During fiscal 2010,
although government efforts to stimulate demand in Japan, North America and Europe, which are Toyota’s mainmarkets, resulted in a trend towards economic recovery, market conditions in those areas remained difficult, andToyota was adversely affected by changes in the market structure with further shifts in consumer demand tocompact and low-priced vehicles. Such weakness in demand for automobiles and changes in market structure is5continuing, and it is unclear how this situation will transition in the future. Toyota’s financial condition andresults of operations may be adversely affected if the weakness in demand for automobiles and changes in market
structure continue or progress further. Demand may also be affected by factors directly impacting vehicle priceor the cost of purchasing and operating vehicles such as sales and financing incentives, prices of raw materials
and parts and components, cost of fuel and governmental regulations (including tariffs, import regulation andother taxes). Volatility in demand may lead to lower vehicle unit sales, which may result in a further downward
price pressure and adversely affect Toyota’s financial condition and results of operations.
Toyota’s future success depends on its ability to offer new innovative competitively priced products that meetcustomer demand on a timely basis.
Meeting customer demand by introducing attractive new vehicles and reducing the amount of time requiredfor product development are critical to automotive manufacturers. In particular, it is critical to meet customer
demand with respect to quality, safety and reliability. The timely introduction of new vehicle models, atcompetitive prices, meeting rapidly changing customer preferences and demand is more fundamental to Toyota’s
success than ever, as the automotive market is rapidly transforming in light of the changing global economy.
There is no assurance, however, that Toyota will adequately and appropriately respond to changing customer
preferences and demand with respect to quality, safety, reliability, styling and other features in a timely manner.
Even if Toyota succeeds in perceiving customer preferences and demand, there is no assurance that Toyota will
be capable of developing and manufacturing new, price competitive products in a timely manner with its
available technology, intellectual property, sources of raw materials and parts and components, and production
capacity, including cost reduction capacity. Further, there is no assurance that Toyota will be able to implement
capital expenditures at the level and times planned by management. Toyota’s inability to develop and offer
products that meet customers’ preferences and demand with respect to quality, safety, reliability, styling andother features in a timely manner could result in a lower market share and reduced sales volumes and margins,and may adversely affect Toyota’s financial condition and results of operations.
Toyota’s ability to market and distribute effectively is an integral part of Toyota’s successful sales.
Toyota’s success in the sale of vehicles depends on its ability to market and distribute effectively based on
distribution networks and sales techniques tailored to the needs of its customers. There is no assurance that
Toyota will be able to develop sales techniques and distribution networks that effectively adapt to changing
customer preferences or changes in the regulatory environment in the major markets in which it operates.
Toyota’s inability to maintain well-developed sales techniques and distribution networks may result in decreased
sales and market share and may adversely affect its financial condition and results of operations.
Toyota’s success is significantly impacted by its ability to maintain and develop its brand image.
In the highly competitive automotive industry, it is critical to maintain and develop a brand image. In orderto maintain and develop a brand image, it is necessary to further increase customers’ confidence by providing
safe, high-quality products that meet customer preferences and demand. If Toyota is unable to effectively
maintain and develop its brand image as a result of its inability to provide safe, high-quality products or as resultof the failure to promptly implement safety measures such as recalls when necessary, vehicle unit sales and/orsale prices may decrease, and as a result revenues and profits may not increase as expected or may decrease,adversely affecting its financial condition and results of operations.
Toyota relies on suppliers for the provision of certain supplies including parts, components and raw materials.
Toyota purchases supplies including parts, components and raw materials from a number of external
suppliers located around the world. For some supplies, Toyota relies on a single supplier or a limited number ofsuppliers, whose replacement with another supplier may be difficult. Inability to obtain supplies from a single orlimited source supplier may result in difficulty obtaining supplies and may restrict Toyota’s ability to produce
6vehicles. Furthermore, even if Toyota were to rely on a large number of suppliers, first-tier suppliers with whom
Toyota directly transacts may in turn rely on a single second-tier supplier or limited second-tier suppliers.
Toyota’s ability to continue to obtain supplies from its suppliers in a timely and cost-effective manner is subject
to a number of factors, some of which are not within Toyota’s control. These factors include the ability of
Toyota’s suppliers to provide a continued source of supply, and Toyota’s ability to effectively compete andobtain competitive prices from suppliers. A loss of any single or limited source supplier or inability to obtainsupplies from suppliers in a timely and cost-effective manner could lead to increased costs or delays orsuspensions in Toyota’s production and deliveries, which could have an adverse effect on Toyota’s financial
conditions and results of operations.
The worldwide financial services industry is highly competitive.
The worldwide financial services industry is highly competitive. Increased competition in automobile
financing may lead to decreased margins. A decline in Toyota’s vehicle unit sales, an increase in residual value
risk due to lower used vehicle price, an increase in the ratio of credit losses and increased funding costs arefactors which may impact Toyota’s financial services operations. If Toyota is unable to adequately respond to thechanges and competition in automobile financing, Toyota’s financial services operations may adversely affect its
financial condition and results of operations.
Financial Market and Economic Risks
Toyota’s operations are subject to currency and interest rate fluctuations.
Toyota is sensitive to fluctuations in foreign currency exchange rates and is principally exposed tofluctuations in the value of the Japanese yen, the U.S. dollar and the euro and, to a lesser extent, the Australian
dollar, the Canadian dollar and the British pound. Toyota’s consolidated financial statements, which arepresented in Japanese yen, are affected by foreign currency exchange fluctuations through both translation risk
and transaction risk. Changes in foreign currency exchange rates may affect Toyota’s pricing of products soldand materials purchased in foreign currencies. In particular, strengthening of the Japanese yen against the
U.S. dollar can have an adverse effect on Toyota’s operating results. The Japanese yen has been appreciating
against major currencies including the U.S. dollar in the past year. If the Japanese yen continues to appreciate
against major currencies, including the U.S. dollar, Toyota’s financial condition and results of operations may be
adversely affected.
Toyota believes that its use of certain derivative financial instruments including interest rate swaps andincreased localized production of its products have reduced, but not eliminated, the effects of interest rate andforeign currency exchange rate fluctuations. Nonetheless, a negative impact resulting from fluctuations in foreign
currency exchange rates and changes in interest rates may adversely affect Toyota’s financial condition andresults of operations. For a further discussion of currency and interest rate fluctuations and the use of derivative
financial instruments, see “Operating and Financial Review and Prospects — Operating Results — Overview —Currency Fluctuations”, “Quantitative and Qualitative Disclosures About Market Risk”, and notes 20 and 21 to
Toyota’s consolidated financial statements.
High prices of raw materials and strong pressure on Toyota’s suppliers could negatively impact Toyota’s
profitability.
Increases in prices for raw materials that Toyota and Toyota’s suppliers use in manufacturing their products
or parts and components such as steel, precious metals, non-ferrous alloys including aluminum, and plastic parts,
may lead to higher production costs for parts and components. This could, in turn, negatively impact Toyota’s
future profitability because Toyota may not be able to pass all those costs on to its customers or require its
suppliers to absorb such costs.

7

The downturn in the financial markets could adversely affect Toyota’s ability to raise capital.
Should the world economy suddenly deteriorate, a number of financial institutions and investors will facedifficulties in providing capital to the financial markets at levels corresponding to their own financial capacity,
and, as a result, there is a risk that companies may not be able to raise capital under terms that they would expect
to receive with their creditworthiness. If Toyota is unable to raise the necessary capital under appropriate
conditions on a timely basis, Toyota’s financial condition and results of operations may be adversely affected.
Political, Regulatory, Legal and Other Risks
The automotive industry is subject to various governmental regulations.
The worldwide automotive industry is subject to various laws and governmental regulations including thoserelated to vehicle safety and environmental matters such as emission levels, fuel economy, noise and pollution. In
particular, automotive manufacturers such as Toyota are required to implement safety measures such as recallsfor vehicles that do not or may not comply with the safety standards of laws and governmental regulations. In
addition, Toyota may, in order to reassure its customers of the safety of Toyota’s vehicles, decide to voluntarily
implement recalls or other safety measures even if the vehicle complies with the safety standards of relevant laws
and governmental regulations. Many governments also impose tariffs and other trade barriers, taxes and levies, orenact price or exchange controls. Toyota has incurred, and expects to incur in the future, significant costs incomplying with these regulations. If Toyota launches products that result in safety measures such as recalls,
Toyota may incur various costs including significant costs for free repairs. Furthermore, new legislation orchanges in existing legislation may also subject Toyota to additional expenses in the future. If Toyota incurs
significant costs related to implementing safety measures or meeting laws and governmental regulations,Toyota’s financial condition and results of operations may be adversely affected.
Toyota may become subject to various legal proceedings.
As an automotive manufacturer, Toyota may become subject to legal proceedings in respect of various
issues, including product liability and infringement of intellectual property. Toyota may also be subject to legal
proceedings brought by its shareholders and governmental proceedings and investigations. Toyota is in factcurrently subject to a number of pending legal proceedings and government investigations. A negative outcome
in one or more of these pending legal proceedings could adversely affect Toyota’s financial condition and resultsof operations. For a further discussion of governmental regulations, see “Information on the Company —Business Overview — Governmental Regulation, Environmental and Safety Standards” and for legal
proceedings, please see “Information on the Company — Business Overview — Legal Proceedings”.
Toyota may be adversely affected by natural calamities, political and economic instability, fuel shortages orinterruptions in social infrastructure, wars, terrorism and labor strikes.
Toyota is subject to various risks associated with conducting business worldwide. These risks include
natural calamities; political and economic instability; fuel shortages; interruption in social infrastructure
including energy supply, transportation systems, gas, water, or communication systems resulting from natural
hazards or technological hazards; wars; terrorism; labor strikes and work stoppages. Should the major markets inwhich Toyota purchases materials, parts and components and supplies for the manufacture of Toyota products orin which Toyota’s products are produced, distributed or sold be affected by any of these events, it may result in
disruptions and delays in the operations of Toyota’s business. Should significant or prolonged disruptions ordelays related to Toyota’s business operations occur, it may adversely affect Toyota’s financial condition andresults of operations.

8

ITEM 4. INFORMATION ON THE COMPANY
4.A HISTORY AND DEVELOPMENT OF THE COMPANY
Toyota Motor Corporation is a limited liability, joint-stock company incorporated under the Commercial
Code of Japan and continues to exist under the Corporation Act. Toyota commenced operations in 1933 as theautomobile division of Toyota Industries Corporation (formerly, Toyoda Automatic Loom Works, Ltd.). Toyota
became a separate company on August 28, 1937. In 1982, the Toyota Motor Company and Toyota Motor Sales
merged into one company, the Toyota Motor Corporation of today. As of March 31, 2011, Toyota operated
through 511 consolidated subsidiaries and 217 affiliated companies, of which 56 companies were accounted forthrough the equity method.
See “— Business Overview — Capital Expenditures and Divestitures” for a description of Toyota’s
principal capital expenditures and divestitures between April 1, 2008 and March 31, 2011 and information
concerning Toyota’s principal capital expenditures and divestitures currently in progress.
Toyota’s principal executive offices are located at 1 Toyota-cho, Toyota City, Aichi Prefecture 471-8571,
Japan. Toyota’s telephone number in Japan is +81-565-28-2121.
4.B BUSINESS OVERVIEW
Toyota primarily conducts business in the automotive industry. Toyota also conducts business in financeand other industries. Toyota sold 7,308 thousand vehicles in fiscal 2011 on a consolidated basis. Toyota had net
revenues of ¥18,993.6 billion and net income attributable to Toyota Motor Corporation of ¥408.1 billion in
fiscal 2011.
Toyota’s business segments are automotive operations, financial services operations and all otheroperations. The following table sets forth Toyota’s sales to external customers in each of its business segments
for each of the past three fiscal years.

2009

Automotive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
All Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Yen in millions
Year Ended March 31,
2010¥18,550,501
1,355,850
623,219¥17,187,308
1,226,244
537,4212011¥17,322,753
1,173,168
497,767

Toyota’s automotive operations include the design, manufacture, assembly and sale of passenger cars,
minivans and commercial vehicles such as trucks and related parts and accessories. Toyota’s financial services
business consists primarily of providing financing to dealers and their customers for the purchase or lease of
Toyota vehicles. Toyota’s financial services also provide retail leasing through the purchase of lease contracts
originated by Toyota dealers. Related to Toyota’s automotive operations is its development of intelligent
transport systems (“ITS”). Toyota’s all other operations business segment includes the design and manufacture ofprefabricated housing, information technology related businesses including an e-commerce marketplace calledGAZOO.com, and sales promotions for KDDI communication related products (predominantly the au brand).

9Toyota sells its vehicles in approximately 170 countries and regions. Toyota’s primary markets for its
automobiles are Japan, North America, Europe and Asia. The following table sets forth Toyota’s sales to externalcustomers in each of its geographical markets for each of the past three fiscal years.
Yen in millions
Year Ended March 31,
2009
2010
2011

Japan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
North America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Asia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other* . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥7,471,916
6,097,676
2,889,753
2,450,412
1,619,813¥7,314,813
5,583,228
2,082,671
2,431,648
1,538,613¥6,966,929
5,327,809
1,920,416
3,138,112
1,640,422* “Other” consists of Central and South America, Oceania and Africa.
During fiscal 2011, 26.2% of Toyota’s automobile unit sales on a consolidated basis were in Japan, 27.8%
were in North America, 10.9% were in Europe and 17.2% were in Asia. The remaining 17.9% of consolidated
unit sales were in other markets.
The Japanese economy as a whole suffered significant damage as a result of the Great East Japan
Earthquake that occurred on March 11, 2011, including the ensuing tsunami and nuclear incident in Fukushima
Prefecture.
After the earthquake’s occurrence on March 11, 2011, Toyota temporarily suspended operations at all of its
domestic factories due to damage to social infrastructure including energy supply, transportation systems, gas,
water and communication systems caused by the earthquake, shortages of parts from suppliers, and damage
sustained by some subsidiaries of Toyota in regions adjacent to the disaster zone. On March 18, 2011, Toyota
began resuming production in stages. As of April 18, 2011, Toyota had resumed operations at all domestic
factories. As of the date of this annual report, production levels at both domestic and overseas factories vary byregion and vehicle type and, primarily due to shortages of supplies from external suppliers, production is not yet
normalized at some factories. Toyota anticipates that factories will reach normal operational capacity between
November and December 2011. Also, in May 2011, operations at the nuclear power plant in Shizuoka Prefecturethat supplied a portion of the electricity to the area where Toyota’s global headquarters and main plants arelocated were suspended in light of the damage sustained by the Fukushima nuclear power plant. Amidst
mounting concerns regarding shortages of electricity during the demanding summer months, Toyota is
cooperating with the Japanese government and the Japan Automobile Manufacturers Association and is working
to minimize the negative impact of electricity shortages on production and company activities by leveling out
consumption by shifting its operating days and conserving electricity between July and September 2011.
Toyota is exerting every effort to realize full normalization of production as soon as possible, and tominimize the negative impact of the Great East Japan Earthquake on profits.
In addition, with regard to the series of product quality related issues that began in early 2010, in March
2010, Toyota established a Special Committee for Global Quality to thoroughly investigate the cause of the
product quality issues and review all of Toyota’s processes, including design, production, sales, service, andhuman resource development. Toyota believes it is making steady and solid improvements in these regards.
Building on the work of the Special Committee for Global Quality, each region is implementing
comprehensive improvements to the company’s operations and strengthening the company’s quality
improvement activities.
Further, in order to obtain objective third-party evaluation, in July 2010, Toyota obtained a reportconcerning Toyota’s quality-assurance review-and-improvement measures from the Union of Japanese Scientists
10and Engineers and external experts recommended by the union. This report evaluated the preventative measures
undertaken by Toyota in response to the series of product quality related issues it experienced beginning in early
2010, such as strengthening analysis of customer information and human resource development, and indicatedplaces where these measures should be deepened in order to bring about further improvement. Toyota hasreceived the evaluation with humility, and is making efforts toward further improvements.
Through the quality control approach described above, Toyota and its officers and employees will unite to
do their best to make customer safety their first emphasis, ensure that thorough quality control is a constantelement of their work, strengthen quality control infrastructure and cultivate customers’ trust. For further details
concerning recalls and other safety measures, see “Operating and Financial Review and Prospects — Operating
Results — Results of Operations — Fiscal 2011 Compared with Fiscal 2010 — Operating Costs and Expenses”.
The Worldwide Automotive Market
Toyota estimates that annual worldwide vehicle sales totaled approximately 75 million units in 2010.
Automobile sales are affected by a number of factors including:•social, political and economic conditions,•introduction of new vehicles and technologies, and•costs incurred by customers to purchase and operate automobiles.

These factors can cause consumer demand to vary substantially from year to year in different geographic
markets and in individual categories of automobiles.
The global economy in fiscal 2011 recovered gradually, with strong growth in investment and consumption
principally in developing Asian economies despite slow recovery in developed countries due to the decelerationof government policies. The automotive industry also followed the trend of the global economy, with markets
expanding in emerging countries such as China and India. The automotive market in the United States gradually
recovered, and the markets in Japan and Europe, which were supported by government stimulus measures, also
saw signs of recovery. The markets expanded overall, principally in developing economies.
Toyota expects the automotive market to grow in the medium- to long-term driven principally by the growth
in resource-rich markets and the emerging markets. Global competition is severe, as competition in compact andlow-price vehicles intensifies, and technological development and development of new products become more
frequent with a heightened global awareness of the environment.
In 2010, Europe, China, North America, Asia, Central and South America, and Japan were the world’s
largest automotive markets. The share of each market in the global market, based on total automobile sales on aretail basis in each market, was 25% for Europe, 24% for China, 19% for North America (18% excluding Mexicoand Puerto Rico), 10% for Asia, 7% for Central and South America, and 7% for Japan. In Europe, new vehicle
sales remained at the same level as the previous year at approximately 19.0 million units. In China, new vehicle
sales increased significantly to approximately 18.3 million units. In North America, new vehicle sales increased
to approximately 14.4 million units. In Asia (including India but excluding Japan and China), new vehicle unit
sales increased to approximately 7.6 million units. In Central and South America, new vehicle sales increased
from the previous year to approximately 5.4 million units. In Japan, total new vehicle unit sales (including minivehicles) increased to approximately 5.0 million units.
The worldwide automotive industry is affected significantly by government regulations aimed at reducing
harmful effects on the environment, enhancing vehicle safety and improving fuel economy. These regulations
have added to the cost of manufacturing vehicles. Many governments also mandate local procurement of partsand components and impose tariffs and other trade barriers and price or exchange controls as a means of creating11

jobs, protecting domestic producers or influencing their balance of payments. Changes in regulatory
requirements and other government-imposed restrictions can limit an automaker’s operations. These regulations
can also make it difficult to repatriate profits to an automaker’s home country.
The development of the worldwide automotive market includes the continuing globalization of automotive
operations. Manufacturers seek to achieve globalization by localizing the design and manufacture of automobiles
and their parts and components in the markets in which they are sold. By expanding production capabilities
beyond their home markets, automotive manufacturers are able to reduce their exposure to fluctuations in foreignexchange rates as well as to trade restrictions and tariffs.
Since 2000, various transactions have promoted consolidation within the global automotive industry. There
are various reasons behind these transactions including the need to respond to the excessive global capacity in the
production of automobiles, the need to reduce costs and improve efficiency by increasing the number of
automobiles produced using common vehicle platforms and by sharing research and development expenses forenvironmental and other technology, the desire to expand a company’s global presence through increased size
and the desire to expand into particular segments or geographic markets. Recently these have included businessalliances and investments between major manufacturers in Japan and Europe.
Toyota believes that its research and development initiatives, particularly the development ofenvironmentally friendly new vehicle technologies, vehicle safety and information technology, provide it with astrategic advantage.
Toyota’s ability to compete in the global automotive industry will depend in part on Toyota’s successful
implementation of its business strategy. This is subject to a number of factors, some of which are not in Toyota’s
control. These factors are discussed in “Operating and Financial Review and Prospects” and elsewhere in thisannual report.
Toyota Global Vision
In March 2011, Toyota unveiled its “Toyota Global Vision” corporate outline for the future, which serves
not only to give direction to Toyota employees around the world, but also to convey such direction to customers
and to the public at large. Toyota will work to achieve sustained growth through the realization of the following
ideals which are parts of the Vision:“The safest and most responsible ways of moving people”•

Safety is Toyota’s highest priority, and Toyota will continue to provide world-class safety.

•

Toyota will also continue to contribute to environmental quality and to human happiness by using
leading environmental technology and by deploying that technology in a growing line of vehicle
models. At the same time, Toyota will work through the provision of products, sales and services thatexceed customer expectation to offer a rewarding experience for customers.

“Enriching lives around the world”•

Toyota has been consistently true to its founding spirit of serving society through conscientious
manufacturing, and it will continue working in that spirit to contribute to enhance the quality of life
wherever it has operations.

•Toyota will strive to continue contributing to economic vitality wherever it has operations by generating
stable employment and by participating in mutually beneficial business relationships with dealers andsuppliers. It will also strive to continue to actively engage in initiatives for human resources
development and the promotion of cultural activities of its host communities.
12

“Lead the way to the future of mobility”•

Toyota will lead the industry in technological development that will spawn next-generation
mobility. For example, it will explore possibilities in personal mobility and in the convergence of
information technology for automobiles and “smart grids” for optimizing energy generation andconsumption. Toyota will strive to offer products and services that match the needs in each market.

•

Toyota will strive to advance environmental technology and develop low-carbon technologies andtechnologies for maximizing safety through interaction with the transport infrastructure to lay afoundation for sustainable and amenable future mobility.

“Our commitment to quality, constant innovation”•

Toyota is committed to providing quality vehicles that are highly reliable and driven with a sense ofsafety and reliability.

•

Toyota will constantly reinvent itself and continue to engage in cutting-edge technology development.
Toyota will work towards offering vehicles around the world that address the needs of today and of
tomorrow at affordable prices.

“Continued awareness for the Earth and environment”•

Toyota will continue to work towards minimizing environmental impact in its manufacturing and otheroperations, and products.

•

With an emphasis on environmental awareness, Toyota will in its operations work towards energy
conservation, reduction in carbon dioxide emission, efficient use of resources such as recycling, andhuman resource development and production methods that allow for coexistence with nature.

“Exceed expectations and be rewarded with a smile”•

Everyone at Toyota will continuously maintain a sense of gratitude to customers and will strive to earnsmiles with products and services that are stimulating and inspiring and exceed customer expectation.

“There is always a better way”•

All Toyota employees will share the recognition that there is always a better way and share acommitment to continuous improvement, which are fundamental to The Toyota Way.

“Meet challenging goals by engaging the talent and passion of people”•

Toyota will nurture a corporate culture where teamwork and individual creativity thrive and where
people will approach their work with pride and passion.

•

Toyota will honor the spirit of diversity in recruiting, training and promoting capable individuals aroundthe world. Human resources development at Toyota will continue to promote the transfer of thecompany’s monozukuri spirit of conscientious manufacturing and related skills and know-how from one
generation to the next.

With respect to the future business environment, it is expected that the economies of emerging countries,
principally China and India, will continue to expand and the economies of developed countries, such as Europe
and the United States, will continue to slowly recover. However, attention must be paid to risks such as anincrease in crude oil prices and high unemployment rates continuing in Europe and the United States. The
Japanese economy is expected to recover against the background of the improvement of the overseas economy
and the various effects of government policies among other factors, but recovery is expected to be weak in thenear future due to the serious effects of the substantial damage from the Great East Japan Earthquake.
13

Several of Toyota’s production bases, sales companies and suppliers are located in the affected areas andsuffered extensive damage. Toyota as a group will exert every effort to realize a recovery as quickly as possible.
From a medium- to long-term viewpoint, while the automobile market is expected to expand centering
around developing economies, competition among small and low-cost vehicles will gain momentum, and fierce
global competition is also expected with respect to environmentally-friendly vehicles.
Even in this harsh business environment, the Toyota Group as a whole will make an even greater effort toaddress the following in order to realize two of Toyota’s enduring wishes: “to be a company customers choose”
and “to bring smiles to every customer who chooses Toyota”:
First, in product development, Toyota intends to make substantial improvements in design and perceived
quality and to establish systems by which products launched in a certain region will be developed based on thecustomer needs of that region. For environmentally-friendly vehicles (“eco-cars”), Toyota will make all-around
efforts to expand its product line-up of hybrid vehicles and develop next-generation eco-cars such as plug-in
hybrid vehicles, electric vehicles and fuel cell vehicles, along with the high-efficiency gasoline engine.
Second, as for “emerging markets” with strong promise for future growth, Toyota intends to reinforce coremodels for local production such as IMV and newly developed compact vehicles, while launching more hybrid
vehicles. Through these efforts, Toyota will build a well-balanced business structure that impartially allocates
resources to both developed countries and emerging countries.
(*) IMV is an abbreviation for Innovative International Multi-purpose Vehicle, which refers to sport-utility
vehicles (SUVs), pickup trucks, and other multi-purpose vehicles that are produced overseas for markets
worldwide.
Third, to quickly reflect feedback from customers around the world in Toyota’s research and development,
production and sales operations, Toyota will build a structure where decisions can be made regionally, in areas
closest to the customers.
Fourth, Toyota will further reinforce three basic functions: quality improvement, cost reduction, and humanresource development.
Based on these efforts, Toyota will enrich the lives of its communities through manufacturing good
automobiles that are accepted by customers and society. This will encourage more customers to purchase Toyota
cars and thereby lead to the establishment of a stable business base. By perpetuating this good cycle, Toyota will
aim to realize sustainable growth and enhance corporate value. Toyota will fulfill its social responsibilities bycarrying out its Corporate Social Responsibility (CSR).
Automotive Operations
Toyota’s revenues from its automotive operations were ¥17.3 trillion in fiscal 2011, ¥17.2 trillion in fiscal
2010 and ¥18.6 trillion in fiscal 2009.
Toyota produces and sells passenger cars, minivans and commercial vehicles such as trucks. Toyota Motor
Corporation’s subsidiary, Daihatsu Motor Co., Ltd. (“Daihatsu”), produces and sells mini-vehicles and compact
cars. Hino Motors, Ltd. (“Hino”), also a subsidiary of Toyota Motor Corporation, produces and sells commercial
vehicles such as trucks and buses. Toyota also manufactures automotive parts, components and accessories for its
own use and for sale to others.

14

Vehicle Models
Toyota’s vehicles (produced by Toyota, Daihatsu and Hino) can be classified into two categories: hybrid
vehicles and conventional engine vehicles. Toyota’s product line-up includes subcompact and compact cars,mini-vehicles, mid-size, luxury, sports and specialty cars, recreational and sport-utility vehicles, pickup trucks,
minivans, trucks and buses.
Hybrid Vehicles
The world’s first mass-produced hybrid car was Toyota’s Prius. It runs on an efficient combination of agasoline engine and motor. This system allows the Prius to travel more efficiently than conventional engine
vehicles of comparable size and performance. The hybrid design of the Prius also results in the output of 75%
less emission than the maximum amount allowed by Japanese environmental regulations. Toyota views the Priusas the cornerstone of its emphasis on designing and producing eco-friendly automobiles. As of the end of March
2011, the total number of Toyota’s hybrid vehicles sold was just less than 3.052 million units.
In May 2008, Toyota introduced the hybrid version of the Crown, which is the signature model of the
Toyota brand, in Japan. In April 2009, the Lexus RX450h, which is the fully-remodeled Lexus RX400h, wassuccessively introduced in Japan, North America and Europe. The Prius, of which 2.265 million units have beensold (as of the end of March 2011) since it was first introduced in 1997 and whose name has become
synonymous with hybrid vehicles, underwent its second full model change in May 2009. The hybrid vehicles
HS250h and SAI were introduced in July 2009 and December 2009, respectively. In December 2009, Toyota
began leasing the Prius plug-in hybrid equipped with a lithium ion battery targeted at certain corporate users
including electrical power companies. In January 2011, the Lexus hybrid vehicle CT200h was also introduced.
Further, Toyota introduced the Prius α (Prius Alpha) wagon in May 2011 and is planning further ways toenhance the Prius series lineup. Toyota anticipates strong growth in the hybrid vehicles area and will continue tointroduce new models.
Toyota began limited sales of a fuel cell hybrid vehicle in Japan and the United States in December 2002. In
June 2005, Toyota’s new fuel cell hybrid passenger vehicle became the first in Japan to acquire vehicle typecertification under the Road Vehicles Act, as amended, on March 31, 2005, by Japan’s Ministry of Land,
Infrastructure, Transport and Tourism. Leases for the vehicle began in July 2005. By 2007, Toyota was able to
make improvements to start-up and cruising distance at temperatures below freezing, which were technologicalchallenges. Toyota has made advances by solving technological issues such as the above and has been working
towards the practical use of such solutions.
Toyota aims to continue its efforts to offer a diverse line-up of hybrid vehicles, enhance engine power while
improving fuel economy and otherwise work towards increasing the sales of hybrid vehicles.
Conventional Engine Vehicles
Subcompact and Compact
Toyota’s subcompact and compact cars include the four-door Corolla sedan, which is one of Toyota’s best
selling models. The Yaris, marketed as the Vitz in Japan, is a subcompact car designed to perform better andoffer greater comfort than other compact cars available in the market, with low emissions that are particularly
attractive to European consumers. In Japan, Toyota introduced the micropremium iQ in November 2008, as wellas the remodeled Passo in February 2010, Ractis in November 2010, and Vitz in December 2010. In India,
Toyota introduced the Etios in October 2010.
Mini-Vehicles
Mini-vehicles are manufactured and sold by Daihatsu. Daihatsu manufactures mini-vehicles, passenger
vehicles, commercial vehicles and auto parts. Mini-vehicles are passenger cars, vans or trucks with engine
15

displacements of 660 cubic centimeters or less. Daihatsu sold approximately 531 thousand mini-vehicles and
167 thousand automobiles on a consolidated basis during fiscal 2011. Daihatsu’s largest market is Japan, which
accounted for approximately 60% of Daihatsu’s unit sales during fiscal 2011. From fall 2011, Toyota plans tosell some mini-vehicles manufactured by Daihatsu under the Toyota brand.
Mid-Size
Toyota’s mid-size models include the Camry, which has been the best selling passenger car in the UnitedStates for thirteen of the past fourteen calendar years (from 1997 to present) and also for the last nine consecutive
years. The Camry was fully remodeled in January 2006. Camry sales in the United States for 2010 wereapproximately 327 thousand units. In addition, Toyota’s other mid-size models include (i) the REIZ for the
Chinese market, (ii) the Avensis, which was remodeled in November 2008 for the European market, and (iii) theMark X, which was remodeled in October 2009 for the Japanese market.
Luxury & Large
In North America, Europe, Japan and other regions, Toyota’s luxury lineup consists primarily of vehicles
sold under the Lexus brand name. In the United States, Lexus has earned the title of best-selling luxury brand forthe eleventh consecutive year by selling approximately 229 thousand units in 2010. Lexus passenger car models
include the LS, the GS, the ES, the HS, the IS, the CT, and the LFA. Lexus models also include the LX, the GX,
and the RX sold as luxury sport-utility vehicles in the United States. Toyota commenced sales of its luxury
automobiles in Japan under the Lexus brand in August 2005. As of May 31, 2011, the Lexus brand lineup in
Japan includes the LS, the GS, the HS, the IS, the CT, the RX, and the LFA. The Toyota brand’s full-size luxurycar, the Crown, was remodeled in February 2008, and the Crown Majesta was remodeled in March 2009. Toyota
also sells the Century limousine in Japan.
Sports and Specialty
In the United States Toyota sells the Scion tC, a sport car model targeted at young drivers. In December
2010, Toyota introduced the LFA model under the Lexus brand as the high-performance sports model.
Recreational and Sport-Utility Vehicles and Pickup Trucks
Toyota sells a variety of sport-utility vehicles and pickup trucks. Toyota sport-utility vehicles available inNorth America include the Sequoia, the 4Runner, the RAV4, the Highlander, the FJ Cruiser and the Land
Cruiser, and pickup trucks available are the Tacoma and Tundra. The Tacoma, the Tundra, the Highlander andthe Sequoia are manufactured in the United States. Toyota also offers three types of sport-utility vehicles under
the Lexus brand, including the LX, the GX, and the RX. Toyota also manufactures the RX and RAV4 models in
Canada. Toyota’s pickup truck, the Hilux, has been the best selling model of all Toyota cars sold in Thailand. In
December 2008, Toyota introduced the new Venza in North America. The fully remodeled RX was introduced in
February 2009 in North America and in March 2009 in Europe. In Japan, the RX was introduced in January
2009, and the FJ Cruiser in December 2010.
Minivans and Cabwagons
Toyota offers several basic models for the global minivan market. Its largest minivan, the Alphard was
remodeled in May 2008 in Japan at the same time that the Vellfire was introduced. In addition, the Corolla Verso
was introduced in December 2008 in Europe, and the Wish was remodeled in April 2009 in Japan. Toyota’s otherminivan models include, in Japan, the Hiace, the Regius Ace, the Estima, the Noah, the Voxy, the Sienta, the Isisand the Passo Sette and, in North America, the Sienna.

16

Trucks and Buses
Toyota’s product lineup includes trucks (including vans) up to a gross vehicle weight of five tons and microbuses, which are sold in Japan and in overseas markets. Trucks and buses are also manufactured and sold byHino, a subsidiary of Toyota. Hino’s product lineup includes large trucks with a gross vehicle weight of overeleven tons, medium trucks with a gross vehicle weight of between five and eleven tons, and small trucks with agross vehicle weight of up to five tons. Hino’s bus lineup includes medium to large buses used primarily as tour
buses and public buses, small buses and micro-buses. Toyota and Hino maintain a large share of the small bus(including micro-buses) market in Japan.
Product Development
New cars introduced in Japan during fiscal 2011 and thereafter include the FJ Cruiser, Lexus LFA, CT200h,
and the Prius α (Prius Alpha). Remodeled cars in Japan during fiscal 2011 and thereafter include the Ractis andthe Vitz. New vehicles developed during fiscal 2011 and thereafter and introduced outside of Japan include theLexus LFA and the CT200h introduced in the United States, and the Auris HV, Lexus LFA, and the CT200h
introduced in Europe. Remodeled cars outside of Japan during fiscal 2011 and thereafter include the Scion tC in
the United States, and the Verso-S and Yaris HB in Europe.
In addition, the IMV product lineup based on the Innovative International Multi-purpose Vehicle project(IMV) to optimize global manufacturing and supply systems is a lineup of strategic multipurpose vehicles
produced from a single platform to meet market demand. The IMV product lineup includes, as of May 31, 2011,
the Hilux, Fortuner and Innova, one or all of which are available in all regions except for Japan and North
America.
Markets, Sales and Competition
Toyota’s primary markets are Japan, North America, Europe and Asia. The following table sets forth
Toyota’s consolidated vehicle unit sales by geographic market for the periods shown. The vehicle unit sales
below reflect vehicle sales made by Toyota to unconsolidated entities (recognized as sales under Toyota’s
revenue recognition policy), including sales to unconsolidated distributors and dealers. Vehicles sold by Daihatsu
and Hino are included in the vehicle unit sales figures set forth below.
2007
Units
%

MarketJapan . . . . . . . . . . . . 2,273,152
North America . . . . 2,942,661
Europe . . . . . . . . . . . 1,223,628
Asia . . . . . . . . . . . . . 789,637
Other* . . . . . . . . . . . 1,295,581

2008
Units

26.7% 2,188,389
34.5 2,958,314
14.3 1,283,793
9.3
956,50915.2 1,526,934%

Year Ended March 31,
2009
Units
%

24.6% 1,944,823
33.2 2,212,254
14.4 1,061,954
10.7
904,892
17.1 1,443,433

2010
Units

25.7% 2,162,418
29.2 2,097,374
14.0
858,39012.0
979,651
19.1 1,139,329

Total . . . . . . . . . . . . . . . . 8,524,659 100.0% 8,913,939 100.0% 7,567,356 100.0% 7,237,162* “Other” consists of Central and South America, Oceania, Africa and the Middle East, etc.

17

%

2011
Units
%

29.9% 1,913,117
29.0 2,031,249
11.9
795,534
13.5 1,255,016
15.7 1,313,123

26.2%
27.8
10.9
17.2
17.9

100.0% 7,308,039 100.0%

The following table sets forth Toyota’s vehicle unit sales and market share in Japan, North America, Europe
and Asia on a retail basis for the periods shown. Each market’s total sales and Toyota’s sales represent new
vehicle registrations in the relevant year (except for the Asia market where vehicle registration does notnecessarily apply). All information on Japan excludes mini-vehicles. The sales information contained below
excludes unit sales by Daihatsu and Hino, each a consolidated subsidiary of Toyota. Vehicle unit sales in Asia do
not include sales in Pakistan.

2007

Japan:
Total market sales (excluding mini-vehicles) . . . . . . . . . . . . .
Toyota sales (retail basis, excluding mini-vehicles) . . . . . . . .
Toyota market share . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(Thousands of Units)
Fiscal Year Ended March 31,
2008
2009
2010

2011

3,590
3,428
2,894
3,184
2,975
1,643
1,564
1,331
1,535
1,407
45.8% 45.6% 46.0% 48.2% 47.3%(Thousands of Units)
Calendar Year Ended December 31,
2006
2007
2008
2009
2010

North America:
Total market sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Toyota sales (retail basis) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Toyota market share . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

19,979 19,360 16,294 12,705 14,058
2,840
2,923
2,537
2,053
2,008
14.2% 15.1% 15.6% 16.2% 14.3%

Europe:Total market sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21,799 23,100 21,212 18,314 18,368
Toyota sales (retail basis) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1,144
1,261
1,141
905
808
Toyota market share . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5.2%
5.5%
5.3%
4.9%
4.4%
Asia:
Total market sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5,107
5,463
5,540
5,933
7,568
Toyota sales (retail basis) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
750
779
809
779
1,039
Toyota market share . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
14.7% 14.3% 14.6% 13.1% 13.7%
Japan
Japan is one of the leading countries with respect to technological advancements and improvements and willcontinue to demonstrate such strength. Toyota strives to earn customer satisfaction by introducing products
distinctive of Japan’s manufacturing ability such as value-added products including Lexus models, hybrid
vehicles, vehicles with 3-seat rows and mini-vehicles. In fiscal 2011, the Japanese economy recovered gradually
as a result of government-enacted economic stimulus measures and an increase in exports to emerging
economies, but the economy remains in harsh conditions due to the high unemployment rate and the effects of
the Great East Japan Earthquake. Toyota’s consolidated net sales in the Japanese market in fiscal 2011 was
1,913 thousand units, a 250 thousand unit decrease in comparison with the previous year. Toyota endeavors tosecure and maintain its large share of and position atop the Japanese market. Toyota held a domestic market
share (excluding mini-vehicles) on a retail basis of 46.0% in fiscal 2009, 48.2% in 2010, and 47.3% in 2011.
Amid a low level of domestic economic activity and intense domestic competition, Toyota maintained its highmarket share in fiscal 2011 through continuing success of the Prius, which maintained its position as the top
seller for the last 20 months since its introduction in May 2009, actively launching vehicles such as those thatwere eligible for subsidies until mid-2010 and others that are still eligible for tax breaks under government
policies promoting eco-cars, and supporting sales of Toyota’s existing models.
Although Toyota’s principle is to conduct production in regions where there is demand, it considers Japan tobe the source of its good manufacturing practices. Toyota supports its operations worldwide through measures
such as the development of new technologies and products, low-volume vehicles to complement local
18

production, production of global vehicle models which straddle multiple regions, and supporting overseas
factories. In Japan, Toyota is implementing flexible production based on market needs, in order to support its
large share of domestic sales.
In January 2011, Central Motor Co., Ltd., Toyota’s subsidiary, began production at its Tohoku plant,
implementing innovative production technology that realizes cost reductions. The Tohoku plant producescompact vehicles such as the Yaris sedan and the Corolla Axio and serves as one of Toyota’s three domestic
production bases, which are Tokai, Kyushu, and Tohoku.
Since Toyota formed an alliance with Fuji Heavy Industries, Ltd. (“FHI”) in 2005, Toyota and FHI have
utilized each other’s resources in development and production such as moving some of Toyota’s production to
FHI’s North American production center operated by Subaru of Indiana Automotive, Inc. In April 2008, in orderto create synergy and to further strengthen competitiveness, Toyota, Daihatsu and FHI agreed on the following
three points: (1) Toyota and FHI will jointly develop a compact rear-wheel-drive sports car that will be marketedby both Toyota and FHI, (2) Toyota will provide FHI with a compact car on an original equipment
manufacturing basis (“OEM”) and (3) Daihatsu will supply FHI with mini-vehicles and an FHI version of the
Daihatsu Coo compact car on an OEM basis. In order to promote a smooth cooperation, FHI transferred
61 million FHI shares owned by FHI to Toyota in July 2008. As a result of this transfer, Toyota owns 16.5% of
FHI issued shares.
In Japan, there are five major domestic manufacturers, five specialized domestic producers and a growing
volume of imports from major United States and European manufacturers. The prolonged economic slump in theJapanese economy has also shifted consumer preference towards more affordable automobiles such as compact
and subcompact vehicles and towards utility vehicles such as mini-vans. For more than 40 years, Toyota has
maintained its position as the largest automobile manufacturer in Japan. Every year since fiscal 1999, Toyota,
excluding Daihatsu and Hino, has achieved a market share (excluding mini-vehicles) of over 40%, reflecting inpart the success of the introduction of new models for subcompact and compact cars, mini-vans and sedans. In
August 2005, Toyota launched the Lexus brand in Japan and achieved a record top market share of 23.7% in theluxury market in 2010. Toyota aims to further distinguish the Lexus brand by continuing to attract new andaffluent customers including customers that typically had purchased imported vehicles.
North America
In North America, one of Toyota’s most significant markets and an economy that has struggled since thefinancial crisis, Toyota has restructured its production system and improved its product lineup. In addition,
Toyota is actively working to promote increased local independence of operations in North America, in
accordance with the Toyota Global Vision, announced in 2011.
The North American market is an important market representing approximately 29% of Toyota’s total
global unit sales on a consolidated basis in fiscal 2011. Sales of models such as the Lexus RX, which was fully
remodeled in February 2009, the new Prius model introduced in May 2009, and the Sienna, which was fully
remodeled at the beginning of 2010 provide foundational support for Toyota’s total sales. Toyota hopes toincrease its share with a Lexus-brand compact hybrid vehicle, the CT200h, which Toyota introduced at the
beginning of 2011. In 2010, Toyota brand vehicles accounted for approximately 87%, and Lexus brand forapproximately 13%, of the vehicle unit sales in the United States.
Toyota commenced sales of the first-generation Prius hybrid model in North America in 2000. The Prius
became Toyota’s best selling model behind the Corolla and Camry, having gained particular support among
persons concerned for the environment. Toyota released the first hybrid model under the Lexus brand, theRX400h, and the Highlander hybrid in 2005. And in July 2009, Toyota continued expansion of its hybrid models
with sales of the HS model, as well as the CT200h in 2011, under the Lexus brand.

19Since announcing the LS and ES models under the premium brand model Lexus in the United States in
1989, Toyota has expanded its Lexus sales with models including the GS and IS. In 2010, Lexus sales exceeded
229 thousand units and Lexus became the most purchased luxury brand vehicle for the past eleven consecutive
years.
Toyota is continuing to revise its production system in North America in order to flexibly respond to thesubstantially contracting sales market caused by the economic downturn brought about by the financial crisis. In
November 2008, due to a significant decline in demand for the Tundra, Toyota’s Texas plant was designated thesole production facility for the Tundra, which was previously produced jointly by Toyota’s Indiana plant andTexas plant. Toyota’s Kentucky plant commenced production of the new Venza model in November 2008 andthe Indiana plant began local production of the Highlander in October 2009. The new Woodstock plant in Canada
commenced production of the RAV4 by single shift operation in November 2008 and the Cambridge plant in
Canada commenced production of the remodeled Lexus RX in January 2009. Due to an increase in demand,
production of the RAV4 at the Woodstock plant changed to double shift operation beginning March 2010.
Due to the termination of the NUMMI joint venture with GM in the middle of 2009, Toyota ceased placing
orders for the Tacoma and Corolla with NUMMI and production was stopped at the NUMMI plant in April 2010.
Equipment utilized in the production of the Tacoma model was transferred to the Texas plant, where productionof the Tacoma began in July 2010. The Corolla is currently produced at the Cambridge plant in Canada andfinished vehicles are imported into North America from the Takaoka plant and the plant of the Kanto Auto
Works, Ltd. in Japan, but Toyota plans to begin production of the Corolla at its Mississippi plant as of fall 2011
instead of importing from Japan.
In North America, with the United States as its primary market, Toyota offers a wide range of products in allmodel types except for one-ton/half-ton trucks and buses. Toyota’s consolidated vehicle unit sales in North
America was 2,031 thousand units in fiscal 2011. The United States is the largest portion of the North American
market for Toyota, representing 87.8% of its total retail unit sales in the region. Toyota’s retail unit sales in North
America in 2010 were at 88.2% as compared to the previous year. However, the scrap incentive program
introduced in July 2009 boosted sales of new vehicles, and the fully remodeled Lexus RX and the new Prius
which were introduced in 2009, and the fully remodeled Sienna which was introduced in 2010, contributed tooverall sales. Consequently, Toyota’s market share in the United States in 2010 was a record 14.3%. Competition
is intense in North America, particularly in the United States. Toyota’s principal competitors in North America
are General Motors, Ford, Chrysler, Honda and Nissan. In recent years, Hyundai has shown remarkable growth.
EuropeIn fiscal 2011, strong sales in Eastern Europe covered for Western Europe, where sales declined upon the
conclusion of government stimulus measures, and results in the European market were generally in line with theprevious year. In Western Europe, the conclusion of scrap incentive programs in Germany, the United Kingdom,
Italy, and Spain caused a decrease in the market and sales from the previous year. Although there was a decline
primarily in small vehicle sales, the Auris HV, sales of which commenced in mid 2010, achieved strong sales,and sales of the RAV4 and LC Prado exceeded the previous year, receiving a boost from growth momentum in
the SUV market. Meanwhile, in Eastern Europe, due to economic recovery primarily in Russia, the market
exceeded the previous year, and sales, primarily those of SUVs and of Lexus, exceeded those of the previous
fiscal year.
Toyota has in the past increased local production in response to sales growth, establishing Toyota Motor
Manufacturing (UK) Ltd. (“TMUK”) in 1992, Toyota Motor Manufacturing Turkey Inc. in 1994 and Toyota
Motor Manufacturing France S.A.S. in 2001 as supply factories to Europe. However, in light of the current levelsof demand in the United Kingdom, TMUK will limit its production to one production line at its Burnaston plant.
TMUK will determine whether and when to reopen the second production line based on the direction of themarket. Toyota began operation of a factory in 2007 at Toyota Motor Manufacturing Russia, as a foothold in the
Russian market, where future growth is expected. Further, Toyota plans to commence contract assembly of SUVs
by Sollers in Vladivostok in 2012.
20

Consolidated European sales of Toyota vehicles in fiscal 2011 was 796 thousand units, down 7.3% fromfiscal 2010. In 2010, Toyota had a market share in Europe of 4.4%, down 0.5% as compared to the previous year,
and achieved annual retail unit sales of approximately 808 thousand units. While the number of units sold in
Russia and Turkey in Eastern Europe exceeded the previous year, sales in Germany and other countries where
economic stimulus packages came to an end, decreased as compared to the previous year, resulting in an overall
decrease in sales in the European market. Toyota will aim to improve its operations in Europe through productstrategies, including introduction of new vehicle models. Toyota’s principal European markets are Germany,
France, the United Kingdom, Italy, Spain and Russia. Toyota’s principal competitors in Europe are Volkswagen,Opel, Renault, Ford and Peugeot.
Asia
In light of the importance of the Asian market that is expected to grow in the long term, Toyota aims tobuild an operational framework that is efficient and self-reliant as well as a predominant position in theautomotive market in Asia. Operating income for Asia in fiscal 2011 increased compared to fiscal 2010. This
increase is attributable to the recovery of markets in Thailand, Indonesia and elsewhere in Asia following the
economic recession brought about by the financial crisis beginning fall 2008, and also due in part to the fact that
Toyota made strategic investments in this market earlier than its major global competitors and developed
relationships with local suppliers in the region. While competition in Asia is further increasing, Toyota believes
that its existing local presence in the market provides it with a competitive advantage and expects to be able topromptly respond to demand for vehicles in the region.
Toyota is aiming to further increase its competitiveness by improving the product line-up offered in theregion and increasing local procurement to decrease its exposure to foreign currency exchange fluctuations. For
example, Toyota began producing IMV models (Hilux, Fortuner and Innova) in Thailand, Indonesia, India, thePhilippines and Malaysia in fiscal 2005 and in Vietnam in fiscal 2006. Furthermore, with increased production
capacity, the Thailand plant now produces IMV models (Hilux and Fortuner) for sale outside of Asia, includingin Australia and in the Middle East, and has contributed greatly to the expansion of Toyota’s automotive
business. Furthermore, Toyota Motor Thailand Co., Ltd., Toyota’s vehicle production base in Thailand,commenced production of the Camry Hybrid in July 2009. In India, Toyota is developing its business throughlocal production and sales, constructing a second plant with an annual production capacity of 70 thousand units,
and commenced production and sales of the Etios compact model designed specifically for the Indian market in
December 2010.
Consolidated Asian sales of Toyota vehicles in fiscal 2011 was 1,255 thousand units, up 28.1% fromfiscal 2010. In 2010, Toyota had a market share in Asia of 13.7% and achieved annual retail unit sales ofapproximately 1,039 thousand vehicles. Increased sales due to market recoveries primarily in Thailand and inIndonesia contributed to the growth in Asian sales.
Toyota’s principal Asian markets are Thailand, Indonesia, India, Malaysia and Taiwan.
China
Toyota has been conducting its operations in China through joint ventures, and its success in producing
products that meet local demands and in establishing its sales and service network has significantly contributed to
Toyota’s profits. Based on the firm business foundation that it has established, Toyota is conducting its
operations with the aim of promoting further growth and increasing profitability through further development of
its sales and service network and expansion of its product lineup.
In China, Toyota has been conducting joint ventures with two major partners. First, with respect to the joint
venture with China FAW Group Corporation, since Toyota first launched the Vios through the joint venture in
2002, Toyota has been producing and selling eight car models in China, including the Land Cruiser Prado, Land
21

Cruiser, Corolla, Crown, REIZ, Coaster and RAV4. With regard to increasing production capacity, in May 2007,
Toyota commenced production of the new Corolla on the second line of the Tianjin Teda plant, which has anannual production capacity of 200 thousand units, and commenced production of the RAV4 on the same line in
March 2009. Toyota is currently constructing a new factory in Changchun, China, where Toyota will begin
producing Corollas in 2012 with an annual production capacity of 100 thousand units. Guangzhou Toyota MotorCo., Ltd., a joint venture between Toyota and Guangzhou Automobile Group Co., Ltd., commenced productionof the Camry in May 2006 with an annual production capacity of 100 thousand units on a single shift basis and,by late 2006, it expanded its annual production capacity to 200 thousand units on a double shift basis. In addition,
it commenced production of the Yaris in May 2008, and the second Guangzhou plant commenced production of
the Highlander in May 2009 and the Camry hybrid in April 2010.
In China, vehicle sales increased 34% from 13.7 million in 2009 to 18.3 million in 2010, and the market has
expanded from 2009 due to strong economic growth. In this market, Toyota’s sales in 2010 were 850 thousand
vehicles. In the locally produced passenger vehicle market (total of approximately 11.7 million units), Toyota’s
sales were 760 thousand units, for a market share of 7%. In the 2010 market, due to the continuation from 2009of the government’s policies promoting low-emission vehicles, favorable conditions in the less-than-1.6 liter
market continued, and the SUV market expanded as a result of value diversification. Toyota increased thenumber of the new REIZ (September 2010), the Corolla and the Corolla EX, which are Toyota’s main models
under 1.6 liters, and the RAV4 and Highlander SUV models, which resulted in record high sales. As for Toyota’s
distribution network, Toyota has been expanding the distribution network for locally produced vehicles incooperation with Chinese joint venture partners under Tianjin FAW Toyota Motor Co., Ltd. and Guanqi Toyota
Motor Co., Ltd., and for imported vehicles, Toyota has also been expanding primarily the Lexus brand sales
network. Toyota plans to further increase sales by expanding the number of dealers and the product lineup forboth locally produced and imported vehicles. In addition, as the market in China develops, Toyota plans topromote the so-called “Value Chain” businesses such as used cars, services, financing and insurance.
South and Central America, Oceania, Africa and the Middle East
Consolidated sales of Toyota vehicles in fiscal 2011 in South and Central America, Oceania, Africa and the
Middle East (collectively, the “Four Regions”) was 1,313 thousand units, an increase of 15.3% from fiscal 2010,
receiving boosts from strong IMV sales on the backdrop of positive market conditions. The core models in thisregion are global models such as the Corolla, IMV (Hilux) and the Camry, which are designed to satisfy regional
demands, while keeping production costs down by using common platforms and core parts and components withvehicle models in other regions. Furthermore, Toyota Motor Corporation Australia Ltd., Toyota’s vehicle
production base in Australia, commenced production of the Camry Hybrid in the beginning of 2010. Further, inorder to expand business in Brazil, Toyota constructed a new factory in Sorocaba with an annual production
capacity of 70,000 units, and plans to begin production and sales of the compact vehicles introduced to the Indian
market at the end of 2012. In addition, in order to increase production of IMV models, Toyota plans to expand
the annual production capacity of its Argentina factory from 70,000 units to 90,000 units during the second halfof 2011.
In these regions, which are expected to become increasingly important to Toyota’s business strategy, Toyota
aims to develop new products which meet the specific demands of each region, increase production and further
promote sales.
Toyota’s principal markets in the Four Regions are Brazil in South and Central America, Australia in
Oceania, South Africa in Africa and Saudi Arabia and Oman in the Middle East.
Production
Toyota and its affiliates produce automobiles and related parts and components through more than
50 manufacturing companies in 26 countries and regions around the world. Toyota’s major manufacturing22

facilities include plants in Japan, the United States, Canada, the United Kingdom, France, Turkey, Thailand,
China, Taiwan, South Africa, Australia, Argentina, Brazil, Indonesia and India. Daihatsu brand vehicles areproduced at 4 factories in Japan and 6 manufacturing companies in 6 other countries, including Indonesia andMalaysia. Hino produces medium trucks for the North American market in Ontario, Canada and West Virginia,
United States. For a listing of Toyota’s principal production facilities, see “Information on the Company —Property, Plants and Equipment”.
In promoting a sustainable growth strategy, establishing a system capable of providing optimal supply of
products in the global market is integral to Toyota’s strategy. In May 2010, Toyota announced its production
strategy aimed at achieving an optimal supply system in the global market. For example, Toyota will increase its
local production capacities to meet a wide range of growing customer demands in a timely manner in emerging
countries such as China and India. On the other hand, in developed countries with mature markets, Toyota willreconsider production models to respond to changes in market demand and establish a flexible and efficient
production system that can withstand currency fluctuations. In 2010, approximately 73% of Toyota automobiles
sold in overseas markets were manufactured in overseas plants by Toyota and its unconsolidated affiliates. In
2010, approximately 73% of Toyota vehicles sold in North America were produced in North America. Of thevehicles sold in Europe in 2010, approximately 59% were produced in Europe. In fiscal 2011, Toyota produced
on a consolidated basis approximately 3,721 thousand vehicles in Japan and approximately 3,448 thousand
vehicles overseas, compared to approximately 3,956 thousand vehicles in Japan and approximately
2,853 thousand vehicles overseas in fiscal 2010.
The following table shows the worldwide vehicle unit production by Toyota for the periods shown. These
production figures do not include vehicles produced by Toyota’s unconsolidated affiliates. The sales unit
information elsewhere in this annual report includes sales of vehicles produced by these affiliates. Vehicles
produced by Daihatsu and Hino are included in the vehicle production figures set forth below.

Units Produced . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Year Ended March 31,
2009
2010

2007

2008

8,180,951

8,547,200

7,051,032

6,809,440

2011

7,169,721

Toyota closely monitors its actual units of sale, market share and units of production data and uses thisinformation to allocate resources to existing manufacturing facilities and to plan for future expansions.
See “— Capital Expenditures and Divestitures” for a description of Toyota’s recent investments incompleted plant constructions and for a description of Toyota’s current investments in ongoing plant
constructions.
The Toyota Production System
Toyota pioneered the internationally recognized production system known as the “Toyota Production
System”. The Toyota Production System is based on Toyota’s own concepts of efficient production of only
necessary and quality products and efficient cost reduction, and has the following two principal elements:•“Just-in-Time”, and•“Jidoka”.

Just-in-Time is an approach in which necessary parts and components are manufactured and delivered in justthe right quantity in a timely manner just as they are needed. This allows Toyota to maintain low levels of
inventory while maintaining operating efficiency.
Jidoka is a production concept consisting of the immediate stop of work when problems arise in the
production line in order to stop the production of defective items by preventing the sending of defective items to23later stages in the production process, and making product quality a matter of production process. To achievethis, Toyota’s equipment is designed to detect and highlight abnormalities and to stop whenever abnormalities
occur. Toyota also authorizes its machine operators and other members of its production team to stop production
whenever they note anything suspicious. This helps Toyota to build quality into the production process by
avoiding defects and preventing the waste that would result from producing a series of defective items.
Toyota believes that the Toyota Production System allows it to achieve mass-production efficiencies even in
high-mix low-volume production. This system gives Toyota the flexibility to respond to changing consumer
demand without significantly increasing production costs. While the Toyota Production System remains the basisof Toyota’s automobile production, the system has been expanded for use in Toyota’s parts production, logistics
and customer service activities as well.
In addition, Toyota utilizes sophisticated information technologies to improve each step of its vehicle
development process, from product planning to commencement of mass-production. These technologies areintended to enhance flexibility, simplicity, quality, cost competitiveness, and speed. Specifically, detailed
computer simulation of the assembly and test-run of a new vehicle or new vehicle production equipment or
system is conducted before a prototype is made. An actual prototype is made only after defects and related issues
have been identified and resolved by computer simulation, thereby minimizing the time required for rebuilding
prototypes and significantly shortening the time required for production. Moreover, this system is used to prepare
virtual factories and other visual aids in order to facilitate training and communication at overseas plants andenable the efficient transfer of necessary technology and skills.
In order to strengthen manufacturing and promote localization of overseas production, Toyota establishedthe Global Production Center (“GPC”) in July 2003 as a development and training center for global humanresources. The GPC is intended to introduce local managers to the Toyota methodology, allowing them to train
their subordinates with the local management. GPC develops simple, easy-to-understand and efficient training
systems for the development of explicit knowledge. One characteristic of the GPC is that managers andsupervisors, new hires and experienced workers can all receive common skill training. GPC’s training system
involves a pre-training phase where trainees learn basic skills and discover the skills that they must acquire
through image training. This is followed by various steps, from basic skill training, elemental task training, tostandard task training, which is a sure method of training. The fruits of this training method are reduced training
time, higher levels of achievement and the efficiency of training. Since January 2006, Toyota has opened
regional GPCs in North America, Europe and Asia. In each region, Toyota commenced courses where trainees
from each department are trained by local trainers to become trainers themselves. Since its establishment, GPC(including regional GPCs) has trained approximately 29,000 people in eight years.
With the aim of enhancing its competitive edge in “self-manufacturing”, Toyota, since 2001, has beendeveloping and implementing the “simple and user-friendly operation systems & facilities that can be handled byanyone, anywhere”. Toyota is developing its innovative production system, facilities and processing technologies
and is currently promoting it at a global level.
Distribution
Toyota’s automotive sales distribution network is the largest in Japan. As of March 31, 2011, this network
consisted of 283 dealers employing approximately 35,000 sales personnel and operating approximately
4,800 sales and service outlets. Toyota owns 15 of these dealers and the remainder are independent.
Toyota believes that this extensive sales network has been an important factor in its success in the Japanesemarket. A large number of the cars sold in Japan are purchased from salespersons who visit customers in theirhomes or offices. In recent years, however, the traditional method of sales through home visits is being replacedby showroom sales and the percentage of automobile purchases through showrooms has been gradually
increasing. Toyota expects this trend to continue, and accordingly, plans to improve its sales activities such as
customer reception and meticulous service at showrooms to increase customer satisfaction.
24

Sales of Toyota vehicles in Japan are conducted through four sales channels — “Toyota”, “Toyopet”,“Corolla” and “Netz”. In addition, Toyota introduced the Lexus brand to the Japanese market in August 2005,
and currently distributes the Lexus brand vehicles through a network of approximately 170 sales outlets in orderto enhance its competitiveness in the domestic luxury automobile market. The following table provides
information for each channel as of March 31, 2011.
Dealers
ChannelToyota . . . . . . . . . . . . . .
Toyopet . . . . . . . . . . . . .
Corolla . . . . . . . . . . . . .
Netz . . . . . . . . . . . . . . . .

ToyotaOwned

Independent

Total

Market Focus

4
4
4
3

45
48
70
105

49
52
74
108

Luxury channel for Toyota brand vehicles
Leading channel for the medium market
Volume retail channel centering on compact models
Sales channel targeting customers with new values forthe 21st century

Brand

Sales
Outlets

Lexus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

165

Market Focus

Premium brandOutside Japan, Toyota vehicles are marketed through approximately 180 distributors in approximately
170 countries and regions. Through these distributors, Toyota maintains networks of dealers. The chart below
shows the number of Toyota distributors as of April 2011 by country and region:
Country/Region

North America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
China . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Asia (excluding China) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Oceania . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Middle East . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Africa . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Central and South America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Number of Countries

Number of Distributors

3
36
1
17
17
17
53
31

5
30
4
12
16
14
55
42

Improve Efficiency
Toyota is working on the following to create a structure allowing for efficient development, production andsales that can respond flexibly to changes in the external environment:•

working with suppliers to dramatically increase the efficiency of development,•

creating a production structure that can better withstand fluctuations in demand and currency exchange
rates, and•strengthening sales capabilities in line with local conditions.

Toyota also plans to improve profitability and enhance operating efficiency by continuing to pursue
aggressive cost reduction programs, including:•

improving product development and production efficiencies through the re-integration and improvementof vehicle platforms and power trains and through the development of electronic platforms whichorganize electronic devices of vehicles as a package and standardize electronic structure andinfrastructure,•

implementing Ryohin-Renka Cost Innovation (RR-CI) activity, which aims at the elimination of waste
in all processes from design to production while ensuring the reliability and safety of each part,25

•

applying advanced information technologies to improve efficiency throughout the product development
and production processes,•

increasing the focus on global purchasing opportunities, standardization and modularization to optimize
purchasing from suppliers,•

streamlining production systems, and•improving the efficiency of domestic and international distribution.

Toyota is further improving production efficiency by installing more versatile equipment and systems,
modifying vehicle body designs to allow for a greater variety of models on each production line and sharing
more parts among vehicles.
Toyota continues to focus on reducing costs and improving efficiency through various measures. One ofthese measures is the reduction in the number of platforms used in vehicle production. Platforms are the essential
structures that form the base of different vehicle models. By using a common platform for the production of agreater number of models, Toyota believes that it will be able to decrease the substantial expenditures required todesign and develop vehicles. In addition, Toyota believes that it will be able to achieve the scale benefits ofproducing larger volumes per platform, thereby reducing manufacturing cost per vehicle.
Enhancing Vehicle Functionality and Intelligent Transport Systems
Toyota is striving to enhance vehicle functionality that will increase the attractiveness of vehicles and theexcitement of driving. Toyota is also working in various ways to comprehensively realize enhanced transportsystems that are aimed at transporting people and goods in a smooth and efficient manner and to build a safe
transportation environment. ITS combines automotive technologies and information technologies in an effort toprovide vehicle occupants with an array of information and enhanced safety features.
Enhancing Vehicle Functionality — Information service functions.
To Toyota, enhancing vehicle functionality means advancing information service functions that
integrate vehicles with telecommunication systems, and driving assistance functions that use communication
technologies and sensing technologies to create vehicles with intelligent features. Information service
functions can improve the convenience and enrich the driving experience by means of information
communication technologies, which add new functions “connected” to the basic vehicle functions of“running, turning and stopping”. Examples include the following:•

Advanced car navigation systems are equipped with functions such as displaying maps and detailed
information about the car parking space and the VICS (Vehicle Information and Communication
System) that provides real-time information about road traffic such as congestion, accidents, traffic
restrictions and parking. These car navigation systems play an important role in providing drivers
with various types of information on safety, smooth traveling, comfort and convenience.

•

G-BOOK is the latest information network service that merges the latest network technologies andcar multimedia, prior to the arrival of the ubiquitous network society. G-BOOK provides various
types of information useful for driving a car as well as safety and security services that detect
unusual conditions in the vehicle, which supports a lifestyle using automobiles anytime andanywhere through a network. In 2005, Toyota started G-BOOK ALPHA and G-Link that is atelematics service exclusive to Lexus, which added various features including the traffic congestion
forecast service. In 2007, Toyota launched G-BOOK mX, which has matured as a comprehensive
telematics service and is built on the proven reliability and security of G-BOOK with the addition ofservices allowing drivers to use more convenient navigation systems such as “Map-on-Demand” —the world’s first technology for automatically updating map data and “Probe Communication Traffic
Information” that provides drivers with highly precise information on traffic congestion.
26

•

HELPNET emergency call service is an emergency notification system that transmits necessary
information such as the vehicle location either automatically or through the touch of a button in theevent of a traffic accident or medical emergency. It immediately contacts police and fire
departments through the HELPNET Operation Center. This system is integrated into G-BOOK and
G-Link to improve the quality of services. HELPNET shortens the time taken to report following an
emergency situation, which contributes to decreasing the number of traffic accident fatalities andreducing the level of impact, preventing second disasters and easing traffic congestion.

In addition to the above, Toyota also operates a Japanese-language website, GAZOO.com. The name
“Gazoo” originates from the Japanese word gazo meaning images. Gazoo was established as a membership
Internet service linking Toyota, its national dealer network and Gazoo members, and has provided
information on new and used Toyota vehicles and related services as well as online shopping capabilities.
Currently, in addition to information on Toyota vehicles, Gazoo provides information on automobile
companies, while providing information through an enhanced blog on an automobile portal site where
customers can experience the enjoyment that cars offer. Furthermore, Toyota is using new content such as
GAZOO Racing and GAZOO Mura to further add to its content line-up. In October 2008, Toyota introduced
the new Internet-based service GAZOO METAPOLIS, which is Toyota’s own virtual city using 3-D
images, to inspire new interest in cars and propose new ways for people to enjoy their vehicles through theInternet. Toyota utilized its GAZOO technology to further expand its automobile information service bylaunching the G-BOOK telematics service in Japan in fall 2002 and G-Link, which is a service exclusive to
Lexus, in August 2005. Toyota also offers a theft detection system, vehicle tracking service, operator
support service as standard to enhance services aiming to provide safety, security and comfort for G-BOOKand G-Link users in their lifestyle using vehicles. With G-BOOK mX announced in April 2007, Toyota
started offering services that allow drivers to use more convenient navigation systems such as“Map-on-Demand” — the world’s first technology for automatically updating map data. Also, Toyota has
further strengthened its linkage between Gazoo and G-BOOK and has, for example, allowed map
information searched on a blog on GAZOO.com to be used on G-BOOK, further maturing as acomprehensive telematics service. In Japan, Toyota is seeking to promote the use of the G-BOOK byequipping all Crown models with the G-BOOK and increasing the number of car navigation system models
that are compatible with G-BOOK. Toyota has also licensed its G-BOOK technology to certain othercompetitors in Japan. Toyota is applying the technology and experience it has accumulated in Japan toregions outside Japan. G-BOOK services have been available in China since March 2009, and its uniquetelematics services in the United States was launched in August 2009. In addition, Toyota began offering the
new G-BOOK software for smartphones starting from December 2010.
In addition, in March 2004, Toyota launched its CRM (Customer Relationship Management) system called
e-CRB (evolutionary Customer Relationship Building) in Thailand. e-CRB builds on a technology
cultivated through the development of Gazoo and G-BOOK and offers its customers a variety of services
such as providing information of new vehicles, accepting requests for brochures and estimates and notifying
customers when it is time for maintenance by keeping track of the vehicle’s maintenance history andmileage. In addition, e-CRB offers an advanced operation system that can be utilized comprehensively at
dealers including new and used cars and services. Toyota is currently promoting e-CRB in countries such as
China, Thailand, Australia and India where steady progress has been made as the service-in ratio has
increased.
Also, Toyota introduced a system called Sales Logistics Integrated Management (SLIM) in Guangzhou,
China. By utilizing real sales information and linking with production and distribution, Toyota is able torealize the Just-in-Time production system of producing and delivering only the number of vehicles thathave been sold. SLIM has been recognized to significantly increase the freshness of inventory and improve
cash flow.
In September 2010, Toyota announced its smart-grid initiatives, which are intended to demonstrate efficientenergy use toward the realization of a low-carbon and energy-saving society. By utilizing technology
cultivated through the Internet and telematics services mentioned above, Toyota developed the Toyota
27

Smart Center (TSC) that optimally controls electricity and links EVs (electric vehicles) and PHVs (plug-in
hybrid vehicles) with homes, and commenced in Rokkasho Village in Aomori, a demonstration project
aimed to reduce overall CO2 emissions and users’ electricity costs. Element technology developed throughthis demonstration project will be incorporated in other smart-grid demonstration projects in which Toyota
will be involved and also in electricity management that will enable the widespread use of next-generation
eco-cars. In addition, in order to develop a global platform of the Toyota Smart Center, Toyota announced apartnership with Microsoft Corp. in April 2011 and a partnership with Salesforce.com in May 2011. Toyota
is implementing cooperative efforts to work with the new information technology and industry to establish aframework for Toyota Smart Center’s global implementation and to realize a mobility society in the future.
Enhancing Vehicle Functionality — Driving Assistance Functions.
Toyota’s driving assistance functions offer functions that assist drivers with an aim to lessen the burdenof driving, enhance safety and provide pleasure of driving to everyone. Toyota is proceeding withenhancements to commercialize various functions that assist the driver in sensing external information,
avoiding danger and making appropriate maneuvers. These functions have started to be incorporated insome Toyota vehicles. Examples of driving assistance functions include the following:•

VDIM (Vehicle Dynamics Integrated Management) is a system that constantly monitors the driver’s
operations and the vehicle’s situation and centrally manages the engine, steering mechanisms andbrakes. By stabilizing the vehicle before the driver loses control of the vehicle, the VDIM achieves ahigh level of ‘active safety’ and improves driving performance namely running, turning andstopping.

•“Pre-collision Safety System” is a system that perceives possibilities of a crash with obstacles or the
car in front through a millimeter-wave radar sensor that can precisely detect objects even in bad
weather conditions. If collision seems to be unavoidable, it proceeds to activate safety devices at an
early stage to reduce any damage. Toyota is also developing an advanced system that recognizes
unavoidable collisions at an earlier stage with a system using a front camera that better detects
objects and a driver monitoring camera that detects facial orientation and the opening and closing of
eyes.

•

Radar Cruise Control (with all-speed tracking function) allows the vehicle to keep a constantdistance between itself and the preceding vehicle within a speed range from zero to a preset speed,automatically slowing down and stopping if necessary to avoid collision. When the car in front
speeds up, it allows the driver to accelerate, resuming the system.

•“Lane Keeping Assist System” is a system that uses a camera to detect white or yellow lane markers
while driving on a highway. The system assists the driver’s operation of the steering wheel in orderto help keep the vehicle traveling between the lane markers by controlling electric power steering,
and also warns the driver if it detects possible deviation. This system does not automatically control
the steering to maintain travel between lane markers, but requires the driver to steer.

•“Intelligent Parking Assist” is the world’s first parking assistance system that enables the vehicle tobe automatically steered by electric steering when backing into a parking spot or when parallelparking. The driver presets the parking position on the display monitor. The system allows thedriver to set the parking position more easily, reducing driver manuevering by using a spatial
cognition feature that detects the parking space through ultrasonic sensors.

•“Night View” is a system that supports the driver’s vision at night. By utilizing infrared rays,
pedestrians, vehicles and other objects within and beyond headlight range are displayed clearly andthe driver’s range of vision is widened. In addition, Toyota is developing a system that brackets
pedestrians in yellow in the Night View screen and prompts attention.

Enhancing Transport Systems.
Enhancing transport systems requires taking a general approach that addresses various factors across awide scope that are pertinent not only to vehicles but also roads, people and public transport systems in28

order to ensure smooth and efficient movement of people and vehicles and to build a safe transportation
environment. Recent advances in information technology and ITS are making it possible to develop various
systems that used to be mere concepts, such as the VICS (Vehicle Information and Communication System)and the ETC (Electronic Toll Collection System), which are already standard in Japan, as well as the“Vehicle-Infrastructure Cooperative Systems that Support Safety Driving” that has begun to be partially
implemented. The following are examples of transport systems enhancements.
•“Vehicle-Infrastructure Cooperative Systems that support Safety Driving” is a system developedwith the aim of handling accidents that are difficult to prevent with only existing safety equipment.
It utilizes communication between vehicle and road, vehicle and other vehicles and vehicle andpedestrians, providing information to the driver and prompting attention with sound.

•“ITS Spot Service” commenced in 2009 and corresponding products are available for purchase. This
service links with car navigation and aims to reduce road accidents and promote effective
movements by connecting road and vehicle and supplying drivers with information related to roadtraffic and safe driving through video and voice.

•In spring of 2011, the National Police Agency has started operation of a driving safety support
system (DSSS), which is under preparation for launch in summer of 2011. In addition to traffic
safety functions such as activating warnings of red traffic lights, the system is also planned to serve
the function of contributing to environmentally-friendly driving by improving traffic flow.

Toyota is committed to developing new ITS products. Toyota believes that intelligent transport systems will
become an integral part of its overall automotive operations and enhance the competitiveness of its vehicles. As
familiarity with and demand for ITS products grows, Toyota expects an increasing number of ITS products tobecome commercially available and achieve greater acceptance each year.
Financial Services
Toyota’s financial services include loan programs and leasing programs for customers and dealers. Toyota
believes that its ability to provide financing to its customers is an important value-added service. In July 2000,
Toyota established a wholly-owned subsidiary, Toyota Financial Services Corporation (“TFSC”), to oversee themanagement of Toyota’s finance companies worldwide, through which Toyota aims to strengthen the overall
competitiveness of its financial business, improve risk management and streamline decision-making processes.
Toyota plans to expand its network of financial services, in accordance with its strategy of developing autorelated financing businesses in significant markets. Accordingly, Toyota currently operates financial services
companies in 33 countries and regions, which support its automotive operations globally.
Toyota’s revenues from its financial services operations were ¥1,192 billion in fiscal 2011, ¥1,245 billion in
fiscal 2010 and ¥1,378 billion in fiscal 2009. In fiscal 2010, with a more widespread recovery in Asia and otheremerging countries, the economy has stabilized and the financial services operations were steady overall.
Toyota’s financial services operations remained strong in fiscal 2011 due to continued growth in demand andincreased export activity in emerging markets in Asia and elsewhere, as well as the effects of economic stimulus
measures in countries throughout the world. Toyota also maintained a high level of financing share at 33.4% in
fiscal 2011. Moreover, the implementation of government financing initiatives worldwide has resulted in thefinancing environment showing signs of recovery since January 2009. In countries such as the United States,
where a rising unemployment rate contributed to the worsening of individual credit standing, measures such as
the revision of lending standards have kept down costs of credit, and the percentage of credit losses improved by
0.12% in fiscal 2010 as compared to fiscal 2009 to 0.72%. In fiscal 2011, the percentage of credit losses
improved by 0.31% from fiscal 2010 to 0.41%, as Toyota strengthened its collection management system andperformed ongoing revisions to its lending standards. Additionally in fiscal 2011, the prices of used cars in the
United States have remained steady, keeping down costs from residual value, leading to record profits for
Toyota’s financial services operations. Toyota continues to work towards improving its risk management
measures in connection with credit and control of residual value risk.
29

Toyota Motor Credit Corporation is Toyota’s principal financial services subsidiary in the United States.
Toyota also provides financial services in 32 other countries and regions through various financial services
subsidiaries, including:•

Toyota Finance Corporation in Japan,•

Toyota Credit Canada Inc. in Canada,•

Toyota Finance Australia Ltd. in Australia,•

Toyota Kreditbank GmbH in Germany, and•Toyota Financial Services (UK) PLC in the United Kingdom.

Toyota Motor Credit Corporation provides a wide range of financial services, including retail financing,retail leasing, wholesale financing and insurance. Toyota Finance Corporation also provides a range of financial
services, including retail financing, retail leasing, credit cards and housing loans. Toyota’s other financesubsidiaries provide services including retail financing, retail leasing and wholesale financing.
In October 2008, Toyota established Toyota Financial Services Vietnam Company Limited, a financial
services company, in Vietnam.
Net finance receivables for all of Toyota’s dealer and customer financing operations were approximately¥9.7 trillion as of March 31, 2011, representing a decrease of approximately 1.5% as compared to the previous
year. The majority of Toyota’s financial services are provided in North America. As of March 31, 2011,
approximately 59.0% of Toyota’s finance receivables were derived from financing operations in North America,
12.7% from Japan, 10.4% from Europe, 5.8% from Asia and 12.1% from other areas.
Approximately 54% of Toyota’s unit sales in the United States during fiscal 2011 included a finance orlease arrangement with Toyota. Because the majority of Toyota’s financial services operations are related to thesale of Toyota vehicles, a decrease in vehicle unit sales may lead to a contraction of Toyota’s financial services
operations.
The worldwide financial services market is highly competitive. Toyota’s competitors in retail financing andretail leasing include commercial banks, credit unions and other finance companies. Commercial banks and otherautomobile finance subsidiary companies serving their parent automobile companies are competitors of Toyota’s
wholesale financing activities. Competitors in Toyota’s insurance operations are primarily national and regional
insurance companies.

30

The following table provides information for Toyota’s finance receivables and operating leases as ofMarch 31, 2010 and 2011.
Yen in millions
March 31,
2010
2011

Finance Receivables
Retail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Finance leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Wholesale and other dealer loans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

US dollars
in millions
March 31,2011

¥ 7,162,082
1,232,508
2,051,301¥ 7,128,453
1,123,188
1,990,557$ 85,730
13,50823,93910,445,891
109,747(482,983)

10,242,198
104,391(496,235)

123,177
1,256(5,968)(160,351)(36,917)(35,211)(92,199)(36,024)(28,580)(1,109)
(433)
(344)

(232,479)(156,803)(1,886)

Total finance receivables, net . . . . . . . . . . . . . . . . . . . . . . . . . .
Less – Current portion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

9,840,176(4,209,496)

9,693,551(4,136,805)

116,579(49,751)

Noncurrent finance receivables, net . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 5,630,680¥ 5,556,746$ 66,828

Operating Leases
Vehicles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 2,516,948
96,300¥ 2,404,032
87,914$ 28,912
1,057

Less – Accumulated depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2,613,248(791,169)

2,491,946(662,255)

29,969(7,964)

Vehicles and equipment on operating leases, net . . . . . . . . . . . . . . .

¥ 1,822,079¥ 1,829,691$ 22,005

Deferred origination costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unearned income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Allowance for credit losses
Retail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Finance leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Wholesale and other dealer loans . . . . . . . . . . . . . . . . . . . . . . . . . . .

Retail Financing
Toyota’s finance subsidiaries acquire new and used vehicle installment contracts primarily from Toyota
dealers. Installment contracts acquired must first meet specified credit standards. Thereafter, the financecompany retains responsibility for contract collection and administration. Toyota’s finance subsidiaries acquire
security interests in the vehicles financed and can generally repossess vehicles if customers fail to meet theircontractual obligations. Almost all retail financings are non-recourse, which relieves the dealers from financial
responsibility in the event of repossession. In most cases, Toyota’s finance subsidiaries require their retailfinancing customers to carry automobile insurance on financed vehicles covering the interests of both the financecompany and the customer.
Toyota has historically sponsored, and continues to sponsor, special lease and retail programs by subsidizing
below market lease and retail contract rates.
Retail Leasing
In the area of retail leasing, Toyota’s finance subsidiaries acquire new vehicle lease contracts originatedprimarily through Toyota dealers. Lease contracts acquired must first meet specified credit standards after which
the finance company assumes ownership of the leased vehicle. The finance company is generally permitted totake possession of the vehicle upon a default by the lessee. Toyota’s finance subsidiaries are responsible forcontract collection and administration during the lease period. The residual value is normally estimated at the31time the vehicle is first leased. Vehicles returned to the finance subsidiaries at the end of their leases are sold byauction. For example, in the United States, vehicles are sold through a network of auction sites as well as throughthe Internet. In most cases, Toyota’s finance subsidiaries require lessees to carry automobile insurance on leased
vehicles covering the interests of both the finance company and the lessee.
Wholesale Financing
Toyota’s finance subsidiaries also provide wholesale financing primarily to qualified Toyota vehicle dealers
to finance inventories of new Toyota vehicles and used vehicles of Toyota and others. The finance companies
acquire security interests in vehicles financed at wholesale. In cases where additional security interests would be
required, the finance companies take dealership assets or personal assets, or both, as additional security. If adealer defaults, the finance companies have the right to liquidate any assets acquired and seek legal remedies.
Toyota’s finance subsidiaries also make term loans to dealers for business acquisitions, facilities
refurbishment, real estate purchases and working capital requirements. These loans are typically secured withliens on real estate, other dealership assets and/or personal assets of the dealers.
Insurance
Toyota provides insurance services in the United States through Toyota Motor Credit Corporation’s whollyowned subsidiary, Toyota Motor Insurance Services, Inc. (“TMIS”) and its wholly-owned insurance company
subsidiaries. Their principal activities include marketing, underwriting and claims administration. TMIS also
provides coverage related to vehicle service agreements and contractual liability agreements through Toyota
dealers to customers. In addition, TMIS also provides coverage and related administrative services to affiliates ofToyota Motor Credit Corporation. Toyota dealerships in Japan and in other countries and regions also engage in
vehicle insurance sales.
Toyota held approximately 34% of the voting rights in leading domestic insurance company Aioi Insurance
Company, Limited (“Aioi”) until Aioi’s business integration with the Mitsui Sumitomo Insurance Group (Mitsui
Sumitomo Insurance Group Holdings, Inc. and Mitsui Sumitomo Insurance Company, Limited) and Nissay
Dowa General Insurance Company, Limited in April 2010. As a result of the share transfer effecting the businessintegration, Toyota now holds approximately 8% of the voting rights in the combined holding company MS&AD
Insurance Group Holdings, Inc.
Other Financial Services
Toyota Finance Corporation launched its credit card business in April 2001 and began issuing Lexus credit
cards in 2005 when the Lexus brand was introduced in Japan. As of March 31, 2011, Toyota Finance Corporation
has over 8.8 million card holders (including Lexus credit card holders).
As part of Toyota’s restructuring of its domestic financial services businesses, Toyota assigned all of thestock of Toyota Financial Services Securities Corporation (“TFSS”), a subsidiary of Toyota Financial Services
Corporation (“TFSC”), to Tokai Tokyo Financial Holdings, Inc. (“TTFH”) and agreed to the merger of TFSS
with Tokai Tokyo Securities Co., Ltd., a subsidiary of TTFH. In order to ensure the smooth implementation of
the merger and to support the new company after the merger, TFSC made a 5% investment in TTFH.
All Other Operations
In addition to its automotive operations and financial services operations, Toyota is involved in a number ofother non-automotive business activities. Net sales for these activities totaled ¥972 billion in fiscal 2011,¥948 billion in fiscal 2010 and ¥1,185 billion in fiscal 2009. Sales to external customers of all other operations infiscal 2011 represented 2.6% of Toyota’s net revenues for fiscal 2011. Substantially all of Toyota’s revenues
from other operations were derived in Japan.
32

Housing
Toyota established its subsidiary Toyota Housing Corporation in April 2003 and has transferred to it productplanning and sales operations related to the manufacture and sale of housing. Furthermore, in order to quickly
and accurately grasp clients’ needs and to plan, develop and sell products on a timely basis, in April 2008,
Toyota transferred the product development operation to Toyota Housing Corporation. In October 2010, Toyota
spun-off its housing operations (project planning, technology development and manufacturing) through astatutory demerger and integrated them into Toyota Housing Corporation. Toyota believes that in the vastly
changing housing market environment, the integration of the development, manufacture and sales functions will
expedite decision making and lead to flexible business operations that will enable Toyota to better respond to theneeds of even more customers. In March 2005, Toyota, together with institutional investors, agreed to jointly
invest in Misawa Home Holdings, Inc. (“Misawa”; renamed Misawa Homes Co., Ltd.) pursuant to its request forassistance in its rehabilitation. In April 2010, determining that a stronger collaboration with Misawa would bedesirable in order to achieve further growth in the difficult operating environment of the housing industry,
Toyota Housing Corporation agreed to purchase Misawa shares from an institutional investor. In addition,
Toyota transferred ownership of Misawa to Toyota Housing Corporation in October 2010. Through these
activities, Toyota intends to strengthen the housing business of both companies.
Information Technology
See “— Increase Vehicles Functionality and Intelligent Transport Systems” for a description of Toyota’s
information technology.
Governmental Regulation, Environmental and Safety Standards
Toyota is subject to laws in various jurisdictions regulating the levels of pollutants generated by its plants.
In addition, Toyota is subject to regulations relating to the emission levels, fuel economy, noise and safety of its
products. Toyota has incurred significant costs in complying with these regulations and expects to incur
significant compliance costs in the future. Toyota’s management views leadership in environmental protection as
an important competitive factor in the marketplace.
Vehicle Emissions
Japanese Standards
The Air Pollution Control Law of Japan and the Road Vehicle Law and the Law Concerning Special
Measures for Total Emission Reduction of Nitrogen Oxides from Automobiles in Specified Areas regulate
vehicle emissions in Japan. In addition, both the Noise Regulation Law and the Road Vehicles Law provide fornoise reduction standards on automobiles in Japan. Toyota’s vehicles manufactured for sale in Japan comply with
all Japanese exhaust emission and noise level standards.
U.S. Federal Standards
The federal Clean Air Act directs the Environmental Protection Agency (“EPA”) to establish and enforce air
quality standards, including emission control standards on passenger cars, light trucks and heavy-duty vehicles.
The EPA decided in February 2000 to adopt more stringent vehicle emission and fuel economy standards
applicable to passenger cars and light trucks produced in model years 2004 and beyond. In the standards adopted
for model years 2004 and beyond, manufacturers must guarantee that their vehicles meet the requirements for ten
years or 120,000 miles, whichever occurs first. Manufacturers are not permitted to sell vehicles in the UnitedStates that do not meet the standards. In April 2007, EPA regulations that further restrict emissions frompassenger cars and light trucks operating at cold temperatures became effective. The new emissions standards set
by these regulations are being phased in between 2010 and 2013. Similar standards that further restrict emissions
from heavy-duty vehicles operating at cold temperatures will be phased in from 2012 to 2015.
33

Furthermore, in April 2007 the U.S. Supreme Court ruled that the EPA has the authority to regulate
automobile emissions of greenhouse gases. In response to this ruling, on April 1, 2010 the EPA and the federal
National Highway Traffic Safety Administration (“NHTSA”) issued a joint final rule to reduce the emission ofgreenhouse gases from passenger cars, light-duty trucks and medium-duty passenger vehicles for model years
2012 through 2016. These vehicles are required to meet an estimated combined average emissions level of
250 grams of carbon dioxide per mile, equivalent to 35.5 miles per gallon if the requirements were met throughfuel economy standards. The NHTSA also set Corporate Average Fuel Economy (“CAFE”) standards forpassenger cars and light trucks that will require manufacturers of those vehicles to meet an estimated combined
average fuel economy level of 34.1 miles per gallon in model year 2016.
California Standards
Under the federal Clean Air Act, states are permitted to establish their own vehicle emission control
standards if they receive a waiver from the EPA. As a result, the California Air Resources Board (“CARB”)
established the “Low Emission Vehicle Program” and set emission standards for certain regulated pollutants thatwere phased in beginning in the 2004 model year. Under these standards most light trucks and passenger cars are
required to meet the same emissions standards, which were stricter than the federal standards. As part of theoriginal Low Emission Vehicle Program, the CARB also required that a specified percentage of a manufacturer’s
passenger cars and light trucks sold in California for all model years 1998 and after be “zero-emission vehicles”(vehicles producing no emissions of regulated pollutants). The CARB subsequently eliminated the zero-emission
vehicles mandate for model years before 2005, and decided to adopt a zero-emission vehicles requirement formodel years 2005 and beyond. This zero-emission vehicles requirement also permitted certain advanced
technology vehicles such as PHV (Plug-in Hybrid Vehicles), hybrid cars and alternative fuel vehicles that meet“partial zero-emission vehicles requirements” to be granted partial qualification as EV (Electronic Vehicles) or
FC (Fuel Cells). Toyota’s battery-powered RAV4 EV compact sport-utility vehicle and the Toyota FCHV qualify
as zero-emission vehicles. The current Prius model and the Camry Hybrid qualify as partial zero-emission
vehicles under the zero-emission vehicles requirement adopted by the CARB. Toyota intends to continue todevelop additional advanced technologies and alternative fuel technologies that will allow other vehicles using
such technologies to qualify as zero-emission vehicles or partial-zero-emission vehicles.
In July 2002, the California legislature passed legislation that required the CARB to develop and adopt, by
the end of 2004, regulations that achieved the maximum feasible reduction in greenhouse gas emissions fromvehicles. In September 2004, the CARB adopted regulations that required a 20 to 30 percent reduction ofgreenhouse gas emissions from passenger vehicles, light trucks and other noncommercial vehicles to be phasedin between the 2009 and 2016 model years.
In December 2007, the EPA denied California’s request for a waiver under the Clean Air Act that would
have allowed the state to enforce these regulations to control greenhouse gas emissions from motor vehicles.
However, the EPA reconsidered its decision pursuant to a direction issued by the U.S. President in January 2009,and in July 2009 decided to allow the state to enforce such regulations.
In February 2010, the CARB enacted regulations that deem automobile manufacturers that produced
vehicles in model years 2012 through 2016 that are in compliance with the greenhouse gas emission regulationsof the EPA to be in compliance with California’s greenhouse gas emission regulations. Toyota is currently
developing plans to comply with the EPA regulations.
Other States
The states of New York, Massachusetts, Arizona, Connecticut, Maine, Maryland, New Jersey, New Mexico,
Oregon, Pennsylvania, Rhode Island, Vermont, Washington, Delaware, Colorado and Florida have either
adopted, or plan to adopt, regulations substantially similar to California’s zero-emission vehicles requirement andgreenhouse gas emissions regulations.
34

Canadian and Mexican Standards
Canada has established vehicle emission standards equivalent to the federal standards in the United States,
including the heightened requirements that became applicable to passenger cars and light trucks in model years
2004 and beyond. In October 2010, the Canadian government also established its proposed greenhouse gas
emission regulations that are similar to those enacted by the EPA. Furthermore, certain Canadian provinces are
currently considering enacting their own regulations on vehicle emissions of greenhouse gases. Mexico’s
emission control standards are similar to those applicable in the United States after the 1994 model year;
however, emission regulations have become tighter for model years 2007 and beyond. Further regulations onemission are scheduled to match the improved fuel property.
European Standards
The European Union adopted a directive that establishes increasingly stringent emissions standards forpassenger vehicles and light commercial vehicles in October 1998. Under this directive, the standards adopted
beginning with year 2000 require manufacturers to recall any vehicles which fail to meet the standards forfive years or 80,000 kilometers, whichever occurs first. Toyota introduced vehicles complying with this directive
in 1999. Under standards adopted in 2005, manufacturers are obligated to meet the more stringent standards forfive years or 100,000 kilometers, whichever occurs first. In 2007, the European Parliament adopted more
stringent emission standards for passenger vehicles and light commercial vehicles. The effective dates forphasing in these stricter standards for passenger cars were September 2009 for Euro 5 and September 2014 forEuro 6. For light commercial vehicles, the effective dates are September 2010 for Euro 5 and September 2015 forEuro 6. Euro 5 provides for lower emission levels for gasoline and diesel powered vehicles and also extends the
manufacturers’ responsibility for emission performance to 160,000 kilometers. The primary focus of Euro 6 is tolimit further emissions of diesel powered vehicles and bring them down to a level equivalent to gasoline powered
vehicles.
Chinese Standards
Emissions regulations are being implemented throughout China pursuant to the Chinese National Standards(GB) of the Ministry of Environmental Protection of the People’s Republic of China, and the manufacture andsale of models not meeting these regulations are prohibited. As for passenger vehicles, pursuant to GB18352.32005, Level 3 Emissions Regulations (corresponding to Euro 3 standards) apply to new models after July 2007,
and Level 4 Emissions Regulations (corresponding to Euro 4 standards) apply to new models after July 2010.
New models after July 2008 are also required to be equipped with on-board diagnostics. As for diesel-poweredcommercial vehicles, pursuant to GB17691-2005, new Level 3 Emissions Regulations apply to models afterJanuary 2007, Level 4 Emissions Regulations apply to new models after January 2010, and Level 5 Emissions
Regulations will apply to new models after July 2012. As for gasoline-powered commercial vehicles, pursuant toGB14762-2008, Level 4 Emissions Regulations apply to new models after July 2009, and Level 5 Emissions
Regulations will apply to new models after July 2012. After the first day the regulation is implemented to a newmodel, all new models released during the following approximate one-year period are also subject to theregulation. In addition, in some areas such as Beijing, Shanghai, Guangzhou, and the Pearl River Delta region,
the above mentioned regulations were implemented several years earlier by regional environmental preservation
authorities with the authorization of the Chinese State Council. With respect to passenger vehicles, adoption
procedures regarding the Level 5 Emissions Regulations corresponding to Euro 5 are currently in progress, inorder to implement the regulations in approximately 2016.
Compliance with new emission control standards will present significant technological challenges toautomobile manufacturers and will likely require significant expenditures. Examples of these challenges include
the development of advanced technologies, such as high performance batteries and catalytic converters, as wellas the development of alternative fuel technologies. Manufacturers that are unable to develop commercially
viable technologies within the time frames set by the new standards will lose their market share and will beforced to decrease the number of types of vehicles and engines in their principal markets.
35

Vehicle Fuel Economy
Japanese Standards
The Law Concerning the Rational Use of Energy (the “Act”) requires automobile manufacturers to improvetheir vehicles to meet specified fuel economy standards. Fuel economy standards are established according to thetypes of vehicles specified below, and are required to be met by either fiscal 2011 (April 2010-March 2011) or
fiscal 2016 (April 2015-March 2016).
Among qualifying passenger vehicles are:•Vehicles which are designated in Article 75, Paragraph 1 of the Road Vehicles Law as type-designatedvehicles (“type-designated vehicles”) with 10 seats or less using gasoline, gas oil or LPG;•

Type-designated vehicles with 11 seats or more that are 3.5 tons or less in vehicle weight using gasoline
or gas oil; and•Type-designated vehicles with 11 seats or more that are over 3.5 tons in vehicle weight using gas oil, or
designated carbon monoxide emission control vehicles (“designated carbon monoxide emission control
vehicles”) which are designated in Article 75-2 Paragraph 1 of the Road Vehicles Law.

Among qualifying cargo vehicles are:•Type-designated vehicles that are 3.5 tons or less in vehicle weight using gasoline, gas oil or LPG; and•Type-designated vehicles that are over 3.5 tons in vehicle weight using gas oil or LPG, or designatedcarbon monoxide emission control vehicles.

Toyota is in compliance with the fuel economy standards that currently apply and is promoting theimprovement of its vehicles in order to achieve compliance with the standards that will apply beginning in fiscal
2016.
Japan is a signatory to the Framework Convention on Climate Change and has agreed to take measures toreduce its greenhouse gas emissions. Improved vehicle fuel economy is contributing to the reduction in carbon
dioxide emissions.
U.S. Standards
The Federal Motor Vehicle Information and Cost Savings Act requires automobile manufacturers to comply
with CAFE standards. Under this law, limits are imposed on the amount of regulated pollutants that may beemitted by new motor vehicles in the United States. A manufacturer is subject to substantial civil penalties if, in
any model year, its vehicles do not meet the CAFE standards. Manufacturers that exceed the CAFE standards
earn credits determined by the difference between the average fuel economy performance of their vehicles andthe CAFE standards. Credits earned for the five model years preceding the current model year, and credits
projected to be earned for the next three model years, can be used to meet CAFE standards in a current modelyear.
In April 2006, the NHTSA established CAFE standards applicable to light trucks for model year 2008 andbeyond. These CAFE standards aimed to shift the framework from one that used to be advantageous only tocompact car manufacturers to one that is fair to full line manufacturers. The requirements were changed so that
the CAFE standards are now determined by a sales rate based on vehicle size (measured by the area of the wheel
and wheel base) for each manufacturer.
In addition to the CAFE standards, there are multiple standards in the United States including the EPA’semission regulations and the California standard. Automobile manufacturers had called for uniform standards, as
they would need to comply with standards that varied by state if all standards became effective. On April 1, 2010
the EPA and the NHTSA issued a joint final rule to reduce the emission of greenhouse gases from passenger
cars, light-duty trucks and medium-duty passenger vehicles for model years 2012 through 2016. These vehicles
36are required to meet an estimated combined average emissions level of 250 grams of carbon dioxide per mile,equivalent to 35.5 miles per gallon if the requirements were met through fuel economy standards. The NHTSA
also set CAFE standards for passenger cars and light trucks that will require manufacturers of those vehicles tomeet an estimated combined average fuel economy level of 34.1 miles per gallon in model year 2016.
Furthermore, the EPA and NHTSA joint final rule allows the two agencies and California standards to act in a
unified way, and creates a regulatory framework that makes compliance less burdensome for the manufacturers.
However, the standards of fuel economy are stringent, and Toyota strives to meet the fuel economy standards byfurther developing fuel-efficient technology, alternative fuel technology and other advanced technology.
In addition, the Energy Tax Act of 1978 imposes a “gas guzzler” tax on automobiles with a fuel economy
rating below specified levels.
European Standards
The European Union has signed the Kyoto Protocol and agreed to reduce carbon dioxide emissions by 8%during the years 2008 to 2012, as measured from the 1990 base year. In early 1999, the European Commission
and the European Automotive Manufacturers Association (ACEA) reached a voluntary agreement which
establishes an average emissions target of 140 grams of carbon dioxide per kilometer for new cars sold in theEuropean Union in 2008 (the voluntary agreement applied to the 15 states who were members of the European
Union at that time). The Japan Automobile Manufacturers Association and the Korean Automobile
Manufacturers Association have also reached a voluntary agreement, similar to that entered into by the European
Commission, with the year 2009 as a target year.
In December 2008, the European Parliament approved a new regulation that establishes an average emission
standard of 130 grams of carbon dioxide per kilometer by 2012 for passenger vehicles sold in member states,
made effective in June 2009. The regulation will phase in gradually, initially requiring 65% of new cars tocomply with the new standards in 2012 and increasing to 100% of new cars in 2015. As a result of the new
regulations, different targets will apply to each manufacturer, based on their respective fleets of vehicles andweight. Penalties will apply to those manufacturers who fail to meet their targets from 2012, in amounts
corresponding to the degree of shortfall. Manufacturers failing to meet their targets between 2012 and 2018 will
incur penalties of between €5 and €95 per each gram of carbon dioxide per kilometer shortfall for each
non-compliant vehicle, and such penalties will rise to €95 in 2019 and beyond. Furthermore, a medium- to longterm target of reducing emissions to 95 grams of carbon dioxide per kilometer by 2020 has also been proposed.
This represents a remarkably ambitious target, even in comparison to other fuel efficiency requirements
worldwide. Furthermore, in March 2011, the Council of the European Union approved a new carbon dioxide
emission standard applicable to light commercial vehicles to establish an average emissions target of 175 gramsof carbon dioxide per kilometer. This regulation has the same basic regulatory framework as passenger vehicles,
raising the compliance rate from 70% in 2014 to 100% in 2017, and as a longer term objective, 147 grams ofcarbon dioxide per kilometer by 2020.
An increasing number of European Union member states are introducing vehicle tax laws based on carbon
dioxide emission levels, pursuant to the directive issued by the European Commission in 2005. This trend is
expected to continue, in accordance with the recent increases in environmental awareness.
Chinese Standards
Fuel consumption regulations are being implemented pursuant to the Chinese National Standards (GB), andthe manufacture and sale of vehicle models not meeting these regulations are prohibited. As for passenger
vehicles, pursuant to GB19578-2004, Level 1 Fuel Consumption Regulations apply to new models after July
2005, and Level 2 Fuel Consumption Regulations apply to new models after July 2006. As for small commercial
vehicles, pursuant to GB20997-2007, Level 2 Fuel Consumption Regulations apply to new models after February
2008, Level 1 Fuel Consumption Regulations apply to all vehicles as of January 2009, and Level 1 Fuel
Consumption Regulations apply to all models as of January 2011. Each of these regulations applies to all37

applicable models beginning one year after first applying to new models. These regulations determine theconsumption standards that apply depending on the mass of the applicable vehicle, and sets forth a method for
determining if each model has met the regulation. Standards to strengthen fuel consumption regulations from2012 are currently being developed. In these Level 3 Fuel Consumption Regulations, substantial revisions to theregulation framework are planned, such as a change from regulations requiring each model to meet consumption
standards to regulations requiring automobile manufacturers to meet standards of average consumption acrossmodels.
Standards of Other Countries
As momentum gathers to prevent global warming, other countries in addition to Japan, the United States,
and Europe are moving to introduce fuel consumption regulations. In particular, Korea, Australia, Taiwan, India,
and Mexico are actively considering the introduction of new fuel consumption regulations using the regulationsof Europe and the United States as a base, and may implement them by approximately 2015. Toyota predicts that
this trend will spread to other countries, and in the future many nations will consider new regulations related tofuel consumption and CO2.
Vehicle Safety
Japanese Standards
Standards requiring protection against electrocution will apply to hybrid vehicles and electric vehicles
manufactured on and after July 2012. In addition, Toyota is proceeding with its preparations to introduce thetechnological standards established by the Economic Commission for Europe (“ECE”), as well as complying
with Japan’s passenger protection standards against electrocution.
For the purpose of harmonizing with international standards, frontal offset collision standards already apply
to passenger vehicles, and will be applied to new cargo vehicle models manufactured after April 2011 and cargovehicles that continue to be manufactured after April 2016. In addition, seatbelt and seatbelt anchorage standards
are also expected to be combined with the ECE standards, and cars manufactured after July 2012 are required tomeet these standards.
Electronic stability control and brake assist systems will be required to be applied to new vehicle models
manufactured after October 2012 (October 2014 for mini-vehicles), and to vehicles continued to be manufactured
after October 2014 (February 2018 for mini-vehicles).
Furthermore, preparations for the introduction of ECE standards to interference-resistant on-board electronicsystems, tire pressure monitoring systems (TPMS) and pedestrian protection standards are currently in progress.
In addition, in Japan, considerations regarding the standardization of brake override systems, thestrengthening of anti-spinal injury measures, drive recorders, lithium-ion battery safety, and anti-drunk driving
measures are currently under consideration.
U.S. Standards
The U.S. National Traffic and Motor Vehicle Safety Act of 1966, or Safety Act, requires vehicles andequipment sold in the United States to meet various safety standards issued by the NHTSA. The Safety Act also
authorizes the NHTSA to investigate complaints relating to vehicle safety and to order manufacturers to recall
and repair vehicles found to have safety-related defects. The cost of these recalls can be substantial depending on
the nature of the repair and the number of vehicles affected.
The Transportation Recall Enhancement, Accountability and Documentation Act was enacted in the UnitedStates on November 1, 2000. This Act required the NHTSA to regulate the dynamic rollover standards and to
upgrade federal motor vehicle safety standards relating to tires. It also required the NHTSA to enhance its
38

authority to gather information potentially relating to motor vehicle defects. This Act substantially increases the
NHTSA’s authority to impose civil penalties for noncompliance with regulatory requirements and specifies
possible criminal penalties for violations of the federal Fraud and False Statements Act. In 2002, the NHTSA
expanded its New Car Assessment Program to implement consumer information programs for vehicle rollover
resistance and child restraints and, beginning in 2003, adopted extensive early warning defect reporting
requirements. Regulations regarding tire-pressure monitoring systems were strengthened in 2005.
Legislation on a transportation budget plan promoting a safe and efficient vehicle safety program fordrivers, the Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users(SAFETEA-LU) was passed in August 2005. The legislation requires the NHTSA to propose and issue safety
standards to reduce rollover accidents, to complete the creation of standards for the reduction of vehicle
passengers released from cars at the time of rollover accidents, to upgrade door lock standards, to complete theupgrade of roof crash standards, to decide on the side impact protection standards for passengers in all seat
locations, to review seat belt wearing technology and complete a study that includes a proposal for improving therate of seat belt usage, to establish standards to display New Car Assessment Program ratings on new car labels,
and to complete the upgrade of the standard for power windows that will require pulling up switches. Someactions have already been taken and completed in response to the above requirements.
In February 2008, legislation to prevent non-traffic related injuries to young children caused by vehicles, the“Cameron Gulbransen Kids Transportation Safety Act”, was passed. The legislation requires the NHTSA to
make rules to ensure safety on all passenger vehicles, including the following: (1) to consider requiring featuresthat will prevent children from getting caught in power windows and decide on the standards or on the
discontinuance of the establishment of standards (by August 30, 2010); (2) to begin drafting standards forrearward visibility to prevent children from being struck by backing vehicle and finalize the standards (byFebruary 28, 2011); and (3) to require brake shift interlock systems, currently a voluntary regulation, after
September 1, 2010.
In April 2010, the Motor Vehicle Safety Act of 2010 (the “2010 Safety Act”), which includes the brakeoverride standard, was submitted to Congress, but has not yet been deliberated by the House or Senate floor, andonly the alert sound requirement for hybrid and electric vehicles was signed into law. However, even without theenactment of the 2010 Safety Act, NHTSA has begun to consider the revision of the Federal Motor Vehicle
Safety Standards and Regulations.
Toyota actively invests in technology development designed to increase the safety of its vehicles. Toyota isdeveloping technologies to increase the availability of existing safety systems to all types of its vehicles. These
technologies include supplemental restraint system (SRS) airbags, anti-lock braking systems, side airbags,
curtain shield airbags, vehicle stability control and other safety features.
European, Canadian and Other Standards
In Europe, following the White Paper “European Transport Policy for 2010: Time to Decide” adopted in
2001, which targets halving the number of deaths caused by road accidents by 2010, various groups in different
fields have conducted research and analyses.
As a next-generation policy, the “Traffic Safety Policy from 2011 to 2020” was newly adopted by the boardof directors at the end of fiscal 2010. The policy aims to reduce fatalities from traffic accidents by half over the
next 10 years, starting in 2010. Because the built-in effectiveness of the new technical system depends on users’
behavior, user instructions, training, and traffic law enforcement are crucial. However, with road safety systems,
human error as well as inappropriate behavior needs to be corrected. Seven goals were established in order toconsider the steps necessary to prevent and control the negative impact of human error, with a strong focus onvulnerable road users (pedestrians, cyclists, etc.). The topics to be discussed are speed limits for small
39

commercial vehicles, installing alcohol interlocks for specific vehicles, the introduction and promotion of thenewest technologies, such as ITS for road security, as well as road departure warnings, preventative rear-end
collision warnings, a pedestrian detection system, the proliferation of automatic emergency alarm systems(eCall), and the enhanced safety of motorcycles and EVs.
Regarding the spread of eCall, although details such as method of regulation have not yet been decided,
there is a possibility that it may become mandatory within the framework of “Whole Vehicle Type Approval” inthe future. However, the governing body in charge of legislation, the European Commission Enterprise
Directorate General, indicates that maintaining infrastructure such as a communications base in different
countries is necessary as well as the promotion of on-board eCall. This matter is currently in ongoing discussion
and consideration.
The European Commission and the ACEA have established CARS 21, a High Level Group that aims tostrengthen the competitiveness of the European automotive industry, and examined the recommendations withthe legal framework of a decade later in mind. The CARS 21 final report issued at the end of 2005 contains
recommendations relating to the simplification of legislation and road safety, among other issues, and indicates a
Ten Year Roadmap, and in February 2007, the European Commission issued a communication regarding the
CARS 21 final report, in which concrete action plans for future legislation were announced, and much legislation
had proceeded.
In October 2010, CARS 21 issued another newsletter for the purpose of explaining the European
Commission’s “2020 Strategy”, which aims for the realization of high-level, sustainable and comprehensive
growth. The High Level Group is planned to convene in the spring of 2012 along with the release of its final
report.
In 2009, based on the CARS 21 final report released in February 2007, the European Commission enacted a
new regulation and established a simplified framework, repealing more than 50 existing European Commission
directives and replacing them with a single regulation aimed at incorporating the United Nations standards. The
new regulation also requires the adoption of advanced safety systems. The incorporation of the United Nations
standards will commence in 2012, and as to new regulations on advanced safety systems, the European
Commission plans to require new model cars from 2011 to have electronic stability control systems, to introduce
regulations relating to low rolling resistance tires in 2013, to require tire pressure monitoring systems starting in2012 and to require heavy vehicles to have advanced emergency braking systems and lane departure warning
systems from 2013. The United Nations is currently evaluating the technical requirements for these advanced
safety systems led by the European Commission.
From April 2009, the criteria for whole vehicle type approval were extended to cover all new road vehicles,
and are being phased in over five years depending on vehicle category. Furthermore, these categories (especiallythose for passenger and small commercial vehicles) must be verified, and are planned to be extended in 2011.
Through the extension, the criteria will become applicable to small commercial vehicles, with a possibility thatvehicles currently classified as small commercial vehicles will become classified as passenger vehicles.
Vehicle safety regulations in Canada are similar to those in the United States. Among the ASEAN countries,
in 2006, Thailand and Malaysia acceded to the 1958 agreement of the United Nations regarding safety
regulations and both countries plan to develop a legal system in order to incorporate ECE Regulations into
domestic laws. Vietnam, Singapore, Indonesia and the Philippines will soon follow suit by acceding to the1958 agreement, whereby ASEAN countries will be required to comply with the ECE Regulations. Countries inSouth America and the Middle East have also adopted automobile safety regulations, with South America
generally following standards set by the United Nations, ECE or the United States, and the Middle East basing
their domestic laws primarily on international regulations or legal standards.

40

Chinese Standards
Vehicle safety laws in China were drafted with reference to the ECE Regulations and cover the same
matters as the ECE Regulations. However, these laws also include unique provisions which take into account thedistinctive characteristics of the Chinese market environment and differ from the ECE Regulations. As for futuresafety regulations, standards related to electric vehicle collision safety equipment, such as airbags, are currently
in planning.
Environmental Matters
Japanese Standards
Toyota’s automotive operations in Japan are subject to substantial environmental regulation under laws suchas the Air Pollution Law, the Water Pollution Control Law, the Noise Regulation Law and the Vibration Control
Law. Under these laws, if a business entity establishes or alters any facility that is regulated by these laws, thebusiness entity is required to give prior notice to regulators, and if a business entity discharges substances that areenvironmental burdens or causes noise or vibration from such facility, the business entity is also required tocomply with the applicable standards. Toyota is also subject to local regulations, which in some cases impose
more stringent obligations than the Japanese central government requirements. Toyota has complied with theseregulations. Under the Waste Disposal and Public Cleaning Law, producers of industrial waste must dispose ofindustrial waste in the manner prescribed in the Waste Disposal and Public Cleaning Law. Toyota has also
complied with the Waste Disposal and Public Cleaning Law.
In February 2003, the Soil Contamination Countermeasures Law became effective in Japan. The Soil
Contamination Countermeasures Law requires that land owners conduct contamination testing and submit areport at the time they cease to use hazardous substances, such as in connection with the sale of a former factory,or if there is a possibility of health hazards due to land contamination. If it is found that land contamination
exceeds a certain level, the relevant prefectural authority designates the area considered to be contaminated andorders the land owner to take necessary measures. Toyota is suitably managing its land in accordance with thesame law. In addition, the Law on Recycling of End-of-Life Vehicles was promulgated in July 2002. Under the
Law on Recycling of End-of-Life Vehicles, vehicle manufacturers are required to take back and recycle specified
materials (automotive shredder residues, air bags and fluorocarbons) of end-of-life vehicles and the provisions
concerning such obligations of vehicle manufacturers became effective in January 2005. Toyota has coordinatedwith relevant parties to establish a vehicle take-back and recycle system throughout Japan. As a result, in
fiscal 2011, Toyota achieved a recycling rate of 85% for automobile shredder residue (the legal requirement
being 50%) and 94% for air bags (the legal requirement being 85%) and reached the targets set forth in this law.
U.S. Standards
Toyota’s assembly, manufacturing and other operations in the United States are subject to a wide range ofenvironmental regulation under the Clean Air Act, the Clean Water Act, the Resource Conservation andRecovery Act, the Pollution Prevention Act and the Toxic Substances Control Act. Toyota is also subject to avariety of state legislation that parallels, and in some cases imposes more stringent obligations than, federal
requirements. These federal and state regulations impose severe restrictions on air- and water-borne discharges ofpollution from Toyota facilities, the handling of hazardous materials at Toyota facilities and the disposal ofwastes from Toyota operations. Toyota is subject to many similar requirements in its operations in Europe,
Canada and other countries.
Moreover, the EPA has promulgated more stringent National Ambient Air Quality Standards for Ozone andParticulate Matter, which define strategies needed to attain the new standards. Toyota expects growing pressurein the next several years to further reduce emissions from motor vehicles and manufacturing facilities.

41

European Standards
In October 2000, the European Union brought into effect a directive that requires member states topromulgate regulations implementing the following:•

automotive manufacturers shall bear all or a significant part of the costs for taking back end-of-life
vehicles sold after July 1, 2002 and dismantling and recycling those vehicles. Beginning January 1,
2007, this requirement became applicable to vehicles sold before July 1, 2002 as well;•automotive manufacturers may not use certain hazardous materials in vehicles sold after July 1, 2003;•

certified vehicles models sold after December 15, 2008, shall be re-usable and/or recyclable to aminimum of 85% by weight per vehicle and shall be re-usable and/or re-use as material or energy to aminimum of 95% by weight per vehicle; and•end-of-life vehicles must meet actual re-use and/or recycling of 80% and re-use and/or recovery of 85%,
respectively, of vehicle weight by 2006, rising respectively to 85% and 95% by 2015.

Laws to implement this directive came into effect in each of the European Union member states. Currently,
there are uncertainties surrounding the implementation of the applicable regulations in different European Union
member states, particularly regarding automotive manufacturer responsibilities and resultant expenses that may
be incurred.
In addition, under this directive, the member states must take measures to ensure that car manufacturers,
distributors and other auto-related economic operators establish adequate used vehicle collection and treatment
facilities and to ensure that hazardous materials and recyclable parts are removed from vehicles prior toshredding. This directive impacts Toyota’s vehicles sold in the European Union. Toyota is planning toaccommodate, in offering its products, any measures the European Union member states will choose to take inorder to comply with this directive.
Based on the legislation that has been enacted to date, Toyota has provided for its estimated liability related
to covered vehicles in existence as of March 31, 2011. The amount of estimated liability may change dependingon the legislation that will be enacted and subject to other circumstances. Although Toyota does not expect its
compliance with the directive to result in significant cash expenditures, Toyota is continuing to assess the impactof this future legislation on its results of operations, cash flows and financial position.
The European Union has also issued directives and made proposals relating to the following subjects onenvironmental matters:•

emission standards that include a framework permitting member states to introduce fiscal incentives topromote early compliance; and•reform of rules governing automotive distribution and service. The block exemption on distribution has
been amended so that dealers may engage in cross-border sales actively within the European Union andopen additional facilities for sales and services. Additionally, dealers may no longer be required bymanufacturers to operate both sales and service facilities side by side.

Toyota believes that its operations are materially in compliance with environmental regulatory requirements
concerning its facilities and products in each of the markets in which it operates. Toyota continuously monitorsthese requirements and takes necessary operational measures to ensure that it remains in material compliancewith all of these requirements.
Toyota believes that environmental regulatory requirements have not had a material adverse effect on its
operations. However, compliance with environmental regulations and standards has increased costs and is
expected to lead to higher costs in the future. Therefore, Toyota recognizes that effective environmental costmanagement will become increasingly important. Moreover, innovation and leadership in the area of42

environmental protection are becoming increasingly important to remain competitive in the market. As a result,
Toyota has proceeded with the development and production of environmentally friendly technologies, such as
hybrid vehicles, fuel-cell vehicles and high fuel efficiency, low emission engines.
In addressing environmental issues, based on an assessment of the environmental impact of its products
through their life cycles, Toyota, as a manufacturer, strives to take all possible measures in each life stage of a
product, from development through production and sales, and continues to work toward technologicalinnovations to make efficient use of resources and to reduce the burden on the environment.
Research and Development
Toyota’s research and development activities focus on the environment and energy, safety, IT/ITS
technology and product development. For a detailed discussion of the company’s research and development
policies for the last three years, see “Operating and Financial Review and Prospects — Research andDevelopment, Patents and Licenses”.
The following table provides information for Toyota’s principal research and development facilities.
Facility

Principal Activity

Japan
Toyota Technical Center . . . . . . . . . . . . . . . .

Product planning, design, evaluation, development ofprototypes

Tokyo Design Research & Laboratory . . . . .

Research of advanced styling designs

Higashi-Fuji Technical Center . . . . . . . . . . .

Advanced research and development

Shibetsu Proving Ground . . . . . . . . . . . . . . .

Vehicle testing and evaluation

Tokyo Development Center . . . . . . . . . . . . .

Advanced development of electronics

United States
Toyota Motor Engineering andManufacturing North America, Inc. . . . . .

North American production and product planning, upper
body planning, evaluation

Calty Design Research, Inc. . . . . . . . . . . . . .

DesignToyota Research Institute of North America(TRI-NA) . . . . . . . . . . . . . . . . . . . . . . . . .

Advanced research relating to “energy and environment”,“safety” and “mobility infrastructure”

EuropeToyota Motor Europe NV/SA . . . . . . . . . . . .

Upper body planning for European production, advanced
research

Toyota Europe Design Development
S.A.R.L. . . . . . . . . . . . . . . . . . . . . . . . . . .

DesignToyota Motorsport GmbH . . . . . . . . . . . . . .

Development of motor sports vehicles

Asia PacificToyota Motor Asia Pacific Engineering andManufacturing Co., Ltd. . . . . . . . . . . . . . .

Production, planning and evaluation of vehicles that are
produced in Australia and Asia

Toyota Technical Center Asia Pacific
Australia PTY, Ltd. . . . . . . . . . . . . . . . . . .

Production, planning and evaluation of vehicles that are
produced in Australia and Asia

China
Toyota Motor Engineering andManufacturing (China) Co., Ltd. . . . . . . .

Research of new, low-energy vehicle technology, vehicle
evaluation and quality assurance in China
43

The success of Toyota’s research and development activities is a key element of Toyota’s strategy. The
effectiveness of Toyota’s research and development activities is subject to a number of factors, some of which
are not in Toyota’s control. These factors include the introduction of innovations by Toyota’s competitors that
may reduce the value of Toyota’s initiatives and Toyota’s ability to convert its research and development into
commercially successful technologies and products.
Components and Parts, Raw Materials and Sources of Supply
Toyota purchases parts, components, raw materials, equipment and other multiple from several competing
suppliers located around the world. Toyota works closely with its suppliers to purchase on the most favorable
terms possible. Toyota believes that this policy encourages technological innovation, cost reduction and othermeasures to strengthen its vehicle competitiveness. No single supplier accounted for more than 5% of Toyota’s
consolidated purchases of raw materials, parts and equipment during fiscal 2011, except for Denso Corporation,
an affiliate of Toyota, which supplied approximately 10% of Toyota’s purchases during fiscal 2011. Toyota plans
to continue purchases based on the same principle and does not anticipate any difficulty in obtaining stablesupplies in the foreseeable future.
Because Toyota had more than 50 overseas operations in 26 countries and regions as of March 31, 2011,
procurement of parts and components is being carried out not only locally in the country of the production site
but also from third countries, and the distribution network has become increasingly more complex. In order torealize timely and efficient distribution at the same time as keeping total costs at a minimum, Toyota is
promoting efforts to optimize each stage of the supply-chain. To this end, Toyota has developed a standardized
system of global distribution and is supporting the operation of the system at each production base. The use of
the global distribution system aims at implementing parts procurement that meets changes in vehicle production
in a timely manner. These varying efforts, combined together, have led to maximized customer satisfaction, as
well as to building a good working relationship with Toyota’s suppliers.
Toyota has placed ongoing efforts into other methods for pursuing the commoditization of components andparts used in various vehicle models. This includes minimizing the differences between models and reducing thenumber of parts used for each model. Toyota uses a shared global database in order to purchase parts andmaterials from the most competitive supplier among Toyota factories located in various areas worldwide. By
doing so, Toyota aims to boost the efficiency of its sourcing from external suppliers. In addition, Toyota is
working on a cost reduction measure referred to as ‘RR-CI activities’. RR-CI activities aim to improve
competitive power through thorough localization, promoting diversity and commoditizing and manufacturing
reformulation together with producing commercial products to match customers’ needs in each area, and for eachcar classification. Emergency value analysis (VA) activity that began in 2008 implements cost reductions as partof a unified effort with suppliers for the various types of vehicles already on sale. Toyota has been working on
constant, company-wide VA activities since the beginning of fiscal 2010.
The market price of raw materials such as steel temporarily fell, but has again shown an upward tendency.
Toyota is continually promoting cost reduction efforts, such as reducing the amount of raw materials it uses.
Toyota’s ability to continue to obtain supplies in an efficient manner is subject to a number of factors, someof which are not in Toyota’s control. These factors include the ability of its suppliers to provide a continued
source of supplies and the effect on Toyota of competition by other users in obtaining the supplies.
Intellectual Property
Toyota holds numerous Japanese and foreign patents, trademark, design patents and some utility model
registrations. It also has a number of applications pending for Japanese and foreign patents. While Toyota
considers all of its intellectual property to be important, it does not consider any one or group of patents,
trademarks, design patents or utility model registrations to be so important that their expiration or termination
would materially affect Toyota’s business.
44Capital Expenditures and Divestitures
Set forth below is a chart of Toyota’s principal capital expenditures between April 1, 2008 and March 31,
2011, the approximate total costs of such activity, as well as the location and method of financing of suchactivity, presented on a “by subsidiary” basis and as reported in Toyota’s annual Japanese securities report filedwith the director of the Kanto Local Finance Bureau.
Total Cost
(billions of yen)

Location

Investment primarily in technology and products by
Toyota Motor Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . .

736.9

Japan

Internal funds,
proceeds fromissuance ofbonds, etc.

Investment primarily in technology and products byHino Motors, Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

89.6

Japan

Internal funds

Investment primarily in technology and products byPrimearth EV Enegy Co., Ltd. . . . . . . . . . . . . . . . . . . . . . . . .

84.1

Japan

Internal funds

Investment primarily in technology and products by
Toyota Motor Kyushu, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . .

70.2

Japan

Internal funds

Investment primarily in technology and products by
Daihatsu Motor Co., Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . .

64.1

Japan

Internal funds

Investment primarily in technology and products by
Toyota Auto Body Co., Ltd. . . . . . . . . . . . . . . . . . . . . . . . . .

55.3

Japan

Internal funds

Investment primarily in technology and products byCentral Motor Co., Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

40.6

Japan

Internal funds

Investment primarily in technology and products by
Kanto Auto Works, Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . .

26.6

Japan

Internal funds

Investment to promote localization by
Toyota Motor Manufacturing Canada Inc.

..............

109.2

CanadaInternal funds

Investment to promote localization by
Toyota Motor Manufacturing, Indiana, Inc.

.............

85.7

United States

Internal funds

Investment to promote localization by
Toyota Motor Manufacturing, Kentucky, Inc.

...........

79.6

United States

Internal funds

Investment to promote localization by
Toyota Motor Europe NV/SA. . . . . . . . . . . . . . . . . . . . . . . .

66.4

BelgiumInternal funds

Investment to promote localization by
Toyota Motor Manufacturing, Mississippi, Inc.

..........

49.0

United States

Internal funds

Investment to promote localization by
Toyota Kirloskar Motor Private Ltd. . . . . . . . . . . . . . . . . . . .

48.5

India

Internal funds

Investment to promote localization by
Toyota Motor Corporation Australia Ltd. . . . . . . . . . . . . . . .

36.7

Australia

Internal funds

Investment to promote localization by
Toyota do Brasil Ltda. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

33.7

BrazilInternal funds

Investment primarily in leased automobiles by
Toyota Motor Credit Corporation . . . . . . . . . . . . . . . . . . . . .

2,480.8

United States

Internal funds
and borrowings

Description of Activity

45

Method ofFinancingSet forth below is information with respect to Toyota’s material plans to construct, expand or improve its
facilities between April 2011 and March 2012, presented on a “by subsidiary” basis and as reported in Toyota’s
annual Japanese securities report filed with the director of the Kanto Local Finance Bureau.
Total Cost
(billions of yen)

Location

Method ofFinancing

Investment primarily in manufacturing facilities by
Toyota Motor Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

169.9

Japan

Internal funds

Investment primarily in manufacturing facilities byHino Motors, Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

45.9

Japan

Internal funds

Investment primarily in manufacturing facilities by
Toyota do Brasil Ltda. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

37.5

BrazilInternal funds

Investment primarily in manufacturing facilities by
Toyota Motor Thailand Co., Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . .

33.8

ThailandInternal funds

Investment primarily in manufacturing facilities by
Toyota Motor Corporation Australia Ltd. . . . . . . . . . . . . . . . . . . .

26.1

Australia

Internal funds

Investment primarily in manufacturing facilities by
Daihatsu Motor Co., Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

20.0

Japan

Internal funds

Description of Activity

Set forth below is additional information with respect to Toyota’s material plans to construct, expand or
improve its facilities, presented on a “by facility” basis.
Mississippi Plant. In June 2010, Toyota announced that it will commence production at Toyota Motor
Manufacturing, Mississippi, Inc. (“TMMMS”), its new Mississippi plant, in fall of 2011. The construction of
TMMMS was announced in February 2007. In December 2008, Toyota postponed the commencement of
production; however, with the June 2010 announcement, Toyota will resume the construction of TMMMS.
TMMMS is expected to produce the Corolla with an annual production capacity of 150 thousand units.
Production of the Corolla will be launched at TMMMS in order to move production of the Corolla for the North
American market, a part of which had been moved to Japan in April 2010, back to the United States as quickly as
possible.
Tohoku Region Plant. In April 2008, Toyota decided to build an engine plant in Kurokawa, Miyagi
Prefecture, Japan. However, the commencement of production at this plant, which was initially expected to occur
at the end of 2010, has been postponed. Toyota will determine the timing for commencement of production inconsideration of fluctuations in demand.
China Changchun Plant. Toyota decided to construct a second vehicle plant in Changchun, and in October
2008 held a groundbreaking ceremony for the construction of the new plant. Toyota subsequently postponedconstruction due to the economic crisis, but in April 2010, decided to recommence construction in light ofChina’s economic recovery. This plant is expected to produce the Corolla with an annual production capacity of
100 thousand units. The plant is expected to commence production in late 2012.
Sorocaba Plant. In August 2010, Toyota decided to construct a vehicle plant in Sorocaba, Brazil. This plantis expected to produce the Etios small vehicle introduced in India with an annual production capacity of
70 thousand units. The plant is expected to commence production in late 2012.
Toyota does not collect information on the amount of expenditures already paid for each plant underconstruction because Toyota believes that it is difficult and it would require unreasonable effort or expense to
identify and categorize each expenditure item with reasonable accuracy as past and future expenditures. Toyota’s
construction projects consist of numerous expenditures, each of which is continually being adjusted and incurredin variable and constantly changing amounts as part of the overall work-in-progress.
46

Seasonality
Toyota has historically experienced slight seasonal fluctuations in unit sales. Generally, Toyota’s unit sales
levels are highest in March. In fiscal 2010 and fiscal 2011, Toyota’s unit sales levels were highest in March ofeach year, with approximately 10% to 11% of annual unit sales generated during that month, and for each of theremaining months, its unit sales have generated approximately 7% to 9% of its annual unit sales. Fiscal 2009 was
an exception, as the rapid contraction of automotive markets had a greater impact on sales than seasonal
fluctuations.
Legal Proceedings
Product Recalls
From time to time, Toyota issues vehicle recalls and takes other safety measures including safety campaigns
relating to its vehicles. In November 2009, Toyota announced a safety campaign in North America for certain
models of Toyota and Lexus vehicles related to floor mat entrapment of accelerator pedals, and later expanded it
to include additional models. In January 2010, Toyota announced a recall in North America for certain models of
Toyota vehicles related to sticking and slow-to-return accelerator pedals. Also in January 2010, Toyota recalledin Europe and China certain models of Toyota vehicles related to sticking accelerator pedals. In February 2010,
Toyota announced a worldwide recall related to the software program that controls the antilock braking system(ABS) in certain vehicles models including the Prius. Set forth below is a description of various claims, lawsuits
and government investigations involving Toyota in the United States relating to these recalls and other safetymeasures.
Class Action and Consolidated Litigation
There are approximately 200 putative class actions that have been filed since November 2009 alleging thatcertain Toyota, Lexus and Scion vehicles contain defects that lead to unintended acceleration. Many of theputative class actions allege that malfunctions involving the floor mats and accelerator pedals do not cover thefull scope of possible defects related to unintended acceleration. Rather, they allege that Electronic Throttle
Control System-intelligent (ETCS-i) is the true cause and that Toyota has failed to inform consumers despite its
awareness of the problem. In general, these cases seek recovery for the alleged diminution in value of thevehicles, injunctive and other relief. In April 2010, the approximately 190 federal cases were consolidated for
pretrial proceedings into a single multi-district litigation in the United States District Court for the Central
District of California. In addition, of the approximately 325 individual product liability personal injury cases
relating to unintended acceleration pending against Toyota, the federal cases have been or are likely to beconsolidated into the multi-district litigation. The remaining individual product liability personal injury cases
relating to unintended acceleration remain pending in various state courts in the United States. This consolidated
federal action suit is in its early stages and has included document production, depositions and various motions.
Additionally, there are approximately ten putative class actions in various state courts, including California.
The claims are similar to the class actions in federal court. One of the putative California class actions was filedby the Orange County District Attorney and, among other things, seeks statutory penalties alleging that Toyota
sold and marketed defective vehicles and that consumers have been harmed as a result of diminution in value of
their vehicles.
Beginning in February 2010, Toyota has also been sued in approximately 20 putative class actions alleging
defects in the antilock braking systems in various hybrid vehicles that cause the vehicles to fail to stop in a timely
manner when driving in certain road conditions. The plaintiffs seek an order requiring Toyota to repair thevehicles and claim that all owners and lessees of vehicles, including those for which recalls have been
implemented, should be compensated for the defects related to the antilock braking systems. These cases havebeen consolidated into two actions, one in federal court in the United States District Court for the Central Districtof California and one in state court in the Los Angeles County Superior Court.
47

In February to April 2010, Toyota was also sued in six putative shareholder class actions on behalf ofinvestors in Toyota ADSs and common stock. The cases have been consolidated into a single action in the UnitedStates District Court for the Central District of California, and a lead plaintiff has been appointed. The
consolidated complaint, filed October 4, 2010, alleges violations of the Securities Exchange Act of 1934
and Japan’s Financial Instruments and Exchange Act on the basis that defendants made statements that were false
or misleading in that they failed to disclose problems with, or the causes of, unintended acceleration in a numberof vehicle models. Plaintiffs seek monetary damages in an amount to be proven at trial, interest and attorneys’
fees and costs.
On May 21, 2010, a shareholder derivative action was filed against certain officers and directors of Toyota
in the Superior Court of the State of California, County of Los Angeles. The complaint alleged that thedefendants breached their fiduciary duties of care and loyalty in their handling of design defects in Toyota
vehicles, alleging facts similar to those alleged in the securities class action. On April 20, 2011, the Court issued
an order dismissing the case and entered judgment in favor of defendants.
On July 22, 2010, Toyota was sued in the Superior Court of the State of California, County of Los Angeles
in a putative bondholder class action filed on behalf of purchasers of Toyota and Toyota Motor Credit
Corporation bonds traded on foreign securities exchanges. The complaint alleges violations of California
securities law, fraud, breach of fiduciary duty, and other state law claims. On September 15, 2010, Toyota
removed the putative bondholder class action to the United States District Court for the Central District ofCalifornia. On January 10, 2011, the District Court issued an order dismissing the case with prejudice, andentered judgment in favor of defendants. Plaintiff has filed a notice of appeal to the United States Circuit Courtof Appeals for the Ninth Circuit.
Toyota believes that it has meritorious defenses to all of the cases and will vigorously defend against them.
Government Investigations
In February 2010, Toyota received a subpoena from the U.S. Attorney for the Southern District of New
York and a voluntary request and subpoena from the U.S. Securities and Exchange Commission (“SEC”). The
subpoenas and the voluntary request primarily seek documents related to unintended acceleration and certain
financial records. This is a coordinated investigation and has included interviews of Toyota and non-Toyota
witnesses, as well as production of documents. In June 2010, Toyota received a second voluntary request andsubpoena from the SEC and a subpoena from the U.S. Attorney for the Southern District of New York. The
subpoenas and the voluntary request primarily seek production of documents related to the recalls of the steering
relay rod.
During the first two quarters of calendar year 2010, Toyota received four inquires from the NHTSA. The
first two, TQ10-001 and TQ10-002, address the timing of the announcement of the recalls related to floor mat
entrapment and sticking accelerator pedals, respectively. The third, RQ10-003, addresses the scope of the recalls
and unintended acceleration generally. On April 19, 2010, Toyota and NHTSA announced a settlement resolving
TQ10-002 pursuant to which Toyota paid $16.4 million to the U.S. Treasury. Toyota denied the allegations that it
violated the Safety Act or its implementing regulations but agreed to the settlement to avoid a protracted disputeand to concentrate on regaining customer confidence.
On May 10, 2010, Toyota received an inquiry from NHTSA on the timing of its announcement of the 2005
recall of certain pickup trucks and sport utility vehicles for a possible issue with the steering relay rod(TQ10-004). On December 21, 2010, Toyota and NHTSA announced that they had reached a settlement withrespect to TQ10-001 and TQ10-004 pursuant to which Toyota paid approximately $32.4 million in the aggregate
to the U.S. Treasury. As in the April 2010 settlement resolving TQ10-002, Toyota denied that it violated the
Safety Act or its implementing regulations but agreed to the settlement to avoid a protracted dispute and toconcentrate on regaining customer confidence. In addition, on March 1, 2011, RQ10-003 was officially resolved.
48

Toyota has also received subpoenas and formal and informal requests from various states’ attorneys general,
including the Executive Committee for a group of 28 states’ attorney general, and certain local governmental
agencies regarding various recalls, the facts underlying its recent recalls and customer handling related to thoserecalls.
Toyota is cooperating with the government agencies in their investigations, which, except as noted above,
are ongoing.
The recalls and other safety measures described above have led to a number of claims, lawsuits andgovernment investigations against Toyota in the United States as set forth in the preceding paragraphs. Amounts
accrued as of March 31, 2011 related to these legal proceedings and governmental investigations are not material
to Toyota’s financial position, results of operations, or cash flow. Toyota cannot currently estimate its potential
liability, damages or range of potential loss, if any, beyond the amounts accrued; however, the resolution of thesematters could have an adverse effect on Toyota’s financial position, results of operations or cash flows.
United States Antitrust Proceedings
In early 2003, Toyota, GM, Ford, Daimler Chrysler, Honda, Nissan, BMW and their sales subsidiaries in the
Unites States and Canada, as well as the National Automobile Dealers Association and the Canadian Automobile
Dealers Association, were named as defendants in approximately 85 purported federal and state class action
lawsuits on behalf of all purchasers of new motor vehicles who purchased their vehicles in the United States onor after January 1, 2001. As of April 1, 2005, the federal lawsuits were consolidated in the State of Maine, andlawsuits in the State of California and the State of New Jersey were also consolidated within the respective states(lawsuits in the state courts have been stayed until the federal lawsuits proceed).
The complaints allege that the defendants violated the Sherman Antitrust Act or state antitrust law byconspiring among themselves and with their dealers to prevent the sale to United States citizens of vehicles
produced for the Canadian market, resulting in higher prices to United States consumers. Toyota believes that its
actions have been lawful. In the interest of resolving these legal actions, however, Toyota entered into asettlement agreement with the plaintiffs in February 2006. The settlement agreement remains subject to court
approval. In the meantime, the federal court granted summary judgment in favor of the remaining defendants andthe time to appeal has lapsed. Current activity is centered in the California state courts, although that action isstayed against Toyota pending a ruling on the pending Toyota settlement. In February 2011, the federal court
held a hearing with respect to approval of Toyota’s settlement agreement. If final approval is granted, thatapproval should resolve this matter for Toyota.
Other Proceedings
Toyota has various other legal actions, other governmental proceedings and other claims pending against it,
including other product liability claims in the United States. Although the claimants in some of these actions seek
potentially substantial damages, Toyota cannot currently estimate its potential liability, damages or range ofpotential loss, if any, beyond the amounts accrued, with respect to these claims. However, based upon
information currently available to Toyota, Toyota believes that its losses from these matters, if any, would nothave a material adverse effect on Toyota’s financial position, results of operations or cash flows.

49

4.C ORGANIZATIONAL STRUCTURE
As of March 31, 2011, Toyota Motor Corporation had 270 Japanese subsidiaries and 241 overseas
subsidiaries. The following table sets forth for each of Toyota Motor Corporation’s principal subsidiaries, thecountry of incorporation and the percentage ownership and the voting interest held by Toyota Motor Corporation.
Country ofIncorporation

Name of Subsidiary

Toyota Financial Services Corporation . . . . . . . . . . . . . . . . . . . . . . . .
JapanHino Motors, Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Japan
Toyota Motor Kyushu, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
JapanDaihatsu Motor Co., Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Japan
Toyota Finance Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Japan
Toyota Auto Body Co., Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
JapanKanto Auto Works, Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Japan
Toyota Motor Engineering & Manufacturing North America, Inc. . . .
United States
Toyota Motor Manufacturing, Kentucky, Inc. . . . . . . . . . . . . . . . . . . .
United States
Toyota Motor North America, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . .
United States
Toyota Motor Credit Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . .
United States
Toyota Motor Manufacturing, Indiana, Inc. . . . . . . . . . . . . . . . . . . . .
United States
Toyota Motor Manufacturing, Texas, Inc. . . . . . . . . . . . . . . . . . . . . . .
United States
Toyota Motor Sales, U.S.A., Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
United States
Toyota Motor Manufacturing Canada Inc. . . . . . . . . . . . . . . . . . . . . .
CanadaToyota Credit Canada Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
CanadaToyota Motor Europe NV/SA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
BelgiumToyota Kreditbank GmbH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Germany
Toyota Motor Finance (Netherlands) B.V. . . . . . . . . . . . . . . . . . . . . .
Netherlands
Toyota Motor Manufacturing (UK) Ltd. . . . . . . . . . . . . . . . . . . . . . . . United Kingdom
Toyota (GB) PLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . United Kingdom
OOO “TOYOTA MOTOR” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
RussiaToyota Motor (China) Investment Co., Ltd. . . . . . . . . . . . . . . . . . . . .
China
P.T. Toyota Motor Manufacturing Indonesia . . . . . . . . . . . . . . . . . . .
Indonesia
Toyota Motor Asia Pacific Pte Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . .
Singapore
Kuozui Motors, Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
TaiwanToyota Motor Thailand Co., Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ThailandToyota Leasing (Thailand) Co., Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . .
ThailandToyota Motor Asia Pacific Engineering and Manufacturing Co.,
Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ThailandToyota Motor Corporation Australia Ltd. . . . . . . . . . . . . . . . . . . . . . .
Australia
Toyota Finance Australia Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Australia
Toyota Argentina S.A. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Argentina
Toyota do Brasil Ltda. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
BrazilToyota South Africa Motors (Pty) Ltd. . . . . . . . . . . . . . . . . . . . . . . . .
South Africa

Percentage
Ownership
Interest

Percentage
VotingInterest

100.0050.21
100.0051.35
100.0056.28
50.47
100.00100.00100.00100.00100.00100.00100.00100.00100.00100.00100.00100.00100.00100.00100.00100.0095.00
100.00
70.00
86.43
82.94

100.0050.77
100.0051.64
100.0056.84
50.83
100.00100.00100.00100.00100.00100.00100.00100.00100.00100.00100.00100.00100.00100.00100.00100.0095.00
100.00
70.00
86.43
82.94

100.00100.00100.00100.00100.00100.00100.00100.00100.00100.00100.00100.00

4.D PROPERTY, PLANTS AND EQUIPMENT
As of March 31, 2011, Toyota and its affiliates produce automobiles and related components through morethan 50 manufacturing organizations in 26 countries and regions around the world. The facilities are locatedprincipally in Japan, the United States, Canada, the United Kingdom, France, Turkey, Czech Republic, Thailand,
China, Taiwan, South Africa, Australia, Argentina and Brazil.

50

In addition to its manufacturing facilities, Toyota’s properties include sales offices and other sales facilities
in major cities, repair service facilities, and research and development facilities.
The following table sets forth information, as of March 31, 2011, with respect to Toyota’s principal
facilities and organizations, all of which are owned by Toyota Motor Corporation or its subsidiaries. However,small portions, all under approximately 20%, of some facilities are on leased premises.

Facility or Subsidiary Name

Location

Floor Space(thousandsquaremeters)Principal
Products orFunctionsJapan
Toyota Head Office and Technical Center . . . . Toyota City, Aichi Pref.

1,380

Tahara Plant . . . . . . . . . . . . . . . . . . . . . . . . . . . . Tahara City, Aichi Pref.
Motomachi Plant . . . . . . . . . . . . . . . . . . . . . . . . Toyota City, Aichi Pref.
Takaoka Plant . . . . . . . . . . . . . . . . . . . . . . . . . . Toyota City, Aichi Pref.
Tsutsumi Plant . . . . . . . . . . . . . . . . . . . . . . . . . . Toyota City, Aichi Pref.
Kamigo Plant . . . . . . . . . . . . . . . . . . . . . . . . . . . Toyota City, Aichi Pref.
Honsha Plant . . . . . . . . . . . . . . . . . . . . . . . . . . . Toyota City, Aichi Pref.
Kinu-ura Plant . . . . . . . . . . . . . . . . . . . . . . . . . . Hekinan City, Aichi Pref.
Higashi-Fuji Technical Center . . . . . . . . . . . . . . Susono City, Shizuoka Pref.

1,180
990
730
620
570
490
400
310

Nagoya Office . . . . . . . . . . . . . . . . . . . . . . . . . . Nagoya City, Aichi Pref.
Daihatsu Motor Co., Ltd. . . . . . . . . . . . . . . . . . . Ikeda City, Osaka, etc.
Toyota Auto Body Co., Ltd. . . . . . . . . . . . . . . . Kariya City, Aichi Pref., etc.
Hino Motors, Ltd. . . . . . . . . . . . . . . . . . . . . . . . Hino City, Tokyo, etc.
Toyota Motor Kyushu, Inc. . . . . . . . . . . . . . . . . Miyawaka City, Fukuoka Pref., etc.
Kanto Auto Works, Ltd. . . . . . . . . . . . . . . . . . . Susono City, Shizuoka Pref., etc.

50
1,030
1,000
960
700
400

Research andDevelopment
Automobiles
Automobiles
Automobiles
Automobiles
Automobile parts
Automobile parts
Automobile parts
Research andDevelopment
OfficeAutomobiles
Automobiles
Automobiles
Automobiles
Automobiles

860

Sales facilities

700
450
370
230

Automobiles
Automobiles
Automobiles
Automobiles

Outside Japan
Toyota Motor Sales, U.S.A., Inc. . . . . . . . . . . . . California, U.S.A.
Toyota Motor Manufacturing, Kentucky,
Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Kentucky, U.S.A.
Toyota Motor Manufacturing, Canada, Inc. . . . Ontario, Canada
Toyota Motor Manufacturing, Indiana, Inc. . . . Indiana, U.S.A.
Toyota Motor Corporation Australia, Ltd. . . . . . Victoria, Australia

Toyota is constantly engaged in upgrading, modernizing and revamping the operations of its manufacturing
facilities, based on its assessment of market needs and prospects. To respond flexibly to fluctuations in demandin each of its production operations throughout the world, Toyota continually reviews and implements
appropriate production measures such as revising takt time and adjusting days of operation. As a result, Toyota
believes it would require unreasonable effort to track the exact productive capacity and the extent of utilization ofeach of its manufacturing facilities with a reasonable degree of accuracy.
As of March 31, 2011, property, plant and equipment having a net book value of approximately¥57,237 million was pledged as collateral securing indebtedness incurred by Toyota Motor Corporation’s
consolidated subsidiaries. Toyota believes that there does not exist any material environmental issues that may
affect the company’s utilization of its assets.
Toyota considers all its principal manufacturing facilities and other significant properties to be in goodcondition and adequate to meet the needs of its operations.
See “— Business Overview — Capital Expenditures and Divestitures” for a description of Toyota’s materialplans to construct, expand or improve facilities.
51

ITEM 4A. UNRESOLVED STAFF COMMENTS
None.
ITEM 5. OPERATING AND FINANCIAL REVIEW AND PROSPECTS
5.A OPERATING RESULTS
All financial information discussed in this section is derived from Toyota’s consolidated financial
statements that appear elsewhere in this annual report. The financial statements have been prepared inconformity with accounting principles generally accepted in the United States of America.
Overview
The business segments of Toyota include automotive operations, financial services operations and all otheroperations. Automotive operations are Toyota’s most significant business segment, accounting for 89% of
Toyota’s total revenues before the elimination of intersegment revenues for fiscal 2011. Toyota’s primarymarkets based on vehicle unit sales for fiscal 2011 were: Japan (26%), North America (28%), Europe (11%) andAsia (17%). Japan’s economy suffered greatly from the effects of the Great East Japan Earthquake that occurredon March 11, 2011, and its aftermath (collectively, the “Great East Japan Earthquake”). Toyota experienced
impacts on its production in the latter half of March 2011. This also had an effect on Toyota’s results ofoperations in fiscal 2011, particularly in terms of damages on several types of assets such as inventories and anincrease in provision for credit losses. The following analysis describes these impacts. See “Information on the
Company — Business Overview —” for more detailed information of the Great East Japan Earthquake.
Automotive Market Environment
The worldwide automotive market is highly competitive and volatile. The demand for automobiles isaffected by a number of factors including social, political and general economic conditions; introduction of newvehicles and technologies; and costs incurred by customers to purchase or operate vehicles. These factors cancause consumer demand to vary substantially in different geographic markets and for different types ofautomobiles.
During fiscal 2011, the automotive market expanded especially in emerging countries such as China, andtechnological development and new product launches have accelerated, primarily due to increased consumer
demand for the compact and low-price vehicles and heightened worldwide environmental awareness.
The following table sets forth Toyota’s consolidated vehicle unit sales by geographic market based on
location of customers for the past three fiscal years.

2009

Thousands of units
Year Ended March 31,
2010

2011

Japan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
North America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Asia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other* . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,945
2,212
1,062
905
1,443

2,163
2,098
858
979
1,139

1,913
2,031
796
1,255
1,313

Overseas total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

5,622

5,074

5,395

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

7,567

7,237

7,308

* “Other” consists of Central and South America, Oceania, Africa and the Middle East, etc.
52

During fiscal 2010, Toyota’s consolidated vehicle unit sales in Japan increased as compared with the priorfiscal year reflecting frequent introduction of new products and sales efforts of domestic dealers. During fiscal
2011, market conditions in Japan deteriorated as compared with the prior fiscal year. Despite this, Toyota andLexus brands’ market share in Japan excluding mini-vehicles was 47.3%, and Toyota’s market share (including
Daihatsu and Hino brands) in Japan including mini-vehicles was 43.7%, both maintaining the high level ofmarket share in Japan from the prior fiscal year. Overseas consolidated vehicle unit sales decreased during fiscal
2010, whereas they increased during fiscal 2011. During fiscal 2010, total overseas vehicle unit sales decreased,
particularly in Europe, despite an increase in Asia. During fiscal 2011, vehicle unit sales increased in Asia andOther.
Toyota’s share of total vehicle unit sales in each market is influenced by the quality, safety, reliability, price,design, performance, economy and utility of Toyota’s vehicles compared with those offered by othermanufacturers. The timely introduction of new or redesigned vehicles is also an important factor in satisfying
customer needs. Toyota’s ability to satisfy changing customer preferences can affect its revenues and earnings
significantly.
The profitability of Toyota’s automotive operations is affected by many factors. These factors include:•

vehicle unit sales volumes,•

the mix of vehicle models and options sold,•the level of parts and service sales,•

the levels of price discounts and other sales incentives and marketing costs,•

the cost of customer warranty claims and other customer satisfaction actions,•the cost of research and development and other fixed costs,•

the prices of raw materials,•

the ability to control costs,•

the efficient use of production capacity,•

the adverse effect on production due to the reliance on various suppliers for the provision of supplies,•

the adverse effect on market, sales and productions of natural calamities and interruptions of social
infrastructure, and•changes in the value of the Japanese yen and other currencies in which Toyota conducts business.

Changes in laws, regulations, policies and other governmental actions can also materially impact the
profitability of Toyota’s automotive operations. These laws, regulations and policies include those attributed toenvironmental matters, vehicle safety, fuel economy and emissions that can add significantly to the cost ofvehicles. The European Union has enforced a directive that requires manufacturers to be financially responsible
for taking back end-of-life vehicles and to take measures to ensure that adequate used vehicle disposal facilities
are established and those hazardous materials and recyclable parts are removed from vehicles prior to scrapping.
See “Legislation Regarding End-of-Life Vehicles”, “Information on the Company — Business Overview —Governmental Regulation, Environmental and Safety Standards” and note 23 to the consolidated financial
statements for a more detailed discussion of these laws, regulations and policies.
Many governments also regulate local content, impose tariffs and other trade barriers, and enact price or
exchange controls that can limit an automaker’s operations and can make the repatriation of profits
unpredictable. Changes in these laws, regulations, policies and other governmental actions may affect the
production, licensing, distribution or sale of Toyota’s products, cost of products or applicable tax rates. Toyota iscurrently one of the defendants in purported national class actions alleging violations of the U.S. Sherman
53Antitrust Act. Toyota believes that its actions have been lawful. In order to avoid a protracted dispute, however,Toyota entered into a settlement agreement with the plaintiffs at the end of February 2006. The settlementagreement is pending the approval of the federal district court, and immediately upon approval the plaintiffs will
be required under the terms of the settlement agreement to withdraw all pending actions against Toyota in thefederal district court as well as all state courts and all related actions will be closed. From time-to-time whenpotential safety problems arise, Toyota issues vehicle recalls and takes other safety measures including safety
campaigns with respect to its vehicles. In November 2009, Toyota announced a safety campaign in North
America for certain models of Toyota and Lexus brands’ vehicles related to floor mat entrapment of accelerator
pedals, and later expanded it to include additional models. In January 2010, Toyota announced a recall in North
America for certain models of Toyota vehicles related to sticking and slow-to-return accelerator pedals. Also in
January 2010, Toyota recalled in Europe and China certain models of Toyota vehicles related to sticking
accelerator pedals. In February 2010, Toyota announced a recall in markets including Japan, North America andEurope related to the braking control system in certain vehicle models including the Prius. The recalls and othersafety measures described above have led to a number of claims, lawsuits and government investigations against
Toyota in the United States. For a more detailed description of these claims, lawsuits and government
investigations, see note 23 to the consolidated financial statements.
The worldwide automotive industry is in a period of global competition which may continue for theforeseeable future, and in general the competitive environment in which Toyota operates is likely to intensify.
Toyota believes it has the resources, strategies and technologies in place to compete effectively in the industry as
an independent company for the foreseeable future.
Financial Services Operations
The competition of worldwide automobile financial services industry is intensifying despite the recovery
trend in the automotive markets. As competition increases, margins on financing transactions may decrease andmarket share may also decline as customers obtain financing for Toyota vehicles from alternative sources.
Toyota’s financial services operations mainly include loans and leasing programs for customers and dealers.
Toyota believes that its ability to provide financing to its customers is an important value added service.
Therefore, Toyota has expanded its network of finance subsidiaries in order to offer financial services in many
countries.
Toyota’s competitors for retail financing and retail leasing include commercial banks, credit unions andother finance companies. Meanwhile, commercial banks and other captive automobile finance companies also
compete against Toyota’s wholesale financing activities.
Toyota’s financial assets decreased during fiscal 2011 due to the unfavorable impact of fluctuations inforeign currency translation rates.

54

The following table provides information regarding Toyota’s finance receivables and operating leases in thepast two fiscal years.
Yen in millions
March 31,
2010
2011

Finance Receivables
Retail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Finance leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Wholesale and other dealer loans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 7,162,082
1,232,508
2,051,301¥ 7,128,453
1,123,188
1,990,557

10,445,891
109,747(482,983)

10,242,198
104,391(496,235)(160,351)(36,917)(35,211)(92,199)(36,024)(28,580)(232,479)(156,803)

Total finance receivables, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Less – Current portion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

9,840,176(4,209,496)

9,693,551(4,136,805)

Noncurrent finance receivables, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 5,630,680¥ 5,556,746

Operating Leases
Vehicles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 2,516,948
96,300¥ 2,404,032
87,914

Less – Accumulated depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2,613,248(791,169)

2,491,946(662,255)

Vehicles and equipment on operating leases, net . . . . . . . . . . . . . . . . . . . . . . . .

¥ 1,822,079¥ 1,829,691

Deferred origination costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unearned income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Allowance for credit losses
Retail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Finance leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Wholesale and other dealer loans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Toyota’s finance receivables are subject to collectability risks. These risks include consumer and dealer
insolvencies and insufficient collateral values (less costs to sell) to realize the full carrying values of thesereceivables. See discussion in “Critical Accounting Estimates — Allowance for Doubtful Accounts and Credit
Losses” and note 11 to the consolidated financial statements.
Toyota continues to originate leases to finance new Toyota vehicles. These leasing activities are subject toresidual value risk. Residual value losses could be incurred when the lessee of a vehicle does not exercise theoption to purchase the vehicle at the end of the lease term. See discussion in “Critical Accounting Estimates —Investment in Operating Leases” and note 2 to the consolidated financial statements.
Toyota enters into interest rate swap agreements and cross currency interest rate swap agreements to convert
its fixed-rate debt to variable-rate functional currency debt. A portion of the derivative instruments are enteredinto to hedge interest rate risk from an economic perspective and are not designated as a hedge of specific assets
or liabilities on Toyota’s consolidated balance sheet and accordingly, unrealized gains or losses related toderivatives that are not designated as a hedge are recognized currently in operations. See discussion in “Critical
Accounting Estimates — Derivatives and Other Contracts at Fair Value” and “Quantitative and Qualitative
Disclosures about Market Risk” and note 20 to the consolidated financial statements.
The fluctuations in funding costs can affect the profitability of Toyota’s financial services operations.
Funding costs are affected by a number of factors, some of which are not in Toyota’s control. These factors
55

include general economic conditions, prevailing interest rates and Toyota’s financial strength. Funding costs
decreased during fiscal 2010 and 2011, mainly as a result of lower interest rates.
Toyota launched its credit card business in Japan in April 2001. As of March 31, 2010, Toyota had
7.7 million cardholders, an increase of 0.6 million cardholders compared with March 31, 2009. As of March 31,
2011, Toyota had 8.9 million cardholders, an increase of 1.2 million cardholders compared with March 31, 2010.
The credit card receivables at March 31, 2010 increased by ¥30.8 billion from March 31, 2009 to ¥255.4 billion.
The credit card receivables at March 31, 2011 increased by ¥8.1 billion from March 31, 2010 to ¥263.5 billion.
Other Business Operations
Toyota’s other business operations consist of housing, including the manufacture and sale of prefabricatedhomes; information technology related businesses, including information technology and telecommunications,
intelligent transport systems, GAZOO and other.
Toyota does not expect its other business operations to materially contribute to Toyota’s consolidated resultsof operations.
Currency Fluctuations
Toyota is affected by fluctuations in foreign currency exchange rates. In addition to the Japanese yen,
Toyota is exposed to fluctuations in the value of the U.S. dollar and the euro and, to a lesser extent, theAustralian dollar, the Canadian dollar, the British pound, and others. Toyota’s consolidated financial statements,
which are presented in Japanese yen, are affected by foreign currency exchange fluctuations through bothtranslation risk and transaction risk.
Translation risk is the risk that Toyota’s consolidated financial statements for a particular period or for aparticular date will be affected by changes in the prevailing exchange rates of the currencies in those countries inwhich Toyota does business compared with the Japanese yen. Even though the fluctuations of currency exchange
rates to the Japanese yen can be substantial, and, therefore, significantly impact comparisons with prior periods
and among the various geographic markets, the translation risk is a reporting consideration and does not reflect
Toyota’s underlying results of operations. Toyota does not hedge against translation risk.
Transaction risk is the risk that the currency structure of Toyota’s costs and liabilities will deviate from thecurrency structure of sales proceeds and assets. Transaction risk relates primarily to sales proceeds from Toyota’s
non-domestic operations from vehicles produced in Japan.
Toyota believes that the location of its production facilities in different parts of the world has significantly
reduced the level of transaction risk. As part of its globalization strategy, Toyota has continued to localize
production by constructing production facilities in the major markets in which it sells its vehicles. In calendar
2009 and 2010, Toyota produced 64.5% and 73.4% of Toyota’s non-domestic sales outside Japan, respectively.
In North America, 60.0% and 72.6% of vehicles sold in calendar 2009 and 2010 respectively were produced
locally. In Europe, 57.0% and 59.0% of vehicles sold in calendar 2009 and 2010 respectively were produced
locally. Localizing production enables Toyota to locally purchase many of the supplies and resources used in the
production process, which allows for a better match of local currency revenues with local currency expenses.
Toyota also enters into foreign currency transactions and other hedging instruments to address a portion of
its transaction risk. This has reduced, but not eliminated, the effects of foreign currency exchange rate
fluctuations, which in some years can be significant. See notes 20 and 21 to the consolidated financial statements
for additional information.

56

Generally, a weakening of the Japanese yen against other currencies has a positive effect on Toyota’s
revenues, operating income and net income attributable to Toyota Motor Corporation. A strengthening of theJapanese yen against other currencies has the opposite effect. In fiscal 2010 and 2011, the Japanese yen was on
average and at the end of the fiscal year stronger against the U.S. dollar and the euro in comparison to the priorfiscal year. See further discussion in “Quantitative and Qualitative Disclosures about Market Risk — Market
Risk Disclosures — Foreign Currency Exchange Rate Risk”.
During fiscal 2010 and 2011, the average exchange rate of the Japanese yen strengthened against the major
currencies including the U.S. dollar and the euro compared with the average exchange rate of the prior fiscal
year. The operating results excluding the impact of currency fluctuations described in “Results of Operations —Fiscal 2011 Compared with Fiscal 2010” and “Results of Operations — Fiscal 2010 Compared with Fiscal 2009”
show results of net revenues obtained by applying the Japanese yen’s average exchange rate in the previous fiscal
year to the local currency-denominated net revenues for fiscal 2010 and 2011, respectively, as if the value of theJapanese yen had remained constant for the comparable periods. Results excluding the impact of currency
fluctuations year-on-year are not on the same basis as Toyota’s consolidated financial statements and do notconform with U.S. GAAP. Furthermore, Toyota does not believe that these measures are a substitute for U.S.
GAAP measures. However, Toyota believes that such results excluding the impact of currency fluctuations
year-on-year provide additional useful information to investors regarding the operating performance on a local
currency basis.
Segmentation
Toyota’s most significant business segment is its automotive operations. Toyota carries out its automotive
operations as a global competitor in the worldwide automotive market. Management allocates resources to, andassesses the performance of, its automotive operations as a single business segment on a worldwide basis. Toyota
does not manage any subset of its automotive operations, such as domestic or overseas operations or parts, as
separate management units.
The management of the automotive operations is aligned on a functional basis with managers having
oversight responsibility for the major operating functions within the segment. Management assesses financial andnon-financial data such as vehicle unit sales, production volume, market share information, vehicle model plansand plant location costs to allocate resources within the automotive operations.
Geographic Breakdown
The following table sets forth Toyota’s net revenues in each geographic market based on the country
location of the parent company or the subsidiaries that transacted the sale with the external customer for the past
three fiscal years.

2009

Japan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
North America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Asia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other* . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
* “Other” consists of Central and South America, Oceania and Africa.

57

Yen in millions
Year ended March 31,
2010¥7,471,916
6,097,676
2,889,753
2,450,412
1,619,813¥7,314,813
5,583,228
2,082,671
2,431,648
1,538,613

2011¥6,966,929
5,327,809
1,920,416
3,138,112
1,640,422

Results of Operations — Fiscal 2011 Compared with Fiscal 2010
Yen in millions
Year ended March 31,
2011 v. 2010 Change
2010
2011
AmountPercentage

Net revenues:
Japan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
North America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Asia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other* . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Intersegment elimination/unallocated amount . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating income (loss):Japan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
North America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Asia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other* . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Intersegment elimination/unallocated amount . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income before income taxes and equity in earnings ofaffiliated companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net margin from income before income taxes and equity inearnings of affiliated companies . . . . . . . . . . . . . . . . . . .
Equity in earnings of affiliated companies . . . . . . . . . . . . .
Net income attributable to Toyota Motor Corporation . . . .
Net margin attributable to Toyota Motor Corporation . . . .

¥11,220,303 ¥10,986,246 ¥(234,057)
5,670,526
5,429,136(241,390)
2,147,049
1,981,497(165,552)
2,655,327
3,374,534
719,207
1,673,861
1,809,116
135,255(4,416,093) (4,586,841) (170,748)(2.1)%
(4.3)
(7.7)
27.1
8.1
—

18,950,973

18,993,688

42,7150.2(225,242)
85,490(32,955)
203,527
115,574
1,122(362,396)
339,503
13,148
312,977
160,129
4,918(137,154)
254,013
46,103
109,450
44,555
3,796

—
297.1
—
53.8
38.6
338.3

147,5160.8%

468,279
2.5%

320,763217.4
1.7%

291,468

563,290271,822

1.5%
45,408
209,456
1.1%

3.0%
215,016
408,183
2.1%

1.5%
169,608
373.5
198,727
94.9
1.0%

93.3

* “Other” consists of Central and South America, Oceania and Africa.
Net Revenues
Toyota had net revenues for fiscal 2011 of ¥18,993.6 billion, an increase of ¥42.7 billion, or 0.2%,
compared with the prior fiscal year. This increase reflects the impact of increased vehicle unit sales and changes
in sales mix of approximately ¥740.0 billion, as well as increased parts sales of ¥69.8 billion, partially offset byunfavorable impact of fluctuations in foreign currency translation rates of ¥801.3 billion. Excluding thedifference in the Japanese yen value used for translation purposes of ¥801.3 billion, net revenues would havebeen approximately ¥19,794.9 billion during fiscal 2011, a 4.5% increase compared with the prior fiscal year.
The automotive market in fiscal 2011 contracted by 6.6% in Japan compared with the prior fiscal year due to thedecline in demand following the conclusion of subsidies for environmentally-friendly vehicles (“eco-car”)
offered by the government as a part of its stimulus packages, as well as the impact of the Great East Japan
Earthquake. However, the Asian automotive market marked a significant increase of 27.6% compared with theprior calendar year, reflecting the recovery trend of the Asian economy. Under these automotive market
conditions, Toyota’s consolidated vehicle unit sales increased to 7,308 thousand vehicles by 1.0% compared withthe prior fiscal year.

58

The table below shows Toyota’s net revenues from external customers by product category and by business.
Yen in millions
Year ended March 31,
2011 v. 2010 Change
2010
2011
AmountPercentage

Vehicles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Parts and components for overseas production . . . . . . . . . . .
Parts and components for after service . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥14,309,595
355,273
1,543,941
978,499¥14,507,479
335,366
1,553,497
926,411¥197,884(19,907)
9,556(52,088)

1.4%
(5.6)
0.6
(5.3)

Total Automotive . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
All Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

17,187,308
537,421

17,322,753
497,767

135,445(39,654)

0.8
(7.4)

Total sales of products . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

17,724,729
1,226,244

17,820,520
1,173,168

95,791(53,076)

0.5
(4.3)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥18,950,973¥18,993,688¥ 42,715

0.2%

Toyota’s net revenues include net revenues from sales of products, consisting of net revenues fromautomotive operations and all other operations, that increased by 0.5% during fiscal 2011 compared with theprior fiscal year to ¥17,820.5 billion, and net revenues from financial services operations that decreased by 4.3%
during fiscal 2011 compared with the prior fiscal year to ¥1,173.1 billion. Excluding the difference in theJapanese yen value used for translation purposes of ¥724.1 billion, net revenues from sales of products would
have been ¥18,544.6 billion, a 4.6% increase during fiscal 2011 compared with the prior fiscal year. The increasein net revenues from sales of products is due to an increase in Toyota vehicle unit sales by 71 thousand vehicles.
Excluding the difference in the Japanese yen value used for translation purposes of ¥77.2 billion, net revenues
from financial services operations would have been approximately ¥1,250.3 billion, a 2.0% increase during fiscal
2011 compared with the prior fiscal year. This increase was mainly due to the increase of ¥13.1 billion rental
revenue generated by vehicles and equipment on operating lease.
The following table shows the number of financing contracts by geographic region at the end of the fiscal
2011 and 2010, respectively.
Number of financing contracts in thousands
Year ended March 31,
2011 v. 2010 Change
2010
2011
AmountPercentage

Japan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
North America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Asia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other* . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,684
4,488
774
428
476

1,709
4,654
790
522
527

25
166
16
94
51

1.5%
3.7
2.0
22.1
10.7

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

7,850

8,202

352

4.5%

* “Other” consists of Central and South America, Oceania and Africa.
Geographically, net revenues (before the elimination of intersegment revenues) for fiscal 2011 decreased by
2.1% in Japan, 4.3% in North America, and 7.7% in Europe, whereas net revenues increased by 27.1% in Asia
and 8.1% in Other compared with the prior fiscal year. Excluding the difference in the Japanese yen value used
for translation purposes of ¥801.3 billion, net revenues in fiscal 2011 would have decreased by 2.1% in Japan,
and would have increased by 3.6% in North America, 4.1% in Europe, 29.7% in Asia and 11.0% in Other
compared with the prior fiscal year.
59

The following is a discussion of net revenues in each geographic market (before the elimination ofintersegment revenues).
Japan
Thousands of units
Year ended March 31,
2011 v. 2010 Change
2010
2011
AmountPercentage

Toyota’s consolidated vehicle unit sales . . . . . . . . . . . . . . .

2,163

1,913

(250)

(11.5)%

Yen in millions
Year ended March 31,
2011 v. 2010 Change
2010
2011
AmountPercentage

Net revenues:
Sales of products . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial services . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥11,095,044
125,259¥10,864,329
121,917¥(230,715)(3,342)(2.1)%(2.7)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥11,220,303¥10,986,246¥(234,057)(2.1)%

Due to the decline in demand following the conclusion of subsidies for eco-car offered by the government as
a part of its stimulus packages, as well as the impact of the Great East Japan Earthquake, Toyota’s domestic
vehicle unit sales decreased by 250 thousand vehicles compared with the prior fiscal year. The decrease in
vehicle unit sales resulted primarily from a 30 thousand vehicles, or 31.1%, decrease in Passo sales and a
29 thousand vehicles, or 38.4%, decrease in WISH sales. On the other hand, the decrease in net revenues fromdomestic vehicle unit sales was partially offset by the increase in the number of exported vehicles for theoverseas markets of 190 thousand vehicles, or 8.6%.
North America
Thousands of units
Year ended March 31,
2011 v. 2010 Change
2010
2011
AmountPercentage

Toyota’s consolidated vehicle unit sales . . . . . . . . . . . . . . . . .

2,098

2,031

(67)

(3.2)%

Yen in millions
2011 v. 2010 Change
AmountPercentage

Year ended March 31,
2010
2011

Net revenues:
Sales of products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥4,782,379
888,147¥4,603,192
825,944¥(179,187)(62,203)(3.7)%(7.0)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥5,670,526¥5,429,136¥(241,390)(4.3)%In North America, the vehicle unit sales of specified vehicle models increased due to the recovering trendsof the automobile market and improvements to the overall economy. The increase in vehicle unit sales and this
impact on sales trends were mainly represented by a 48 thousand vehicles, or 54.5%, increase in Sienna sales, a
30 thousand vehicles, or 39.2%, increase in Highlander sales, a 29 thousand vehicles, or 123.7%, increase in
4Runner sales, and a 27 thousand vehicles, or 14.1%, increase in RAV4 sales. Despite the improvements
including a favorable effect of changes in sales mix, net revenues decreased compared with the prior fiscal year
due to the decrease in vehicle unit sales by an intense competitive environment that introduced new vehicle
models to the market and the unfavorable impact of fluctuations in foreign currency translation rates of60¥448.0 billion. The decrease in vehicle unit sales resulted primarily from an 84 thousand vehicles, or 23.0%,
decrease in Corolla sales and a 28 thousand vehicles, or 7.9%, decrease in Camry sales, partially offset by theincrease in vehicle unit sales of the aforementioned specified vehicle models.
EuropeThousands of units
Year ended March 31,
2011 v. 2010 Change
2010
2011
AmountPercentage

Toyota’s consolidated vehicle unit sales . . . . . . . . . . . . . . . . .

858

796

(62)

(7.3)%

Yen in millions
Year ended March 31,
2011 v. 2010 Change
2010
2011
AmountPercentage

Net revenues:
Sales of products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥2,065,768
81,281¥1,910,336
71,161¥(155,432)(10,120)(7.5)%(12.5)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥2,147,049¥1,981,497¥(165,552)(7.7)%

Although retail sales of Toyota and Lexus brands’ vehicles increased in some European countries comparedwith the prior fiscal year, such as 36 thousand vehicles, or 52.5%, increase in Russia and 20 thousand vehicles, or
82.6%, increase in Turkey, net revenues in Europe generally decreased due primarily to the 62 thousand vehicles
decrease in Toyota’s vehicle unit sales compared with the prior fiscal year resulting from a decrease in demandfollowing the conclusion of government stimulus packages in Western Europe, and the unfavorable impact offluctuations in foreign currency translation rates of ¥253.2 billion.
Asia
Thousands of units
Year ended March 31,
2011 v. 2010 Change
2010
2011
AmountPercentage

Toyota’s consolidated vehicle unit sales . . . . . . . . . . . . . . . . . .

979

1,255

276

28.1%

Yen in millions
Year ended March 31,
2011 v. 2010 Change
2010
2011
AmountPercentage

Net revenues:
Sales of products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥2,612,595
42,732¥3,325,466
49,068¥712,871
6,336

27.3%
14.8

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥2,655,327¥3,374,534¥719,207

27.1%

Toyota’s vehicle unit sales in Asia increased by 276 thousand vehicles compared with the prior fiscal year
and represented a record high unit sales. This increase in net revenues was due to the overall recovery of Asian
automotive markets which was supported by the recovery trend of the Asian economy, particularly in Thailand
and Indonesia. Excluding the difference of ¥70.7 billion in the Japanese yen value used for translation purposes,
net revenues would have increased by ¥789.9 billion.

61

OtherThousands of units
Year ended March 31,
2010
2011

Toyota’s consolidated vehicle unit sales . . . . . . . . . . . . . . . . . .

1,1392011 v. 2010 Change
AmountPercentage

1,313

174

15.3%

Yen in millions
Year ended March 31,
2011 v. 2010 Change
2010
2011
AmountPercentage

Net revenues:
Sales of products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥1,571,846
102,015¥1,694,680
114,436¥122,834
12,421

7.8%
12.2

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥1,673,861¥1,809,116¥135,255

8.1%

Net revenues in Other increased due to increases in Toyota’s vehicle unit sales as a result of economic
recovery in certain of these markets. Toyota’s vehicle unit sales increased by 103 thousand vehicles in the
Middle East, by 50 thousand vehicles in Central and South America, and by 25 thousand vehicles in Africa,
respectively, compared with the prior fiscal year.
Operating Costs and Expenses
Yen in millions
Year ended March 31,
2011 v. 2010 Change
2010
2011
AmountPercentage

Operating costs and expenses
Cost of products sold . . . . . . . . . . . . . . . . . . . . . . . .
Cost of financing operations . . . . . . . . . . . . . . . . . . .
Selling, general and administrative . . . . . . . . . . . . . .

¥15,971,496
712,301
2,119,660¥15,985,783
629,543
1,910,083¥ 14,287(82,758)(209,577)

0.1%(11.6)(9.9)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥18,803,457¥18,525,409¥(278,048)(1.5)%

Yen in millions
2011 v. 2010 Change

Changes in operating costs and expenses:
Effect of increase in vehicle unit sales and changes in sales mix . . . . . . . . . . . . . . . . . . .
Effect of fluctuation in foreign currency translation rates . . . . . . . . . . . . . . . . . . . . . . . .
Effect of increase in parts sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of cost reduction efforts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of increase in miscellaneous costs and others . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 580,000(765,100)
15,400(180,000)
71,652

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥(278,048)

Operating costs and expenses decreased by ¥278.0 billion, or 1.5%, to ¥18,525.4 billion during fiscal 2011
compared with the prior fiscal year. This decrease resulted from the ¥765.1 billion favorable impact offluctuations in foreign currency translation rates, and the ¥180.0 billion impact of cost reduction efforts, partially
offset by the ¥580.0 billion impact of increase in vehicle unit sales and change in sales mix and the ¥71.7 billion
increase in the miscellaneous costs and others including ¥20.0 billion increase in costs related to the Great East
Japan Earthquake, and the ¥15.4 billion impact of increase in parts sales.
The ¥71.7 billion increase in miscellaneous costs and others includes ¥30.0 billion increase in productquality related expenses. This cost increased compared with the prior fiscal year due to the approximately¥100.0 billion increase in costs related to recalls and other safety measures conducted to heighten the level ofreassurance for customers, partially offset by the approximately ¥70.0 billion decrease in product warranty costs
62due to decrease in payments to repair or replace defects of vehicles based on warranty contracts. See note 14 tothe consolidated financial statements for further information.
In fiscal 2011, Toyota announced recalls and other safety measures including the following:
In July 2010, Toyota announced in Japan and other regions the voluntary safety recall of certain models of
Toyota and Lexus brands’ vehicles related to abnormal engine noise or idling due to engine valve springs that
contained some foreign materials. The affected vehicle models included Crown, GS350/450h/460, IS350, andLS460/600h/600hL, and 275 thousand vehicles were included in this recall.
In August 2010, Toyota announced in North America the voluntary safety recall of certain models of Toyota
vehicles to address the check engine illuminations and harsh shifting that may result from improper
manufacturing of some Electronic Control Modules (ECMs). The affected vehicle models included Corolla andMatrix, and 1,360 thousand vehicles were included in this recall.
In October 2010, Toyota announced in Japan and other regions the voluntary safety recall of certain modelsof Toyota and Lexus brands’ vehicles related to the connector terminal that may fail due to the inflexibility of thematerial of the fuel pump wiring harness and braking performance that may gradually decline by brake fluid
leakage from the brake master cylinder. The affected vehicle models included Crown, Crown Majesta, Mark X,
KlugerL, KlugerV, Harrier, AlphardG, AlphardV, Avalon, Highlander, RX 330, GS300, GS350, IS250, IS350,
and IS220D, and 1,470 thousand vehicles were included in this recall.
In January 2011, Toyota announced in Japan and other regions the voluntary safety recall of certain modelsof Toyota and Lexus brands’ vehicles to address fuel leakage that may result from improper manufacturing ofengine fuel pipe and fuel pump. The affected vehicle models included Noah, Voxy, RAV4L, RAV4J, Caldina,Isis, Vista, Vista Ardeo, Opa, Premio, Allion, Gaia, Nadia, WISH, Avensis, and Avensis Wagon and
1,343 thousand vehicles were included in this recall.
The net changes in fiscal 2010 and 2011 in the accrual for the four recalls and other safety measures that
occurred in fiscal 2010 are shown below.
Toyota expanded the coverage of a safety campaign in North America for certain models of Toyota andLexus brands’ vehicles related to floor mat entrapment of accelerator pedals to include additional models, which
was initially announced in November 2009. In March 2011, Toyota also expanded the safety campaign coverage
to include more models to heighten the level of reassurance for customers. The vehicle models involved were
LX570, RAV4, and 4Runner.
Yen in millions
Year ended March 31,
2010
2011

Balance at the beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥—¥ 56,600
Accrual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
89,00013,100
Amounts paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(32,400) (51,700)
Balance at the end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 56,600¥ 18,000Cost Reduction Efforts
During fiscal 2011, continued cost reduction efforts reduced operating costs and expenses by ¥180.0 billion.
The effect of cost reduction efforts include the impact of fluctuation in the price of steel, precious metals,
non-ferrous alloys including aluminum, plastic parts and other production materials and parts. In fiscal 2011, rawmaterials prices were on an increasing trend; however, continued cost reduction efforts, by working closely with63

suppliers, contributed to the improvement in earnings by offsetting the effects from price increase. These cost
reduction efforts related to ongoing value engineering and value analysis activities, the use of common parts
resulting in a reduction of part types and other manufacturing initiatives designed to reduce the costs of vehicle
production.
Cost of Products Sold
Cost of products sold increased by ¥14.3 billion, or 0.1%, to ¥15,985.8 billion during fiscal 2011 comparedwith the prior fiscal year. The increase resulted from the ¥520.0 billion impact of increase in vehicle unit sales
and changes in sales mix, ¥90.0 billion increase in miscellaneous costs, and the ¥13.9 billion impact of increases
in parts sales, partially offset by the ¥584.9 billion favorable impact of fluctuations in foreign currencytranslation rates, and the ¥180.0 billion impact of cost reduction efforts. The increase in miscellaneous costs wasdue mainly to the ¥30.0 billion increase in costs related to quality initiatives, the ¥25.0 billion increase inresearch and development expenses and the ¥5.2 billion increase in labor costs. The increase in vehicle unit sales
and the changes in sales mix was due to the automotive market recovery associated with global economic
turnaround.
Cost of Financing Operations
Yen in millions
2011 v. 2010 Change

Changes in cost of financing operations:
Effect of fluctuation in foreign currency translation rates . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of increase in valuation gains on interest rate swaps stated at fair value . . . . . . . . .
Effect of decrease in provision for residual value losses . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥(64,700)(6,400)(30,000)
18,342

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥(82,758)

Cost of financing operations decreased by ¥82.8 billion, or 11.6%, to ¥629.5 billion during fiscal 2011
compared with the prior fiscal year. The decrease resulted from the ¥64.7 billion favorable impact of fluctuations
in foreign currency translation rates, the ¥30.0 billion decrease in provision for residual value losses and the ¥6.4
billion recognition of valuation gains on interest rate swaps stated at fair value. The decrease in provision forresidual value losses is attributable to prices in the used vehicles markets remaining at an unprecedented highlevel particularly in the United States.
Selling, General and Administrative Expenses
Selling, general and administrative expenses decreased by ¥209.5 billion, or 9.9%, to ¥1,910.1 billion during
fiscal 2011 compared with the prior fiscal year. This decrease reflects the ¥115.5 billion favorable impact offluctuations in foreign currency translation rates and the ¥83.9 billion decrease for the financial services
operations. This decrease for the financial services operations includes the ¥100.0 billion decrease in provision
for credit losses and net charge-offs, which is attributable to the prices of used vehicles remaining at an
unprecedented high level mainly in the United States and the prices of used Toyota and Lexus brands’ vehicles
also remaining at a high level, partially offset by the ¥15.0 billion increase in provision for credit losses andcharge-offs in relation to the Great East Japan Earthquake.

64

Operating Income
Yen in millions
2011 v. 2010 Change

Changes in operating income and loss:
Effect of increase in vehicle unit sales and changes in sales mix and other operational
factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of increase in parts sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of fluctuation in foreign currency translation rates . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of increase in miscellaneous costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of cost reduction efforts, financial services operations, and others . . . . . . . . . . . . .

¥300,000
54,400(36,200)(30,000)
32,563

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥320,763

Toyota’s operating income increased by ¥320.7 billion, or 217.4%, to ¥468.2 billion during fiscal 2011
compared with the prior fiscal year. This increase was favorably impacted by the ¥300.0 billion increase in
vehicle unit sales and changes in sales mix and other operational factors, the ¥54.4 billion increase in parts sales,the ¥32.6 billion impact of cost reduction efforts, financial services operations, and others, partially offset by the¥36.2 billion unfavorable impact of fluctuations in foreign currency translation rates, and the ¥30.0 billion
increase in miscellaneous costs including ¥20.0 billion impact of increase in expenses related to the Great East
Japan Earthquake. The ¥32.6 billion increase of cost reduction efforts, financial services operations, and others
was due to the ¥180.0 billion impact of cost reduction efforts and the ¥130.0 billion impact of financial services
operations, partially offset by the ¥290.0 billion unfavorable impact of fluctuations in foreign currencytranslation rates.
During fiscal 2011, operating income (before elimination of intersegment profits), increased by ¥254.1
billion, or 297.1%, in North America, increased by ¥46.1 billion in Europe, increased by ¥109.4 billion, or
53.8%, in Asia, and increased by ¥44.6 billion, or 38.6%, in Other compared with the prior fiscal year, whereas it
decreased by ¥137.2 billion in Japan.
The following is a description of operating income and loss in each geographic market.
Japan
Yen in millions
2011 v. 2010 Change

Changes in operating income and loss:
Effect of increase in the number of exported vehicles for the overseas market and otheroperational factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of cost reduction efforts, increase in miscellaneous costs and others . . . . . . . . . . .

¥ 115,000(252,154)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥(137,154)

The increase in operating losses in Japan was due to the ¥252.2 billion increase in cost reduction efforts,
increase in miscellaneous costs and others, partially offset by the ¥115.0 billion impact of increase in the numberof exported vehicles for the overseas market. The cost reduction efforts, increase in miscellaneous costs andothers were mainly due to the ¥330.0 billion unfavorable impact of fluctuations in foreign currency translation
rates and the ¥50.0 billion increase in miscellaneous costs and others, partially offset by the ¥140.0 billion impact
of cost reduction efforts in automotive operations. The ¥50.0 billion increase in miscellaneous costs and others
includes the ¥20.0 billion increase in costs related to the Great East Japan Earthquake.

65North America
Yen in millions
2011 v. 2010 Change

Changes in operating income and loss:
Effect of increase in production volume and other operational factors . . . . . . . . . . . . . . .
Effect of fluctuation in foreign currency translation rates . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of financial services operations, cost reduction efforts, decrease in miscellaneous
costs and others . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥105,000(23,800)
172,813¥254,013

The increase in operating income in North America was due to the ¥130.0 billion increase in operating
income in the financial services operations including impacts of the ¥100.0 billion decrease in the provision for
credit losses and net charge-offs and the ¥30.0 billion decrease in the provision for residual value losses primarily
for sales finance subsidiaries in the United States, the ¥105.0 billion impact of increase in production volume, the¥30.0 billion impact of cost reduction efforts, and the ¥15.0 decrease in miscellaneous costs and others, partially
offset by the ¥23.8 billion unfavorable impact of the fluctuations in foreign currency translation rates. The
increase in production volume in North America is attributable to the increase in local vehicle production by 296
thousands of RAV4, Highlander and other models.
EuropeYen in millions
2011 v. 2010 Change

Changes in operating income and loss:
Effect of fluctuation in foreign currency translation rates . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of cost reduction efforts, decrease in miscellaneous costs and others . . . . . . . . . . .

¥ 1,400
44,703

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥46,103

The increase in operating income in Europe was due to the ¥30.0 billion decrease in miscellaneous costs in
automotive operations, the ¥5.0 billion effect of cost reduction efforts, the ¥5.0 billion increase in operating
income in the financial services operations, and the ¥1.4 billion favorable impact of fluctuations in foreign
currency translation rates.
Asia
Yen in millions
2011 v. 2010 Change

Changes in operating income and loss:
Effect of increase in production volume and vehicle unit sales and other operational
factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of fluctuation in foreign currency translation rates . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of cost reduction efforts, decrease in miscellaneous costs and others . . . . . . . . . . .

¥105,000(5,900)10,350Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥109,450

The increase in operating income in Asia was due to the ¥105.0 billion impact of increases in bothproduction volume and vehicle unit sales and other operational factors, partially offset by the ¥5.9 billion
66unfavorable impact of fluctuations in foreign currency translation rates. The increases in both production volume
and vehicle unit sales in Asia were primarily attributable to the increase in Toyota’s vehicle unit sales by
276 thousand vehicles supported by the recovery of Asian automotive markets, particularly in Thailand andIndonesia, as the Asian economy is generally in the recovery trend.
Other Income and Expenses
Interest and dividend income increased by ¥12.6 billion, or 16.0%, to ¥90.8 billion during fiscal 2011
compared with the prior fiscal year due to the ¥10.5 billion increase of dividend income.
Interest expense decreased by ¥4.1 billion, or 12.2%, to ¥29.3 billion during fiscal 2011 compared with theprior fiscal year.
Foreign exchange gain, net decreased by ¥53.9 billion, or 79.0%, to ¥14.3 billion during fiscal 2011
compared with the prior fiscal year. Foreign exchange gains and losses include the differences between the valueof foreign currency denominated sales translated at prevailing exchange rates and the value of the sales amounts
settled during the year, including those settled using forward foreign currency exchange contracts.
Other income, net decreased by ¥11.7 billion, or 37.7%, to ¥19.2 billion during fiscal 2011 compared withthe prior fiscal year.
Income Taxes
The provision for income taxes increased by ¥220.2 billion, or 237.6%, to ¥312.8 billion during fiscal 2011
compared with the prior fiscal year due to the increase in income before income taxes. The effective tax rate forfiscal 2011 was 55.5%, which was higher than the statutory tax rate in Japan. This was due to the increase indeferred tax liabilities relating to undistributed earnings in affiliated companies accounted for by the equity
method.
Net Income and Loss attributable to the Noncontrolling Interest and Equity in Earnings of AffiliatedCompanies
Net income attributable to the noncontrolling interest increased by ¥22.5 billion, or 64.9%, to ¥57.3 billion
during fiscal 2011 compared with the prior fiscal year. This increase was due to an increase during fiscal 2011 in
net income attributable to the shareholders of consolidated subsidiaries.
Equity in earnings of affiliated companies during fiscal 2011 increased by ¥169.6 billion, or 373.5%, to¥215.0 billion compared with the prior fiscal year. This increase was due to an increase during fiscal 2011 in net
income attributable to the shareholders of affiliated companies accounted for by the equity method.
Net Income attributable to Toyota Motor Corporation
Net income attributable to the shareholders of Toyota Motor Corporation increased by ¥198.7 billion, or
94.9%, to ¥408.1 billion during fiscal 2011 compared with the prior fiscal year.
Other Comprehensive Income and Loss
Other comprehensive income decreased by ¥558.8 billion to loss of ¥297.9 billion for fiscal 2011 comparedwith the prior fiscal year. This decrease resulted from unfavorable foreign currency translation adjustments lossesof ¥287.6 billion in fiscal 2011 compared with gains of ¥9.8 billion in the prior fiscal year, and from unrealized
holding losses on securities in fiscal 2011 of ¥26.1 billion compared with gains of ¥176.4 billion in the priorfiscal year. The decrease in unrealized holding gains on securities was due to changes in stock prices.
67Segment Information
The following is a discussion of results of operations for each of Toyota’s operating segments. The amounts
presented are prior to intersegment elimination.
Yen in millions
Year ended March 31,
2011 v. 2010 Change
2010
2011
AmountPercentage

Automotive:
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥17,197,428 ¥17,337,320 ¥139,892
Operating income (loss) . . . . . . . . . . . . . . . . . . . . . . . .
(86,370)
85,973
172,343
Financial Services:
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1,245,407
1,192,205(53,202)
Operating income . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
246,927
358,280
111,353
All Other:
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
947,615
972,252
24,637
Operating income (loss) . . . . . . . . . . . . . . . . . . . . . . . .
(8,860)35,242
44,102
Intersegment elimination/unallocated amount:
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(439,477)(508,089) (68,612)
Operating income (loss) . . . . . . . . . . . . . . . . . . . . . . . .
(4,181)(11,216)(7,035)

0.8%
—
(4.3)
45.1
2.6
—
—
—

Automotive Operations Segment
The automotive operations segment is Toyota’s largest operating segment by net revenues. Net revenues forthe automotive segment increased during fiscal 2011 by ¥139.9 billion, or 0.8%, compared with the prior fiscal
year to ¥17,337.3 billion. The increase was due to the ¥740.0 billion impact of increased vehicle unit sales andthe changes in sales mix and the ¥69.8 billion increase in parts sales, partially offset by the ¥722.5 billion
unfavorable impact of fluctuations in foreign currency translation rates.
Operating income from the automotive operations increased by ¥172.3 billion during fiscal 2011 comparedwith the prior fiscal year to ¥86.0 billion. This increase in operating income was due to the ¥300.0 billion impact
of increased vehicle unit sales and the changes in sales mix, the ¥180.0 billion effect of cost reduction efforts andthe ¥54.4 billion impact of increase in parts sales, partially offset by the ¥30.0 billion increase in miscellaneous
costs and the ¥290.0 billion unfavorable impact of fluctuations in foreign currency rates.
The increase in vehicle unit sales and changes in sales mix was due primarily to an increase in Toyota’s
vehicle unit sales by 71 thousand vehicles compared with the prior fiscal year, favored by the automotive market
recovery during fiscal 2011. The increase in miscellaneous costs includes the ¥30.0 billion increase in costs
related to quality initiatives and the ¥5.0 billion impact of damages in inventories and other assets resulting fromthe Great East Japan Earthquake.
Financial Services Operations Segment
Net revenues for the financial services operations decreased during fiscal 2011 by ¥53.2 billion, or 4.3%,
compared with the prior fiscal year to ¥1,192.2 billion. This decrease was primarily due to the unfavorable
impact of fluctuations in foreign currency translation rates of ¥77.5 billion, partially offset by the ¥13.1 billion
increase in rental income from vehicles and equipment on operating leases.
Operating income from financial services operations increased by ¥111.3 billion, or 45.1%, to ¥358.2 billion
during fiscal 2011 compared with the prior fiscal year. This increase was due to the ¥100.0 billion decrease inprovision for credit losses and net charge-offs, and the ¥30.0 billion decrease in provision for residual value
losses, while the provision for credit losses and net charge-offs include the ¥15.0 billion increase in provision for
credit losses and net charge-offs related to the Great East Japan Earthquake.
68

The decrease in provisions for credit losses, net of charge-offs and residual value losses are primarily
attributable to used car prices rising to an unprecedented high level in the United States and the prices of usedToyota and Lexus brands’ vehicles also remaining at a high level.
Ratio of credit loss experience in the United States is as follows:Year ended March 31,
2010
2011

Net charge-offs as a percentage of average gross earning assets:
Finance receivables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating lease . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1.15%
0.63
1.03%

0.61%
0.22
0.52%

All Other Operations Segment
Net revenues for Toyota’s other operations segments increased by ¥24.6 billion, or 2.6%, to ¥972.2 billion
during fiscal 2011 compared with the prior fiscal year.
Operating income from Toyota’s other operations segments increased by ¥44.1 billion to ¥35.2 billion
during fiscal 2011 compared with the prior fiscal year.
Results of Operations — Fiscal 2010 Compared with Fiscal 2009
Yen in millions
Year ended March 31,
2010 v. 2009 Change
2009
2010
AmountPercentage

Net revenues:
Japan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥12,186,737 ¥11,220,303 ¥ (966,434)
North America . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6,222,914
5,670,526(552,388)
Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3,013,128
2,147,049(866,079)
Asia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2,719,329
2,655,327(64,002)
Other* . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1,882,900
1,673,861(209,039)
Intersegment elimination/unallocated amount . . . . .
(5,495,438) (4,416,093)
1,079,345
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
20,529,570
18,950,973(1,578,597)
Operating income (loss):Japan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(237,531)(225,242)
12,289North America . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(390,192)
85,490475,682
Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(143,233)(32,955)
110,278
Asia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
176,060
203,527
27,467
Other* . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
87,648
115,574
27,926
Intersegment elimination/unallocated amount . . . . .
46,2371,122(45,115)
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(461,011)
147,516
608,527
Operating margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(2.2)%
0.8%
3.0%
Income (loss) before income taxes and equity in earnings
of affiliated companies . . . . . . . . . . . . . . . . . . . . . . . . .
(560,381)
291,468
851,849
Net margin from income (loss) before income taxes andequity in earnings of affiliated companies . . . . . . . . . .
(2.7)%
1.5%
4.2%
Equity in earnings of affiliated companies . . . . . . . . . . . .
42,72445,4082,684
Net income (loss) attributable to Toyota Motor
Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(436,937)
209,456
646,393
Net margin attributable to Toyota Motor Corporation . . .
(2.1)%
1.1%
3.2%* “Other” consists of Central and South America, Oceania and Africa.
69(7.9)%(8.9)(28.7)(2.4)(11.1)
—
(7.7)
—
—
—
15.6
31.9
(97.6)——
6.3—

Net Revenues
Toyota had net revenues for fiscal 2010 of ¥18,950.9 billion, a decrease of ¥1,578.6 billion, or 7.7%,
compared with the prior fiscal year. This decrease principally reflects the unfavorable impact of fluctuations inforeign currency translation rates of ¥986.9 billion, the impact of decreased vehicle unit sales and changes insales mix of approximately ¥570.0 billion, partially offset by the increased parts sales of ¥34.9 billion during
fiscal 2010. Excluding the difference in the Japanese yen value used for translation purposes of ¥986.9 billion,
net revenues would have been approximately ¥19,937.8 billion during fiscal 2010, a 2.9% decrease comparedwith the prior fiscal year. The automotive market expanded by 10.0% in Japan compared to the prior fiscal year
benefiting from the government stimulus packages. However, other automotive markets contracted significantly
such as by 22.0% in North America and 13.7% in Europe compared to the prior calendar year due to thecontinuous market downturn. Affected by this downturn, Toyota’s vehicle unit sales decreased to 7,237 thousand
vehicles, a decrease of 4.4%, compared to the prior fiscal year.
The table below shows Toyota’s net revenues from external customers by product category and by businesssegment.
Yen in millions
Year ended March 31,
2010 v. 2009 Change
2009
2010
AmountPercentage

Vehicles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Parts and components for overseas production . . . . . . . .
Parts and components for after service . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥15,635,490
298,176
1,575,316
1,041,519¥14,309,595
355,273
1,543,941
978,499¥(1,325,895)
57,097(31,375)(63,020)(8.5)%
19.1
(2.0)
(6.1)

Total Automotive . . . . . . . . . . . . . . . . . . . . . . . . . . .
All Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

18,550,501
623,219

17,187,308
537,421(1,363,193)(85,798)(7.3)(13.8)

Total sales of products . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

19,173,720
1,355,850

17,724,729
1,226,244(1,448,991)(129,606)

(7.6)
(9.6)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥20,529,570¥18,950,973¥(1,578,597)(7.7)%

Toyota’s net revenues include net revenues from sales of products, consisting of net revenues fromautomotive operations and all other operations, that decreased by 7.6% during fiscal 2010 compared with theprior fiscal year to ¥17,724.7 billion, and net revenues from financial services operations that decreased by 9.6%
during fiscal 2010 compared with the prior fiscal year to ¥1,226.2 billion. Excluding the difference in theJapanese yen value used for translation purposes of ¥894.0 billion, net revenues from sales of products would
have been ¥18,618.7 billion, a 2.9% decrease during fiscal 2010 compared with the prior fiscal year. The
decrease in net revenues from sales of products is due primarily to a decrease in vehicle unit sales which resulted
from the generally difficult market conditions in the automotive industry as a whole in fiscal 2010. Excluding thedifference in the Japanese yen value used for translation purposes of ¥92.9 billion, net revenues from financial
services operations would have been approximately ¥1,319.1 billion, a 2.7% decrease during fiscal 2010
compared with the prior fiscal year. The decrease in net revenues from financial services operations resulted
primarily from the unfavorable impact of fluctuations in foreign currency translation rates of ¥92.9 billion andthe ¥63.5 billion decrease in rental income from vehicles and equipment on operating leases.

70

The following table shows the number of financing contracts by geographic region at the end of the fiscal
year 2009 and 2010.
Number of financing contracts in thousands
Year ended March 31,
2010 v. 2009 Change
2009
2010
AmountPercentage

Japan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
North America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Asia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other* . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,660
4,403
748
387
440

1,684
4,488
774
428
476

24
85
26
41
36

1.4%
1.9
3.5
10.6
8.2

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

7,638

7,850

212

2.8%

* “Other” consists of Central and South America, Oceania and Africa.
Geographically, net revenues (before the elimination of intersegment revenues) for fiscal 2010 decreased by
7.9% in Japan, 8.9% in North America, 28.7% in Europe, 2.4% in Asia and 11.1% in Other compared with theprior fiscal year. Excluding the difference in the Japanese yen value used for translation purposes of ¥1,020.2
billion, net revenues in fiscal 2010 would have decreased by 7.9% in Japan, 1.2% in North America, 20.1% in
Europe, 7.3% in Other and would have increased by 5.5% in Asia compared with the prior fiscal year.
The following is a discussion of net revenues in each geographic market (before the elimination ofintersegment revenues).
Japan
Thousands of units
Year ended March 31,
2010 v. 2009 Change
2009
2010
AmountPercentage

Toyota’s consolidated vehicle unit sales . . . . . . . . . . . . . . .

1,945

2,163

218

11.2%

Yen in millions
Year ended March 31,
2010 v. 2009 Change
2009
2010
AmountPercentage

Net revenues:
Sales of products . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial services . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥12,067,494
119,243¥11,095,044
125,259¥(972,450)
6,016(8.1)%
5.0

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥12,186,737¥11,220,303¥(966,434)(7.9)%

Supported by government stimulus packages including the eco-car tax reduction and subsidies, Toyota’s
domestic vehicle unit sales increased by 218 thousand vehicles compared to the prior fiscal year mainly within
the environmentally-friendly and new vehicle markets, consisting of a 210 thousand vehicles, or 297.6%,
increase in Prius sales and a 19 thousand vehicles increase in SAI sales. However, net revenues in Japandecreased reflecting the decrease by 497 thousand vehicles, or 18.4%, in the number of exported vehicles for theoverseas markets.

71North America
Thousands of units
Year ended March 31,
2010 v. 2009 Change
2009
2010
AmountPercentage

Toyota’s consolidated vehicle unit sales . . . . . . . . . . . . . . . . .

2,212

2,098

(114)

(5.2)%

Yen in millions
Year ended March 31,
2010 v. 2009 Change
2009
2010
AmountPercentage

Net revenues:
Sales of products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥5,226,426
996,488¥4,782,379
888,147¥(444,047)(108,341)(8.5)%(10.9)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥6,222,914¥5,670,526¥(552,388)(8.9)%In North America, the market is recovering gradually from the downturn stemming from the financial crisis
since the fall of 2008 and Toyota’s vehicle unit sales in the second half of fiscal 2010 increased by 339 thousand
vehicles, or 39.6%, year-on-year primarily consisting of an increase by 57 thousand vehicles, or 35.3%, increasein Corolla sales, 50 thousand vehicles, or 33.9%, in Camry sales, 48 thousand vehicles, or 86.1%, in RAV4 sales,
and 11 thousand vehicles, or 30.2%, in sales of the new Sienna. This increase was in spite of having influence byrecalls and other safety measures, such as the temporary decrease in retail sales of Toyota brand’s vehicle by 18
thousand vehicles, or 15.8%, in January, 2010 and 9 thousand vehicles, or 8.5%, decrease in February, 2010 ineach case compared with the same month in the prior year. However, net revenues decreased primarily as a resultof a decrease in vehicle unit sales by 114 thousand vehicles during fiscal 2010 compared with the prior fiscal
year due to a significant decrease in vehicle unit sales by 453 thousand vehicles, or 33.4%, caused by the
downturn in the market during the first half of fiscal 2010 and the impact of fluctuation in foreign currencytranslation rates of ¥474.6 billion.
EuropeThousands of units
Year ended March 31,
2010 v. 2009 Change
2009
2010
AmountPercentage

Toyota’s consolidated vehicle unit sales . . . . . . . . . . . . . . . . .

1,062

858

(204)

(19.2)%

Yen in millions
Year ended March 31,
2010 v. 2009 Change
2009
2010
AmountPercentage

Net revenues:
Sales of products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥2,911,234
101,894¥2,065,768
81,281¥(845,466)(20,613)(29.0)%(20.2)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥3,013,128¥2,147,049¥(866,079)(28.7)%

Although retail sales of Toyota and Lexus brands’ vehicle increased in some European countries such asincreases of 9 thousand vehicles, or 8.5%, in Germany and 7 thousand vehicles, or 14.5%, in Spain comparedwith the prior fiscal year benefiting from various government stimulus packages, net revenues in Europe overall
decreased primarily due to the 204 thousand vehicles decrease in Toyota’s vehicle unit sales which resulted fromthe downturn in the market and the impact of fluctuations in foreign currency translation rates of ¥260.6 billion.

72

Asia
Thousands of units
Year ended March 31,
2010 v. 2009 Change
2009
2010
AmountPercentage

Toyota’s consolidated vehicle unit sales . . . . . . . . . . . . . . . . . .

905

979

74

8.3%

Yen in millions
Year ended March 31,
2010 v. 2009 Change
2009
2010
AmountPercentage

Net revenues:
Sales of products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥2,676,939
42,390¥2,612,595
42,732¥(64,344)
342(2.4)%
0.8

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥2,719,329¥2,655,327¥(64,002)(2.4)%

Although Toyota’s vehicle unit sales increased by 74 thousand vehicles, particularly in Thailand andIndonesia, compared with the prior fiscal year due primarily to various government stimulus packages, net
revenues in Asia decreased due primarily to the unfavorable impact of fluctuations in foreign currency translation
rates of ¥212.9 billion. Excluding the difference in the Japanese yen value used for translation purposes of ¥212.9
billion, net revenues would have increased by ¥148.6 billion.
Other
Thousands of units
Year ended March 31,
2010 v. 2009 Change
2009
2010
AmountPercentage

Toyota’s consolidated vehicle unit sales . . . . . . . . . . . . . . . . .

1,443

1,139

(304)

(21.1)%

Yen in millions
Year ended March 31,
2010 v. 2009 Change
2009
2010
AmountPercentage

Net revenues:
Sales of products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥1,779,089
103,811¥1,571,846
102,015¥(207,243)(1,796)(11.6)%(1.7)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥1,882,900¥1,673,861¥(209,039)(11.1)%Net revenues in Other decreased due to decreases of Toyota’s vehicle unit sales by 48 thousand vehicles inCentral and South America, 10 thousand vehicles in Oceania, and 105 thousand vehicles in Africa compared tothe prior fiscal year as a result of a downturn in the markets.
Operating Costs and Expenses
Yen in millions
Year ended March 31,
2010 v. 2009 Change
2009
2010
AmountPercentage

Operating costs and expenses
Cost of products sold . . . . . . . . . . . . . . . . . . . . . . . .
Cost of financing operations . . . . . . . . . . . . . . . . . . .
Selling, general and administrative . . . . . . . . . . . . . .

¥17,468,416
987,384
2,534,781¥15,971,496
712,301
2,119,660¥(1,496,920)(275,083)(415,121)(8.6)%(27.9)(16.4)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥20,990,581¥18,803,457¥(2,187,124)(10.4)%

73

Yen in millions
2010 v. 2009 Change

Changes in operating costs and expenses:
Effect of decrease in vehicle unit sales and changes in sales mix . . . . . . . . . . . . . . . . . . .
Effect of fluctuation in foreign currency translation rates . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of increase in parts sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of decrease in research and development expenses . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of cost reduction efforts, decrease in fixed costs and other efforts . . . . . . . . . . . . .

¥ (110,000)(963,300)
11,200(178,700)(946,324)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥(2,187,124)

Operating costs and expenses decreased by ¥2,187.1 billion, or 10.4%, to ¥18,803.4 billion during fiscal
2010 compared with the prior fiscal year. This decrease resulted primarily from the ¥963.3 billion impact offluctuations in foreign currency translation rates, the ¥520.0 billion impact of cost reduction efforts, the ¥470.0
billion decrease in fixed costs, the ¥178.7 billion decrease in research and development expenses, and theapproximately ¥110.0 billion impact of the decrease in vehicle unit sales and the changes in sales mix, partially
offset by the ¥11.2 billion impact on increase in parts sales. The decrease in fixed costs and other efforts are
partially offset by the ¥105.7 billion increase in costs resulting from a change in the estimation model of
expenses related to future recalls and other safety measures.
The ¥946.3 billion in cost reduction efforts, decrease in fixed costs and other efforts was partially offset by¥97.0 billion net increase in costs related to recalls and other safety measures from fiscal 2009 to fiscal 2010.
This net increase includes a ¥105.7 billion increase in costs resulting from a change in the estimation model used
to record Toyota’s liability for recalls and other safety measures in fiscal 2010, an ¥89.0 billion increase resulting
from the total estimated costs of the four recalls and other safety measures in fiscal 2010 as described below, anda ¥32.3 billion increase in costs related to other recalls and safety measures in fiscal 2010, offset by a decrease of
approximately ¥130.0 billion related to customer satisfaction measures with respect to certain Tacoma pick-up
trucks in North America recorded in fiscal 2009 also described below.
Of the ¥32.3 billion increase in costs related to other recalls and safety measures taken during fiscal 2010,
approximately ¥21.0 billion is attributable to an accrual of additional costs in fiscal 2010 related to customer
satisfaction measures with respect to Tacoma pick-up trucks reflecting an update to the repair ratio, based on
fiscal 2010 repair experience, and the remainder is the result of an increased number of small-scale recalls andother safety measures.
The following is a description of the four recalls and other safety measures referenced above.
In fiscal 2010, Toyota experienced a significant increase in the number of vehicles subject to recalls andother safety measures. There were over 14,000 thousand vehicles worldwide subject to recalls and other safetymeasures in fiscal 2010, the majority of which occurred in the third and fourth quarters of fiscal 2010 relating to
the following four recalls and other safety measures.
In November 2009, Toyota announced a safety campaign in North America for certain models of Toyota
and Lexus brands’ vehicles related to floor mat entrapment of accelerator pedals, and later expanded it to include
additional models. The vehicle models involved were Camry, Avalon, Prius, Tacoma, Tundra, ES350,
IS250/350, Highlander, Corolla, Venza and Matrix. In addition, in March 2011, Toyota expanded the safety
campaign coverage to include additional models to heighten the level of reassurance for customers. The vehicle
models involved were LX570, RAV4, and 4Runner. As of the end of March 2011, approximately 58% of theapproximately 7,600 thousand vehicles included in the campaign were remedied to address the potential issues.
In January 2010, Toyota announced a recall in North America for certain models of Toyota vehicles related
to sticking and slow-to-return accelerator pedals. The vehicle models involved were Tundra, Sequoia,
74

Avalon, Camry, Corolla, Matrix, RAV4 and Highlander. As of the end of March 2011, approximately 89% of theapproximately 2,500 thousand vehicles subject to this recall were remedied to address sticking and slow-to-returnaccelerator pedals.
Also in January 2010, Toyota announced a recall in Europe and China for certain models of Toyota vehicles
related to sticking and slow-to-return accelerator pedals. The vehicle models involved in Europe were Yaris,
Verso, Corolla, Auris, Aygo, RAV4, iQ and Avensis. In China, the recall was limited to RAV4. As of the end of
March 2011, approximately 89% of the approximately 1,700 thousand vehicles subject to this recall in Europe,and approximately 99% of the approximately 7,500 thousand vehicles subject to this recall in China, wereremedied to address sticking and slow-to-return accelerator pedals.
In February 2010, Toyota announced a worldwide recall related to the software program that controls theanti-lock braking system (ABS) in Prius, HS250h, Prius PHV and SAI. As of the end of March 2011,
approximately 96% of the approximately 430 thousand units subject to this recall received program updates.
As of the end of March 2011, a total of approximately 12.3 million remedies were announced on vehicles
subject to the above four recalls and other safety measures. Total estimated costs associated with the above four
recalls and other safety measures amounted to ¥89.0 billion for fiscal 2010. Of this amount, actual payments
incurred for fiscal 2010 amounted to ¥32.4 billion yen. Specific types of costs involved include costs for parts,
labor and costs related to loaner vehicles.
The net changes in the accrual for the four recalls and other safety measures described above consist of thefollowing:
Yen in millions
Year ended
March 31, 2010

Balance at the beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amounts paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥—89,000(32,400)

Balance at the end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 56,600

The following is a description of the customer satisfaction measures related to certain Tacoma pick-up
trucks in North America referred to above.
In fiscal 2009, Toyota accrued the cost of the customer satisfaction measures related to Tacoma pick-up
trucks in North America in order to address the possibility of rust developing on the frame of a portion of older
model Tacoma pick-up trucks manufactured in North America between 1995 and 2004, by rendering repair
services for a portion of the vehicles and providing warranty extensions of up to 15 years to owners ofapproximately 820 thousand vehicles, a portion of which may include vehicle buyback. Accordingly, the cost of
approximately ¥130.0 billion was recorded in operating costs and expenses in fiscal 2009. The repair ratio forthese customer satisfaction measures to date has been relatively low due primarily to the low rate of incidence ofrust on the frames of these vehicles which may occur when exposed to severe environmental conditions including
accumulation of road salts. This low repair ratio was assumed in the calculation of the accrual.

75

The net changes in the accrual for the customer satisfaction measures related to Tacoma pick-up trucks inNorth America described above consist of the following:
Yen in millions
Year ended March 31,
2009
2010
2011

Balance at the beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amounts paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥—¥ 57,500 ¥ 50,100
130,000
21,000—(72,500) (28,400) (22,600)

Balance at the end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 57,500¥ 50,100¥ 27,500

Cost Reduction Efforts
During fiscal 2010, continued cost reduction efforts reduced operating costs and expenses by approximately¥520.0 billion. The cost reduction efforts include decreases in the prices of steel, precious metals, non-ferrous
alloys including aluminum, plastic parts and other production materials and parts. In fiscal 2010, the decline inraw materials prices and, continued cost reduction efforts, by working closely with suppliers, contributed to theimprovement in earnings. These cost reduction efforts related to ongoing value engineering and value analysis
activities, the use of common parts that result in a reduction of part types and other manufacturing initiatives
designed to reduce the costs of vehicle production.
Cost of Products Sold
Cost of products sold decreased by ¥1,496.9 billion, or 8.6%, to ¥15,971.5 billion during fiscal 2010
compared with the prior fiscal year. The decrease resulted primarily from the ¥738.5 billion impact offluctuations in foreign currency translation rates, the ¥520.0 billion impact of cost reduction efforts, the¥159.4 billion of decrease in fixed costs and other efforts including the ¥178.7 billion decrease in research anddevelopment expenses, and the ¥88.0 billion impact of the decrease in vehicle unit sales and changes in sales
mix, partially offset by the ¥9.0 billion impact of increases in parts sales. The decrease in fixed costs was due
mainly to the ¥178.7 billion decline in research and development expenses and the ¥39.1 billion decline in laborcosts as a result of profit improvement initiatives. The decrease in vehicle unit sales and the changes in sales mix
were due to factors such as the substantial contraction of the automotive market caused by the financial crisis
since the fall of 2008. The decrease in research and development expenses is attributable to reduced development
costs realized as a result of Toyota’s more focused investment decisions for the future such as in environmental
technologies, and effective management over research and development expenses spending.
Cost of Financing Operations
Yen in millions
2010 v. 2009 Change

Changes in cost of financing operations:
Effect of fluctuation in foreign currency translation rates . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of changes in funding costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of increase in valuation gains on interest rate swaps stated at fair value . . . . . . . . .
Effect of decrease in provision for residual value losses . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ (83,500)(70,000)(64,500)(50,000)(7,083)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥(275,083)

Cost of financing operations decreased by ¥275.1 billion, or 27.9%, to ¥712.3 billion during fiscal 2010
compared with the prior year. The decrease resulted primarily from the ¥83.5 billion impact of fluctuations in76

foreign currency translation rates, the ¥70.0 billion favorable impact of changes in funding costs, the ¥64.5
billion recognition of valuation gains on interest rate swaps stated at fair value, and the ¥50.0 billion decrease inprovision for residual value losses. The favorable impact of changes in funding costs is attributable to a decline
in market interest rates. The decrease in provision for residual value losses is primarily attributable to therecovery of the used vehicles markets particularly in the United States and other effects, partially offset by the
impact from the recalls and other safety measures. Toyota judges this impact does not have a material impact on
Toyota’s consolidated financial statements though it is difficult to quantify the impact from the recalls and othersafety measures in residual value losses accurately.
Selling, General and Administrative Expenses
Selling, general and administrative expenses decreased by ¥415.1 billion, or 16.4%, to ¥2,119.6 billion
during fiscal 2010 compared with the prior fiscal year. This decrease mainly reflects the ¥173.8 billion decrease
for the financial services operations and the ¥84.9 billion decrease of marketing expense. The decrease in thefinancial services operations is primarily due to the ¥140.0 billion decrease in provision for credit losses and net
charge-offs, which is attributable to the 0.46% rise in the ratio of credit losses as a result of the economic
downturn mainly in the United States in the prior fiscal year, partially offset by the ¥37.3 billion impact from therecalls and other safety measures. The decrease in marketing expense is attributable to reduced marketing costs
realized as a result of the profit improvement initiatives.
Operating Income and Loss
Yen in millions
2010 v. 2009 Change

Changes in operating income and loss:
Effect of decrease in vehicle unit sales and changes in sales mix and other operational
factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of increase in parts sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of fluctuation in foreign currency translation rates . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of decrease in research and development expenses . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of cost reduction efforts, decrease in fixed costs and other efforts . . . . . . . . . . . . .

¥(370,000)
23,700(23,600)
178,700
799,727

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 608,527

Toyota’s operating income increased by ¥608.5 billion to an operating income of ¥147.5 billion during
fiscal 2010 compared with the prior year. This operating income was favorably impacted by the effects of a¥799.7 billion cost reduction efforts, decrease in fixed costs and other efforts, the ¥178.7 billion decrease inresearch and development expenses, and the ¥23.7 billion increase in parts sales, partially offset by the ¥380.0
billion decrease in vehicle unit sales and the changes in sales mix. The effect of cost reduction efforts, decreasein fixed costs and other efforts was favorably impacted by the ¥520.0 billion effect of cost reduction efforts, the¥291.3 billion decrease in fixed costs and other efforts excluding decrease in research and development expenses
and the ¥270.0 billion increase in operating income in the financial services business, partially offset by the¥320.0 billion effects of changes in exchange rates. The cost reduction efforts, decrease in fixed costs and otherefforts were also partially offset by the ¥105.7 billion increase in costs resulting from a change in the estimation
model of expenses related to future recalls and other safety measures.
During fiscal 2010, operating income (before the elimination of intersegment profits), increased by ¥475.6
billion in North America, increased by ¥27.5 billion, or 15.6%, in Asia, and increased by ¥27.9 billion, or 31.9%,
in Other compared with the prior fiscal year. During fiscal 2010, operating loss (before the elimination ofintersegment profits) decreased by ¥12.3 billion in Japan and decreased by ¥110.3 billion in Europe comparedwith the prior fiscal year.
77

The following is a discussion of operating income and loss in each geographic market.
Japan
Yen in millions
2010 v. 2009 Change

Changes in operating income and loss:
Effect of decrease in production volume and vehicle unit sales in the export markets andother operational factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of cost reduction efforts, decrease in fixed costs and other efforts . . . . . . . . . . . . .

¥(325,000)
337,289

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 12,289

The decrease in operating losses in Japan was mainly due to the ¥460.0 billion impact of cost reduction
efforts, the ¥230.0 billion decrease in fixed costs and other efforts in the automotive operations segment, partially
offset by the ¥330.0 billion impact of decreases in both production volume and vehicle unit sales in the export
markets and the ¥330.0 billion effects of changes in exchange rates. The decreases in both production volume
and vehicle unit sales in the export markets are attributable to the difficult market conditions particularly in North
America and Europe.
North America
Yen in millions
2010 v. 2009 Change

Changes in operating income and loss:
Effect of decrease in production volume and vehicle unit sales and other operational
factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of fluctuation in foreign currency translation rates . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of cost reduction efforts, decrease in fixed costs and other efforts . . . . . . . . . . . . .

¥ (30,000)(4,100)509,782

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥475,682

The increase in operating income in North America was due mainly to the ¥270.0 billion increase inoperating income in the financial services operations including the ¥150.0 billion decrease in the provision for
credit losses and net charge-offs and the ¥50.0 billion decrease in the provision for residual value losses of sales
finance subsidiaries in the United States, the ¥130.0 billion decrease in fixed costs, the ¥50.0 billion impact of
cost reduction efforts, and other efforts, partially offset by the ¥40.0 billion impact of decreases in bothproduction volume and vehicle unit sales and the ¥4.1 billion impact of the fluctuations in foreign currencytranslation rates. The decreases in both production volume and vehicle unit sales in North America are
attributable to the substantial decline in vehicle unit sales by 453 thousand vehicles of commercial vehicles andpassenger vehicles due to the downturn in the market in the first half of fiscal 2010.
EuropeYen in millions
2010 v. 2009 Change

Changes in operating income and loss:
Effect of decrease in production volume and vehicle unit sales and other operational
factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of fluctuation in foreign currency translation rates . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of cost reduction efforts, decrease in fixed costs and other efforts . . . . . . . . . . . . .

¥ (60,000)
4,900
165,378

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥110,278

78

The decrease in operating loss in Europe was mainly due to the ¥110.0 billion decrease in fixed costs andthe ¥10.0 billion impact of cost reduction efforts in the automotive operations, the ¥10.0 billion increase inoperating income in the financial services business, the ¥4.9 billion impact of fluctuations in foreign currencytranslation rates, and other efforts, partially offset by the ¥60.0 billion decrease of both production volume andvehicle unit sales. The decreases in both production volume and vehicle unit sales in Europe was attributable tothe decline in vehicle unit sales by 204 thousand vehicles in the overall European market compared to the priorfiscal year despite sales growth in some of the countries that benefited from government stimulus packages.
Asia
Yen in millions
2010 v. 2009 Change

Changes in operating income and loss:
Effect of increase in production volume and vehicle unit sales and other operational
factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of fluctuation in foreign currency translation rates . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of cost reduction efforts, decrease in fixed costs and other efforts . . . . . . . . . . . . .

¥ 20,000(16,200)
23,667

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 27,467

The increase in operating income in Asia was mainly due to the ¥20.0 billion impact of increase inproduction volume and vehicle unit sales and the ¥10.0 billion impact of cost reduction efforts in the automotive
operations segment, and other efforts, partially offset by the ¥16.2 billion impact of fluctuations in foreign
currency translation rates. The increase in production volume and the increase in vehicle unit sales by
74 thousand vehicles in Asia compared to the prior fiscal year were primarily attributable to the recovery of
Asian automotive markets, particularly in Thailand and Indonesia, benefiting from the government stimulus
packages.
Other Income and Expenses
Interest and dividend income decreased by ¥60.2 billion, or 43.5%, to ¥78.2 billion during fiscal 2010
compared with the prior fiscal year mainly due to the ¥45.2 billion decrease in interest income reflecting
decreases in market interest rates.
Interest expense decreased by ¥13.5 billion, or 28.7%, to ¥33.4 billion during fiscal 2010 compared with theprior fiscal year.
Foreign exchange gains, net increased by ¥70.0 billion to ¥68.2 billion during fiscal 2010 compared with theprior fiscal year. Foreign exchange gains and losses include the differences between the value of foreign currency
denominated sales translated at prevailing exchange rates and the value of the sales amounts settled during theyear, including those settled using forward foreign currency exchange contracts. During fiscal 2010, thecurrencies of various countries strengthened against the U.S. dollar rapidly. In such a situation, Toyota records
foreign exchange transaction gains from accounts payable and long term U.S. dollar denominated debt ofsubsidiaries. A main factor contributing to the significantly greater level of impact of foreign exchange on fiscal
2010 results is that Toyota’s Canadian subsidiaries recorded a ¥50.0 billion foreign exchange gain from longterm debt payables in U.S. dollar to Toyota compared with the prior fiscal year, as the Canadian dollar
strengthened against the U.S. dollar rapidly during fiscal 2010.
Other income, net increased by ¥220.0 billion to ¥30.9 billion during fiscal 2010 compared with the priorfiscal year. This increase was mainly due to the recognition of ¥139.6 billion impairment losses on certain
available-for-sale securities in the prior fiscal year.
79Income Taxes
The provision for income taxes increased by ¥149.1 billion to ¥92.6 billion during fiscal 2010 comparedwith the prior year primarily due to the increase in income before income taxes. The effective tax rate was
31.8%, which was lower than the statutory tax rate in Japan. This was primarily due to the ¥741.4 billion increase
in income before income taxes of overseas subsidiaries whose statutory tax rates were lower than the statutory
tax rate in Japan.
Net Income and Loss attributable to the Noncontrolling Interest and Equity in Earnings of AffiliatedCompanies
Net income attributable to the noncontrolling interest increased by ¥59.0 billion to ¥34.8 billion during
fiscal 2010 compared with the prior year. This increase was mainly due to an increase in net income attributable
to the shareholders of consolidated subsidiaries.
Equity in earnings of affiliated companies during fiscal 2010 increased by ¥2.7 billion, or 6.3%, to ¥45.4
billion compared with the prior fiscal year. This increase was due to an increase in net income attributable to theshareholders of affiliated companies.
Net Income and Loss attributable to Toyota Motor Corporation
Net income attributable to Toyota Motor Corporation increased by ¥646.4 billion to ¥209.4 billion during
fiscal 2010 compared with the prior fiscal year.
Other Comprehensive Income and Loss
Other comprehensive income increased by ¥1,127.4 billion to ¥260.9 billion for fiscal 2010 compared withthe prior fiscal year. This increase resulted primarily from unrealized holding gains on securities in fiscal 2010 of¥176.4 billion compared with losses of ¥293.1 billion in the prior fiscal year, and from favorable foreign
currency translation adjustments of ¥9.8 billion in fiscal 2010 compared with losses of ¥381.3 billion in the priorfiscal year. The increase in unrealized holding gains on securities was mainly due to the recognition of ¥139.6
billion impairment losses on certain available-for-sale securities in the prior fiscal year.
Segment Information
The following is a discussion of results of operations for each of Toyota’s operating segments. The amounts
presented are prior to intersegment elimination.
Yen in millions
Year ended March 31,
2010 v. 2009 Change
2009
2010
AmountPercentage

Automotive:
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating income (loss) . . . . . . . . . . . . . . . . . . . . . .
Financial Services:
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating income (loss) . . . . . . . . . . . . . . . . . . . . . .
All Other:
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating income (loss) . . . . . . . . . . . . . . . . . . . . . .
Intersegment elimination/unallocated amount:
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating income (loss) . . . . . . . . . . . . . . . . . . . . . .
80¥18,564,723 ¥17,197,428 ¥(1,367,295)(394,876)(86,370)
308,506(7.4)%—

1,377,548(71,947)

1,245,407
246,927(132,141)
318,874(9.6)—

1,184,947
9,913

947,615(8,860)(237,332)(18,773)(20.0)—(597,648)(4,101)(439,477)(4,181)

158,171(80)——

Automotive Operations Segment
The automotive operations segment is Toyota’s largest operating segment by net revenues. Net revenues forthe automotive segment decreased during fiscal 2010 by ¥1,367.3 billion, or 7.4%, compared with the prior yearto ¥17,197.4 billion. The decrease was primarily due to fluctuations in foreign currency translation rates of¥886.5 billion and decreased vehicle unit sales and the changes in sales mix of approximately ¥570.0 billion,
partially offset by increased parts sales of ¥34.9 billion.
Operating loss from the automotive operations decreased by ¥308.5 billion during fiscal 2010 comparedwith the prior year to an operating loss of ¥86.3 billion. This decrease in operating loss was primarily due to the¥520.0 billion impact of cost reduction efforts, the ¥470.0 billion decrease in fixed costs, the ¥23.7 billion impact
of increase in parts sales, and other efforts, partially offset by a ¥380.0 billion decrease in vehicle unit sales andchanges in sales mix and the ¥320.0 billion effects of changes in exchange rates.
The decrease in vehicle unit sales and changes in sales mix was due primarily to a decrease in vehicle unit
sales by 330 thousand vehicles which resulted from the generally difficult market conditions in the automotive
industry during fiscal 2010 compared with the prior fiscal year. The decrease in fixed costs was due mainly to the¥178.7 billion decline in research and development expenses and the ¥62.7 billion decline in labor costs, as aresult of profit improvement initiatives, partially offset by ¥105.7 billion increase in costs resulting from achange in the estimation model of expenses related to future recalls and other safety measures.
Financial Services Operations Segment
Net revenues for the financial services operations decreased during fiscal 2010 by ¥132.1 billion, or 9.6%,
compared with the prior fiscal year to ¥1,245.4 billion. This decrease was primarily due to the unfavorable
impact of fluctuations in foreign currency translation rates of ¥93.3 billion. Excluding the difference in theJapanese yen value used for translation purposes, net revenues for its financial services operations would havebeen approximately ¥1,338.7 billion during fiscal 2010, a 2.8% decrease compared with the prior fiscal year. The
decrease in net revenues excluding the difference in the Japanese yen value used for translation purposes of¥93.3 billion resulted primarily from the ¥63.5 billion decrease in rental income from vehicles and equipment on
operating leases.
Operating income from financial services operations increased by ¥318.9 billion to ¥246.9 billion during
fiscal 2010 compared with the prior year. This increase was primarily due to the ¥140.0 billion decrease inprovision for credit losses, net charge-offs, the ¥64.5 billion of the recognition of valuation gains on interest rate
swaps stated at fair value, and the ¥50.0 billion decrease in provision for residual value losses.
The decrease in provision for credit losses, net charge-offs is primarily attributable to the ¥150.0 billion
increase in provision for credit losses and net charge-offs in the United States primarily due to the 0.46% rise in
the ratio of credit losses as a result of the economic downturn in the prior fiscal year, partially offset by the¥37.3 billion impact from the recalls and other safety measures. The decrease in provision for residual value
losses is primarily attributable to the recovery in the used vehicle market, partially offset by the impact from therecalls and other safety measures. Toyota judges this impact does not have a material impact on Toyota’s
consolidated financial statements though it is difficult to quantify the impact from the recalls and other safetymeasures in residual value losses accurately.
The decrease in residual value losses is primarily attributable to the recovery in the used vehicle market, as
prices of used vehicles moved from a historical low in fiscal 2009 to an unprecedented high in fiscal 2010,
partially offset by the impact of increased sales incentives and other factors.

81

Ratio of credit loss experience in the United States is as follows:Year ended March 31,
2009
2010

Net charge-offs as a percentage of average gross earning assets:
Finance receivables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating lease . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1.54%
0.86

1.15%
0.63

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1.37%

1.03%

All Other Operations Segment
Net revenues for Toyota’s other operations segment decreased by ¥237.3 billion, or 20.0%, to ¥947.6 billion
during fiscal 2010 compared with the prior year.
Operating income from Toyota’s other operations segment decreased by ¥18.8 billion, to operating loss of¥8.9 billion during fiscal 2010 compared with the prior year.
Related Party Transactions
Toyota does not have any significant related party transactions other than transactions with affiliatedcompanies in the ordinary course of business. See note 12 to the consolidated financial statements for further
discussion.
Legislation Regarding End-of-Life Vehicles
In October 2000, the European Union enforced a directive that requires member states to promulgate
regulations implementing the following:•

manufacturers shall bear all or a significant part of the costs for taking back end-of-life vehicles put on
the market after July 1, 2002 and dismantling and recycling those vehicles. Beginning January 1, 2007,
this requirement will also be applicable to vehicles put on the market before July 1, 2002;•

manufacturers may not use certain hazardous materials in vehicles sold after July 2003;•

vehicles type-approved and put on the market after December 15, 2008 shall be re-usable and/or
recyclable to a minimum of 85% by weight per vehicle and shall be re-usable and/or recoverable to aminimum of 95% by weight per vehicle; and•end-of-life vehicles must meet actual re-use of 80% and re-use as material or energy of 85%,
respectively, of vehicle weight by 2006, rising to 85% and 95%, respectively, by 2015.

See note 23 to the consolidated financial statements for further discussion.
Recent Accounting Pronouncements in the United States
In October 2009, the Financial Accounting Standards Board (“FASB”) issued updated guidance ofaccounting for and disclosure of Revenue Recognition with Multiple Deliverables. This guidance allows the useof estimated selling price for determining the selling price of deliverables, eliminates the residual method of
allocation and expands the disclosures related to a vendor’s multiple-deliverable revenue arrangements. This
guidance is effective prospectively for revenue arrangements entered into or materially modified in fiscal year
beginning on or after June 15, 2010. Management does not expect this guidance to have a material impact on
Toyota’s consolidated financial statements.
82

In April 2011, FASB issued updated guidance to clarify the accounting for and disclosures about troubled
debt restructurings by creditors. This guidance provides the criteria as to whether a loan modification constitutes
a troubled debt restructuring and requires additional disclosures about troubled debt restructurings. This guidanceis effective for the interim period or the fiscal year beginning on or after June 15, 2011, and shall be applied
retrospectively to the beginning of the fiscal year of adoption. Management does not expect this guidance to havea material impact on Toyota’s consolidated financial statements.
Critical Accounting Estimates
The consolidated financial statements of Toyota are prepared in conformity with accounting principles
generally accepted in the United States of America. The preparation of these financial statements requires the useof estimates, judgments and assumptions that affect the reported amounts of assets and liabilities at the date of
the financial statements and the reported amounts of revenues and expenses during the periods presented. Toyota
believes that of its significant accounting policies, the following may involve a higher degree of judgments,
estimates and assumptions:
Product Warranties and Recalls and Other Safety Measures
Toyota generally warrants its products against certain manufacturing and other defects. Provisions for
product warranties are provided for specific periods of time and/or usage of the product and vary depending upon
the nature of the product, the geographic location of the sale and other factors. All product warranties are
consistent with commercial practices. Toyota includes a provision for estimated product warranty costs as acomponent of cost of sales at the time the related sale is recognized. The accrued warranty costs represent
management’s best estimate at the time of sale of the total costs that Toyota will incur to repair or replace
product parts that fail while still under warranty. The amount of accrued estimated warranty costs is primarily
based on historical experience of product failures as well as current information on repair costs. The amount of
warranty costs accrued also contains an estimate of warranty claim recoveries to be received from suppliers. The
foregoing evaluations are inherently uncertain, as they require material estimates and some products’ warranties
extend for several years. Consequently, actual warranty costs may differ from the estimated amounts and could
require additional warranty provisions. If these factors require a significant increase in Toyota’s accrued
estimated warranty costs, it would negatively affect future operating results of the automotive operations.
An estimate of warranty claim accrued for each fiscal year is calculated based on the estimate of warranty
claim per unit. The estimate of warranty claim per unit is calculated by dividing the actual amounts of warranty
claim, net of claim recovery cost received from suppliers, by the number of sales units for the fiscal year.
As the historical recovery amounts received from suppliers is used as a factor in Toyota’s calculation of
estimated accrued warranty cost, the estimated accrued warranty cost may change depending on the average
recovery amounts received from suppliers in the past. However, Toyota believes that there is not a significant
uncertainty of estimated amounts based on historical experience regarding recoveries received from suppliers.
Toyota may seek recovery to suppliers over the life of the warranty, and there are no other significant special
terms and conditions including cap on amounts that can be recovered.
Toyota accrues for costs of recalls and other safety measures, as well as product warranty cost describedabove, included as a component of cost of sales, at the time of vehicle sale based on the amount estimated from
historical experience with consideration of individual occurrences of recalls and other safety measures.
Below are the important factors, judgments and assumptions taken into account for estimating costs ofrecalls and other safety measures.
Toyota accrues for cost of recalls and other safety measures based on the average repair cost per unit andpattern of payment occurrence in the past at the time of product sale. The average repair cost per unit iscalculated based on historical expenses incurred in relation of recalls and other safety measures.
83Factors that may bring material uncertainties to the estimated or actual amount include the importantchanges in the average repair cost for products.
Allowance for Doubtful Accounts and Credit Losses
Natures of estimates and assumptions
Retail receivables and finance lease receivables consist of retail installment sales contracts secured bypassenger cars and commercial vehicles. Collectability risks include consumer and dealer insolvencies andinsufficient collateral values (less costs to sell) to realize the full carrying values of these receivables. As a matterof policy, Toyota maintains an allowance for doubtful accounts and credit losses representing management’s
estimate of the amount of asset impairment in the portfolios of finance, trade and other receivables. Toyota
determines the allowance for doubtful accounts and credit losses based on a systematic, ongoing review andevaluation performed as part of the credit-risk evaluation process, historical loss experience, the size andcomposition of the portfolios, current economic events and conditions, the estimated fair value and adequacy ofcollateral, and other pertinent factors. This evaluation is inherently judgmental and requires material estimates,
including the amounts and timing of future cash flows expected to be received, which may be susceptible tosignificant change. Although management considers the allowance for doubtful accounts and credit losses to beadequate based on information currently available, additional provisions may be necessary due to (i) changes inmanagement estimates and assumptions about asset impairments, (ii) information that indicates changes in
expected future cash flows, or (iii) changes in economic and other events and conditions. To the extent that sales
incentives remain an integral part of sales promotion with the effect of reducing new vehicle prices, resale prices
of used vehicles and, correspondingly, the collateral value of Toyota’s retail receivables and finance leasereceivables could experience further downward pressure. If these factors require a significant increase in
Toyota’s allowance for doubtful accounts and credit losses, it could negatively affect future operating results ofthe financial services operations. The level of credit losses, which has a greater impact on Toyota’s results ofoperations, is influenced by two factors: frequency of occurrence and expected severity of loss. For evaluation
purposes, exposures to credit losses are segmented into the two primary categories of “consumer” and “dealer”.
Toyota’s “consumer” category consists of smaller balances that are homogenous retail receivables and financelease receivables. The “dealer” category consists of wholesale and other dealer loan receivables. The overall
allowance for credit losses is evaluated at least quarterly, considering a variety of assumptions and factors todetermine whether reserves are considered adequate to cover probable losses.
Sensitivity analysis
The level of credit losses, which could significantly impact Toyota’s results of operations, is influenced by
two factors: frequency of occurrence and expected severity of loss. The overall allowance for credit losses isevaluated at least quarterly, considering a variety of assumptions and factors to determine whether reserves are
considered adequate to cover probable losses. The following table illustrates the effect of an assumed change infrequency of occurrence or expected severity of loss mainly in the United States, assuming all other assumptions
are held consistent respectively. The table below represents the impact on the allowance for credit losses in
Toyota’s financial services operations of the change in frequency of occurrence or expected severity of loss as
any change impacts most significantly on the financial services operations.
Yen in millions
Effect on the allowancefor credit losses
as of March 31, 201110 percent change in frequency of occurrence or expected severity of loss . . . . . . . . . . . . . .

84¥6,153Investment in Operating Leases
Natures of estimates and assumptions
Vehicles on operating leases, where Toyota is the lessor, are valued at cost and depreciated over theirestimated useful lives using the straight-line method to their estimated residual values. Toyota utilizes industry
published information and its own historical experience to determine estimated residual values for these vehicles.
Toyota evaluates the recoverability of the carrying values of its leased vehicles for impairment when there areindications of declines in residual values, and if impaired, Toyota recognizes an allowance for losses on its
residual values.
Throughout the life of the lease, management performs periodic evaluations of estimated end-of-term fairvalues to determine whether estimates used in the determination of the contractual residual value are still
considered reasonable. Factors affecting the estimated residual value at lease maturity include, but are not limited
to, new vehicle incentive programs, new vehicle pricing, used vehicle supply, projected vehicle return rates, andprojected loss severity. The vehicle return rate represents the number of leased vehicles returned at contract
maturity and sold by Toyota during the period as a percentage of the number of lease contracts that, as of their
origination dates, were scheduled to mature in the same period. A higher rate of vehicle returns exposes Toyota
to higher potential losses incurred at lease termination. Severity of loss is the extent to which the end-of-term fairvalue of a lease is less than its carrying value at lease end.
To the extent that sales incentives remain an integral part of sales promotion, resale prices of used vehicles
and, correspondingly, the fair value of Toyota’s leased vehicles could be subject to downward pressure. The
extent of the impact this will have on the end of term residual value depends on the significance of the incentive
programs and whether they are sustained over a number of periods. This in turn can impact the projection of
future used vehicle values, adversely impacting the expected residual value of the current operating leaseportfolio and increasing the provision for residual value losses. However, various other factors impact used
vehicle values and the projection of future residual values, including the supply of and demand for used vehicles,interest rates, inflation, the actual or perceived quality, safety and reliability of vehicles, the general economic
outlook, new vehicle pricing, projected vehicle return rates and projected loss severity, which may offset thiseffect. Such factors are highly likely to adversely affect the results of operations for financial services due tosignificant charges reducing the estimated residual value.
Sensitivity analysis
The following table illustrates the effect of an assumed change in the vehicle return rate and end-of-term
market values, which Toyota believes are the critical estimates, in determining the residual value losses, holding
all other assumptions constant. The following table represents the impact on the residual value losses in Toyota’s
financial services operations of the change in vehicle return rate and end-of-term market values as those changes
have a significant impact on financial services operations.
Yen in millions
Effect on the residual value losses
over the remaining termsof the operating leases
on and after April 1, 2011

1 percent increase in vehicle return rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1 percent increase in end-of-term market values . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥1,164¥4,490

Impairment of Long-Lived Assets
Toyota periodically reviews the carrying value of its long-lived assets held and used and assets to bedisposed of, including intangible assets, when events and circumstances warrant such a review. This review isperformed using estimates of future cash flows. If the carrying value of a long-lived asset is considered impaired,85

an impairment charge is recorded for the amount by which the carrying value of the long-lived asset exceeds its
fair value. Management believes that the estimates of future cash flows and fair values are reasonable. However,changes in estimates of such cash flows and fair values would affect the evaluations and negatively affect future
operating results of the automotive operations.
Pension Costs and Obligations
Natures of estimates and assumptions
Pension costs and obligations are dependent on assumptions used in calculating such amounts. Theseassumptions include discount rates, benefits earned, interest costs, expected rate of return on plan assets,mortality rates and other factors. Actual results that differ from the assumptions are accumulated and amortizedover future periods and, therefore, generally affect recognized expense in future periods. While management
believes that the assumptions used are appropriate, differences in actual experience or changes in assumptions
may affect Toyota’s pension costs and obligations.
The two most critical assumptions impacting the calculation of pension costs and obligations are thediscount rates and the expected rates of returns on plan assets. Toyota determines the discount rates mainly basedon the rates of high quality fixed income bonds or fixed income governmental bonds currently available andexpected to be available during the period to maturity of the defined benefit pension plans. Toyota determines the
expected rates of return for pension assets after considering several applicable factors including, the compositionof plan assets held, assumed risks of asset management, historical results of the returns on plan assets, Toyota’s
principal policy for plan asset management, and forecasted market conditions. A weighted-average discount rateof 2.8% and a weighted-average expected rate of return on plan assets of 3.8% are the results of assumptions
used for the various pension plans in calculating Toyota’s consolidated pension costs for fiscal 2011. Also, aweighted-average discount rate of 2.8% is the result of assumption used for the various pension plans in
calculating Toyota’s consolidated pension obligations for fiscal 2011.
Sensitivity analysis
The following table illustrates the effects of assumed changes in weighted-average discount rates and theweighted-average expected rate of return on plan assets, which Toyota believes are critical estimates indetermining pension costs and obligations, assuming all other assumptions are consistent.
Yen in millions
Effect on pre-tax income
for the year ended
Effect on PBO
March 31, 2012as of March 31, 2011

Discount rates
0.5% decrease . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
0.5% increase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Expected rate of return on plan assets
0.5% decrease . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
0.5% increase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥(10,325)
9,845¥ 124,789(115,671)¥ (5,917)
5,917

Derivatives and Other Contracts at Fair Value
Toyota uses derivatives in the normal course of business to manage its exposure to foreign currency
exchange rates and interest rates. The accounting for derivatives is complex and continues to evolve. In addition,
there are significant judgments and estimates involved, using information from counterparties or market, inestimating fair value in the absence of quoted market values. These estimates are based upon valuation
methodologies deemed appropriate under the circumstances. However, the use of different assumptions may havea material effect on the estimated fair value amounts.
86Marketable Securities and Investments in Affiliated Companies
Toyota’s accounting policy is to record a write-down of such investments to net realizable value when adecline in fair value below the carrying value is other-than-temporary. In determining if a decline in value isother-than-temporary, Toyota considers the length of time and the extent to which the fair value has been lessthan the carrying value, the financial condition and prospects of the company and Toyota’s ability and intent toretain its investment in the company for a period of time sufficient to allow for any anticipated recovery in fairvalue.
Deferred Tax Assets
Toyota estimates whether future taxable income is sufficient at a particular tax-paying component andrecords valuation allowances to reduce deferred tax assets when it is more likely than not that a tax benefit will
not be realized in the future periods. Actual taxable income may differ from the estimated amounts due to various
assumptions used to estimate future taxable income. If additional valuation allowance is recorded due to lower
actual taxable income than estimated amounts it would negatively affect future operating results.
Outlook
While Toyota expects that emerging countries, such as China and India, will continue to experience
economic growth, and that developed countries, including those in North America and Europe, will continue to
see gradual economic recovery in fiscal 2012, Toyota believes the impact and risks arising from increases in theprice of crude oil, continuing high unemployment rate in North America and Europe, and other factors must be
closely observed. Although Toyota expects the automotive market to expand over the medium- to long-term
particularly in emerging countries, the global competition in the automotive market has intensified, as shown inthe small and low-price vehicles markets and in the environmentally-friendly vehicles market. For purposes ofthis outlook discussion, Toyota is assuming an average exchange rate of ¥82 to the U.S. dollar and ¥115 to theeuro. With the foregoing external factors in mind, Toyota expects that net revenues for fiscal 2012 will decrease
compared with fiscal 2011 as a result of a decrease in vehicle unit sales and the assumed exchange rate of astronger Japanese yen against the U.S. dollar in fiscal 2012 compared with the prior fiscal year. With respect tooperating income, factors increasing operating income include cost reduction efforts. On the other hand, factors
decreasing operating income include the assumed exchange rate of a stronger Japanese yen against the
U.S. dollar in fiscal 2012 compared with the prior fiscal year as well as decreases in vehicle unit sales, which
exceed the factors increasing operating income. As a result, Toyota expects that operating income will decreasein fiscal 2012 compared with fiscal 2011. Also, Toyota expects income before income taxes and equity inearnings of affiliated companies and net income attributable to Toyota Motor Corporation will decrease in fiscal
2012. Exchange rate fluctuations can materially affect Toyota’s operating results. In particular, a strengthening of
the Japanese yen against the U.S. dollar can have a material adverse effect on Toyota’s operating results. See“Operating and Financial Review and Prospects — Operating Results — Overview — Currency Fluctuations”
for further discussion. See “Information on the Company — Business Overview” for a more detailed informationof the Great East Japan Earthquake.
The foregoing statements are forward-looking statements based upon Toyota’s management’s assumptions
and beliefs regarding exchange rates, market demand for Toyota’s products, economic conditions and others. See“Cautionary Statement Concerning Forward-Looking Statements”. Toyota’s actual results of operations could
vary significantly from those described above as a result of unanticipated changes in the factors described aboveor other factors, including those described in “Risk Factors”.
5.B LIQUIDITY AND CAPITAL RESOURCES
Historically, Toyota has funded its capital expenditures and research and development activities throughcash generated by operations.
87

In fiscal 2012, Toyota expects to sufficiently fund its capital expenditures and research and development
activities through cash and cash equivalents on hand, and cash generated by operations. Toyota will use its funds
for the development of environment technologies, maintenance and replacement of manufacturing facilities, andthe introduction of new products. See “Information on the Company — Business Overview — Capital
Expenditures and Divestitures” for information regarding Toyota’s material capital expenditures and divestitures
for fiscal 2009, 2010 and 2011, and information concerning Toyota’s principal capital expenditures anddivestitures currently in progress.
Toyota funds its financing programs for customers and dealers, including loans and leasing programs, fromboth cash generated by operations and borrowings by its sales finance subsidiaries. Toyota seeks to expand its
ability to raise funds locally in markets throughout the world by expanding its network of finance subsidiaries.
Repurchasing of its own shares occurred at an approximate total cost of ¥73 billion for fiscal 2009. Toyota
refrained from repurchasing of its own shares for fiscal 2010 and 2011. Toyota has decided, for the time being, torefrain from repurchasing its own shares, in order to prioritize retention of cash reserves given the continued
uncertainties surrounding future global economy.
Net cash provided by operating activities was ¥2,024.0 billion for fiscal 2011, compared with
¥2,558.5 billion for the prior fiscal year. The decrease in net cash provided by operating activities resulted froman increase in cash payment to suppliers attributable to the increase in cost of products sold in the automotive
operations, and cash payments for income taxes, partially offset by an increase in cash collection received fromsale of products due to an increase in net revenue for the automotive operations.
Net cash used in investing activities was ¥2,116.3 billion for fiscal 2011, compared with ¥2,850.1 billion forthe prior fiscal year. The decrease in net cash used in investing activities resulted from an increase in sales andmaturity of marketable securities and security investments, partially offset by an increase in purchases ofmarketable securities and security investments.
Net cash provided by or used in financing activities was a ¥434.3 billion increase for fiscal 2011, comparedwith ¥277.9 billion decrease for the prior fiscal year. The increase in net cash provided by financing activities
resulted from an increase in short-term borrowings and decrease in repayment of long-term debt.
Total capital expenditures for property, plant and equipment, excluding vehicles and equipment on operatingleases, were ¥629.3 billion during fiscal 2011, an increase of 4.1% over the ¥604.5 billion in total capital
expenditures during the prior fiscal year. The increase in capital expenditures resulted from an increase ofinvestments in North America and Asia.
Total capital expenditures for vehicles and equipment on operating leases were ¥1,061.8 billion during fiscal
2011, an increase of 27.5% over the ¥833.0 billion in expenditures from the prior fiscal year. The increase in
expenditures for vehicles and equipment on operating leases resulted from an increase in investments in thefinancial services operations.
Toyota expects investments in property, plant and equipment, excluding vehicles and equipment on
operating leases, to be approximately ¥720.0 billion during fiscal 2012.
Based on current available information, Toyota does not expect environmental matters to have a material
impact on its financial position, results of operations, liquidity or cash flows during fiscal 2012. However, there
exists uncertainty with respect to Toyota’s obligations under current and future environment regulations as
described in “Information on the Company — Business Overview — Governmental Regulations, Environmental
and Safety Standards”.
88Cash and cash equivalents were ¥2,080.7 billion as of March 31, 2011. Most of Toyota’s cash and cash
equivalents are held in Japanese yen and in U.S. dollars. In addition, time deposits were ¥203.9 billion andmarketable securities were ¥1,225.4 billion as of March 31, 2011.
Liquid assets, which Toyota defines as cash and cash equivalents, time deposits, marketable debt securities
and its investment in monetary trust funds, increased during fiscal 2011 by ¥665.0 billion, or 12.6%, to¥5,963.2 billion.
Trade accounts and notes receivable, less allowance for doubtful accounts decreased during fiscal 2011 by¥437.0 billion, or 23.2%, to ¥1,449.2 billion. This decrease was due to the decrease in the volume of sales in thesecond half of fiscal 2011.
Inventories decreased during fiscal 2011 by ¥118.1 billion, or 8.3%, to ¥1,304.2 billion.
Total finance receivables, net decreased during fiscal 2011 by ¥146.6 billion, or 1.5%, to ¥9,693.5 billion.
The decrease in finance receivables, net is due to fluctuations in foreign currency translation rates. As of
March 31, 2011, finance receivables were geographically distributed as follows: in North America 59.0%, inJapan 12.7%, in Europe 10.4%, in Asia 5.8% and in Other 12.1%.
Marketable securities and other securities investments, including those included in current assets, increased
during fiscal 2011 by ¥747.1 billion, or 18.5%, reflecting purchase of marketable securities and security
investments, and an increase in the fair values of common stocks.
Property, plant and equipment decreased during fiscal 2011 by ¥401.8 billion, or 6.0%, primarily reflecting
the impacts of depreciation charges during the year and fluctuations in foreign currency translation rates, partially
offset by the capital expenditures.
Accounts and notes payable decreased during fiscal 2011 by ¥453.4 billion, or 23.2%. This decrease wasdue to the decrease in production volume in the second half of fiscal 2011.
Accrued expenses increased during fiscal 2011 by ¥37.4 billion, or 2.1%, reflecting the increase in expenses
related to the recalls and other safety measures.
Income taxes payable decreased during fiscal 2011 by ¥40.6 billion, or 26.5%, as a result of a decrease ofincome taxes payable at overseas subsidiaries.
Toyota’s total borrowings decreased during fiscal 2011 by ¥112.4 billion, or 0.9%. Toyota’s short-termborrowings consist of loans with a weighted-average interest rate of 1.57% and commercial paper with aweighted-average interest rate of 0.67%. Short-term borrowings decreased during fiscal 2011 by ¥100.6 billion,
or 3.1%, to ¥3,179.0 billion. Toyota’s long-term debt consists of unsecured and secured loans, medium-term
notes, unsecured notes and long-term capital lease obligations with interest rates ranging from 0.00% to 29.00%,
and maturity dates ranging from 2011 to 2050. The current portion of long-term debt increased during fiscal 2011by ¥554.5 billion, or 25.0%, to ¥2,772.8 billion and the non-current portion decreased by ¥566.2 billion, or 8.1%,
to ¥6,449.2 billion. The decrease in total borrowings resulted from the decrease in medium-term notes and shortterm borrowings, partially offset by increase in long-term borrowings. As of March 31, 2011, approximately 31%
of long-term debt was denominated in Japanese yen, 24% in U.S. dollars, 12% in the euros and 33% in othercurrencies. Toyota hedges interest rate risk exposure of fixed-rate borrowings by entering into interest rate
swaps. There are no material seasonal variations in Toyota’s borrowings requirements.
As of March 31, 2011, Toyota’s total interest bearing debt was 120.0% of Toyota Motor Corporation
shareholders’ equity, compared with 120.8% as of March 31, 2010.
Toyota’s long-term debt is rated “AA-” by Standard & Poor’s Ratings Group, “Aa2” by Moody’s InvestorsServices and “AAA” by Rating and Investment Information, Inc., as of May 31, 2011. However, Moody’s
89Investors Services has announced that it is considering the reduction of Toyota’s long-term debt rating. A credit
rating is not a recommendation to buy, sell or hold securities. A credit rating may be subject to withdrawal orrevision at any time. Each rating should be evaluated separately of any other rating.
Toyota’s unfunded pension liabilities decreased during fiscal 2011 by ¥1.9 billion, or 0.3%, to¥545.7 billion. The unfunded pension liabilities relate to the parent company and its overseas subsidiaries. The
unfunded amounts will be funded through future cash contributions by Toyota or in some cases will be settled on
the retirement date of each covered employee. The unfunded pension liabilities decreased in fiscal 2011
compared with the prior fiscal year due to changes of pension plans in subsidiaries. See note 19 to theconsolidated financial statements for further discussion.
Toyota’s treasury policy is to maintain controls on all exposures, to adhere to stringent counterparty credit
standards, and to actively monitor marketplace exposures. Toyota remains centralized, and is pursuing global
efficiency of its financial services operations through Toyota Financial Services Corporation.
The key element of Toyota’s financial strategy is maintaining a strong financial position that will allow
Toyota to fund its research and development initiatives, capital expenditures and financial services operations
efficiently even if earnings experience short-term fluctuations. Toyota believes that it maintains sufficientliquidity for its present requirements and that by maintaining its high credit ratings, it will continue to be able toaccess funds from external sources in large amounts and at relatively low costs. Toyota’s ability to maintain its
high credit ratings is subject to a number of factors, some of which are not within Toyota’s control. These factors
include general economic conditions in Japan and the other major markets in which Toyota does business, aswell as Toyota’s successful implementation of its business strategy.
5.C RESEARCH AND DEVELOPMENT, PATENTS AND LICENSES
Toyota believes that its long-term success depends on its ability to secure a leadership position with respect
to vehicle research and development.
Toyota’s research and development expenditures were approximately ¥730 billion in fiscal 2011,¥725 billion in fiscal 2010 and ¥904 billion in fiscal 2009.
For this reason, Toyota is promoting next generation environmentally friendly, energy efficient, and safe
vehicle technology in its research and development. Toyota is making efforts to produce environmentallyfriendly vehicles, with efforts focused in the following fields:•

further improvements in hybrid technologies (functions, costs, etc.) and subsequent environmental
contributions;•improvement in gasoline engine fuel economy and improvement of technology in connection with more
stringent emissions standards;•

promoting improvements in clean diesel engine functioning and fuel economy;•

development of electric vehicles, fuel-electric vehicles and other alternative fuel vehicles; and•development of technology designed to promote driving and vehicle safety.

Toyota’s belief is that the environment is one of the most important issues. Toyota is aiming to lower thevolume of carbon dioxide emissions at all stages of operations, including development, production, logistics,
usage, disposal and recycling of vehicles, as well as the reduction of environmental burdens. Toyota also utilizes
various energy resources as a substitute to oil, and focuses on the practical realization and development of aplug-in hybrid vehicle which can be charged from domestic power supplies, mass-produced electric vehicles, the90development of next-generation batteries, the development of alternative fuels such as biofuel, and fuel-battery
vehicles. Toyota maintains its leadership position in environmental technology, and is responding toenvironmental issues, the representative example being the Prius, the hybrid car introduced to the Japanesemarket in 1997.
In May 2010, Toyota invested in Tesla Motors (Tesla) in the amount of $50 million as part of a basic
agreement with Tesla to implement a joint venture related to the development, technology, and production
systems of electric vehicles and their components. Toyota unveiled its electric vehicle concept model (RAV4EV)
co-developed with Tesla at the November 2010 Los Angeles Auto Show. Toyota aims to have the vehicle reach
U.S. markets in 2012, and will continue its vehicle development efforts with the U.S. as its focus.
In April 2008 in North America, Toyota established the Toyota Research Institute of North America(hereafter, “TRI-NA”) as a new department specializing in cutting-edge research as part of the Toyota TechnicalCenter research facility. Up to this point, TRI-NA has accelerated cutting-edge research in addition to adding thenew ‘traffic society’ research theme, and has enriched advanced research activities in North America while
cooperating with universities and research institutions.
Toyota’s research and development activities focus on the environment, vehicle safety, information
technology and product development.
Toyota’s environmental research and development activities focus on:•

Developing light-weight and more fuel-efficient engines and transmissions. These technologies include
improved technologies in fuel economy, emission, and performance, such as the development of nextgeneration direct injection system and variable valve system for gasoline engines and the developmentof the next-generation ultra high pressure common rail system and the diesel particulate and nitrous
oxide reduction system for diesel engines.

•

Developing alternative fuel powering systems for commercial sale. This includes developing hybrid
vehicles and fuel cell hybrid vehicles. The second-generation Prius that Toyota introduced in
September 2003 features a new hybrid system which decreases negative environmental impact while
increasing power and performance. Furthermore, the third-generation Prius was introduced in 2009, andbroke the record for sales by vehicle type which was previously held by the Corolla. In addition,
Toyota’s cumulative sales of hybrid vehicles exceeded 3 million units, which contributed approximately
18 million ton reduction of CO2 emissions. In July 2007, Toyota developed the Plug-in Hybrid Vehicle(PHV) and received certification from Japan’s Ministry of Land, Infrastructure, Transport and Tourism(MLIT). PHV runs as an Electric Vehicle (EV) in short distances and runs as a regular hybrid vehicle inlong distances. Tests are conducted in Japan, North America and Europe and in late 2009, Toyota
commenced its sale of PHVs with lithium ion batteries to fleet vehicle users in Japan, North America
and Europe. In addition, in September 2008, Toyota started leasing the new Toyota Fuel Cell Hybrid
Vehicle — advanced (the “new Toyota FCHV-adv”). The new Toyota FCHV-adv has completely
overhauled its fuel cell system and has made significant improvements to low-temperature startup
performance and cruising distance, which had posed challenges to promoting its widespread use. By
2015, Toyota plans to introduce sedan-type fuel battery vehicles at reasonable prices for customers infour major metropolitan areas where infrastructure construction is expected in Japan. To control
increases in oil prices and reduce the consumption of oil, the proliferation of fuel alternatives to oil suchas biofuel and natural gas is expanding in some countries. Toyota works towards the ongoing formationof a mobility society and not only actively researches the development and introduction to the market of
natural gas vehicles and flex-fuel vehicles (FFV) that are compatible with ethanol fuel, but is also
conducting research and development into other practical uses of oil alternatives and biofuels, such as
research into fuels that will not compete with food production, and into genetically modified organism(GMO) technology in order to process sugarcane more efficiently.

91•

Engaging in recycling activities that take into account the lifecycle (development, manufacture, use,
disposal) of a vehicle. Research and development focuses primarily on (1) developing materials that aresuitable for recycling and designs that facilitate dismantling parts, and (2) research on effective
dismantling technology of end-of-life vehicles and use of shredder residue.

Toyota’s work in the area of vehicle safety is focused on the development of technologies designed toprevent accidents in the first instance, as well as the development of technologies that protect passengers andreduce the damage on impact in the event of an accident. Safety technologies in development include:•

research on protecting diverse passengers, including senior citizens,•

autonomous driving support systems, including frontal crash-prevention support systems, and•data exchange driving-support systems using advanced communication technologies.

To expand the frontiers of safety technology in automobiles, Toyota completed in 1995 its first prototype
Advanced Safety Vehicle, the ASV-1. The ASV-2, which was introduced in 2000, incorporates emerging
technologies, such as an autonomous safety support system that uses CCD stereo cameras to recognize obstaclesin traffic lanes and an infrastructure-harmonized safety support system to warn the driver of pedestrian crossings.
In 2002, Toyota conducted road testing of the ASV-3, a prototype based on further improved infrastructureharmonized system. With the February 2003 introduction of the Harrier in Japan, Toyota became the first car
manufacturer to implement a pre-collision safety system in its automobiles. This advanced system consists ofpre-collision sensors that use millimeter wave radar to detect a possible collision, seat belts that tighten their holdon passengers when a collision is determined to be inevitable and a brake assist system that utilizes powerassisted braking to minimize the speed on impact. In February 2004, Toyota introduced the pre-collision safetysystem for the first time in the United States by equipping the LS430 with the above features and suspension
control features that control nose dives when applying the brakes.
In September 2006, at the time of introduction of LS460 in Japan, Toyota established the world’s firstenhanced pre-collision safety system, which added functions to detect pedestrians in front, to support driversteering, and to react to vehicle collision.
In February 2008, Toyota developed the world’s first driver monitoring pre-collision safety system for the
Crown sold in Japan, that monitors whether the driver’s eyes are open, in addition to the face monitor whichmonitors the direction in which the driver is facing.
Furthermore, in March 2009, Toyota developed and introduced the world’s first “front-side pre-collisionsafety system”, which detects possible head-on and front-side collisions such as at intersections, for the Crown
Majesta.
In addition, Toyota established the Collaborative Safety Research Center aimed at reducing the number oftraffic accident related deaths through cooperation with various hospitals and universities in North America.
Toyota is greatly fortifying its efforts toward product safety and quality, and this research center is part of these
efforts. Established within the same research center is the Toyota Technical Center (TTC), which is the researchand development center of Toyota Motor Engineering & Manufacturing North America, Inc. At the TTC,
Toyota’s technicians based in Japan also take part in planning, and perform research focused on reducing the riskof distracted or impaired driving behaviors, as well as the protection of vulnerable demographics such as young
children and the elderly. Toyota is also promoting the spread of safe vehicle technologies, and is implementing
analyses of traffic accident and driver behavior data. Toyota is planning to invest in the amount of 50 million
dollars over the next 5 years.
In order to promote further streamlining of the global external decision-making process with respect to thedevelopment of vehicle safety technologies, Toyota appointed a Chief Safety Technology Officer (CSTO) on
April 1, 2011, who will execute a general integration of safety technology within Toyota’s technology
department.
92

Toyota’s product development program uses a series of methods which are generally intended to promote
timely and appropriate responses to changing market demand. These methods include:•

optimizing and eliminating vehicle platforms,•

sharing parts and components among multiple vehicles,•

shortening the time for development and production preparation by the simultaneous study of design
and production engineering processes, and•using computers for production design and evaluation.

Toyota carefully analyzes patents and the need for patents in each area of research to formulate more
effective research and development strategies. Toyota identifies research and development projects in which it
should acquire patents, and files relevant applications as necessary to help build a strong global patent portfolio.
In addition, Toyota wishes to contribute to sustainable mobility by promoting the spread of technologies
with environmental and safety benefits. This is why Toyota takes an open stance to patent licensing, and grants
licenses when appropriate terms are met. For example, in March 2004, Toyota and Ford Motor Company enteredinto licensing agreements for patents related to hybrid systems and emissions purification. In addition, in March
2010, Toyota and Mazda Motor Corporation entered into a license agreement regarding the supply of hybrid
system technology.
Toyota does not consider any one group of patents or licenses to be so important that their expiration or
termination would materially affect Toyota’s business. For a further discussion of Toyota’s intellectual property,
see “Information on the Company — Business Overview — Intellectual Property”.
5.D TREND INFORMATION
For a discussion of the trends that affect Toyota’s business and operating results, see “— Operating Results”
and “— Liquidity and Capital Resources”.
5.E OFF-BALANCE SHEET ARRANGEMENTS
Toyota uses its securitization program as part of its funding through special purpose entities for its financial
services operations. Toyota is considered the primary beneficiary of these special purpose entities and therefore
consolidates them. Toyota has not entered into any off-balance sheet securitization transactions during fiscal
2011.
Lending Commitments
Credit Facilities with Credit Card Holders
Toyota’s financial services operations issue credit cards to customers. As customary for credit cardbusinesses, Toyota maintains credit facilities with holders of credit cards issued by Toyota. These facilities areused upon each holder’s requests up to the limits established on an individual holder’s basis. Although loans
made to customers through these facilities are not secured, for the purposes of minimizing credit risks and of
appropriately establishing credit limits for each individual credit card holder, Toyota employs its own risk
management policy which includes an analysis of information provided by financial institutions in alliance with
Toyota. Toyota periodically reviews and revises, as appropriate, these credit limits. Outstanding credit facilities
with credit card holders were ¥261.7 billion as of March 31, 2011.
Credit Facilities with Dealers
Toyota’s financial services operations maintain credit facilities with dealers. These credit facilities may be
used for business acquisitions, facilities refurbishment, real estate purchases, and working capital requirements.
These loans are typically collateralized with liens on real estate, vehicle inventory, and/or other dealership assets,
as appropriate. Toyota obtains a personal guarantee from the dealer or corporate guarantee from the dealership
93when deemed prudent. Although the loans are typically collateralized or guaranteed, the value of the underlying
collateral or guarantees may not be sufficient to cover Toyota’s exposure under such agreements. Toyota prices
the credit facilities according to the risks assumed in entering into the credit facility. Toyota’s financial services
operations also provide financing to various multi-franchise dealer organizations, referred to as dealer groups,
often as part of a lending consortium, for wholesale inventory financing, business acquisitions, facilities
refurbishment, real estate purchases, and working capital requirements. Toyota’s outstanding credit facilities withdealers totaled ¥1,590.6 billion as of March 31, 2011.
Guarantees
Toyota enters into certain guarantee contracts with its dealers to guarantee customers’ payments of theirinstallment payables that arise from installment contracts between customers and Toyota dealers, as and whenrequested by Toyota dealers. Guarantee periods are set to match the maturity of installment payments, and as ofMarch 31, 2011, ranged from one month to 35 years. However, they are generally shorter than the useful lives of
products sold. Toyota is required to execute its guarantee primarily when customers are unable to make required
payments.
The maximum potential amount of future payments as of March 31, 2011 is ¥1,662.2 billion. Liabilities forthese guarantees of ¥20.4 billion have been provided as of March 31, 2011. Under these guarantee contracts,
Toyota is entitled to recover any amounts paid by it from the customers whose obligations it guaranteed.
5.F TABULAR DISCLOSURE OF CONTRACTUAL OBLIGATIONSContractual Obligations and Commitments
For information regarding debt obligations, capital lease obligations, operating lease obligations and otherobligations, including amounts maturing in each of the next five years, see notes 13, 22 and 23 to theconsolidated financial statements. In addition, as part of Toyota’s normal business practices, Toyota enters into
long-term arrangements with suppliers for purchases of certain raw materials, components and services. Thesearrangements may contain fixed/minimum quantity purchase requirements. Toyota enters into such arrangements
to facilitate an adequate supply of these materials and services.
The following tables summarize Toyota’s contractual obligations and commercial commitments as ofMarch 31, 2011.

Less than
1 year

Total

Contractual Obligations:Short-term borrowings (note 13)
Loans . . . . . . . . . . . . . . . . . . . . . . ¥ 1,140,066
Commercial paper . . . . . . . . . . . .
2,038,943
Long-term debt* (note 13) . . . . . . . . .
9,200,130
Capital lease obligations (note 13) . . .
21,917
Non-cancelable operating leaseobligations (note 22) . . . . . . . . . . . .
44,179Commitments for the purchase ofproperty, plant and other assets(note 23) . . . . . . . . . . . . . . . . . . . . .
83,506
Total . . . . . . . . . . . . . . . . . .

¥12,528,741* “Long-term debt” represents future principal payments.
94¥1,140,066
2,038,943
2,768,544
4,283

Yen in millions
Payments Due by Period
1 to 33 to 5
years
years

¥

—
—
3,368,754
4,751¥

5 years
and after

—
¥
—
—
—
1,995,139
1,067,693
2,977
9,906

9,198

13,126

8,709

13,14637,30425,513

6,262

14,427¥5,998,338¥3,412,144¥2,013,087¥1,105,172

Toyota is unable to make reasonable estimates of the period of cash settlement with respect to liabilities
recognized for uncertain tax benefits, and accordingly such liabilities are excluded from the table above. Seenote 16 to the consolidated financial statements for further discussion.
Toyota expects to contribute ¥97,231 million to its pension plans in fiscal 2012.

Total
Amounts
Committed

Yen in millions
Amount of Commitment Expiration Per PeriodLess than
1 to 33 to 5
5 years
1 yearyears
years
and after

Commercial Commitments (note 23):
Maximum potential exposure to guarantees
given in the ordinary course of business . . . .

¥1,662,225¥469,543¥744,991¥316,508¥131,183

Total Commercial Commitments . . . . . . .

¥1,662,225¥469,543¥744,991¥316,508¥131,183

5.G SAFE HARBOR
All information that is not historical in nature disclosed under “Item 5. Operating and Financial Review andProspects — Off-Balance Sheet Arrangements” and “— Tabular Disclosure of Contractual Obligations” isdeemed to be a forward-looking statement. See “Cautionary Statement Concerning Forward-Looking
Statements” for additional information.
ITEM 6. DIRECTORS, SENIOR MANAGEMENT AND EMPLOYEES
6.A DIRECTORS AND SENIOR MANAGEMENTIn March 2011, Toyota unveiled its “Toyota Global Vision”. In order to realize the Global Vision, Toyota
implemented a new management organization highlighted by a more streamlined board of directors and areduced number of layers in the executive decision-making structure. Specifically, in order to increase the speedof management decision-making, Toyota has greatly reduced the number of directors, and the current three-tierexecutive system with executive vice presidents, chief officers, and officers responsible for group affairs will be
streamlined to two tiers, with executive vice presidents and chief officers. As a result, Toyota believes that thiswill facilitate the information from the chief officers who are closely familiar with the operations on-ground to
management to be communicated more quickly. Toyota believes this will more clearly define the respective rolesof the directors, who determine what Toyota will do as a global corporation, and the chief officers, who are in
charge of Toyota’s daily operations and who will determine how Toyota will implement it. Previously, chief
officers were appointed among the senior managing directors, and now they are appointed in a more flexible
manner among the senior managing officers or managing officers. Furthermore, the regional chief officer underthe executive vice president in charge of each region will mainly carry out operations on-ground, and will work
towards connecting the needs of customers around the world and Toyota’s development and production, sales,
and other functions. Toyota believes it is crucial for it to be led by directors and senior management who deeply
understand, and can effectively implement, Toyota’s strengths — the monozukuri spirit of conscientious
manufacturing and the genchi genbutsu principle of placing emphasis on on-site operations with a go-and-see
attitude for continued improvement and problem solving. Toyota has seven corporate auditors, four of whom areoutside corporate auditors.

95

Name
(Date of birth)

Fujio Cho
(February 2, 1937)

Position

Brief career summary and important concurrent duties

Chairman of the Board

1960 Joined Toyota Motor Corporation (“TMC”)
1988 Director of TMC
1988 Toyota Motor Manufacturing, U.S.A., Inc.
President
1994 Managing Director of TMC
1994 Retired from Toyota Motor Manufacturing,
U.S.A., Inc. President
1996 Senior Managing Director of TMC
1998 Executive Vice President of TMC
1999 President of TMC
2005 Vice Chairman of TMC
2006 Chairman of TMC

Number of
Shares40,705(important concurrent duties)
Corporate Auditor of DENSO CORPORATION
Director of Central Japan Railway Company
Director of Sony Corporation
President and Representative Director of Toyota
Kuragaike Kaihatsu Kabushiki Kaisha
Director of Toyota Industries Corporation
Akio Toyoda(May 3, 1956)

President,
Member of the Board

1984 Joined TMC
2000 Director of TMC
2002 Managing Director of TMC
2003 Senior Managing Director of TMC
2005 Executive Vice President of TMC
2009 President of TMC

4,574,800(important concurrent duties)
Corporate Auditor of Toyota Boshoku Corporation
Chairman and CEO of Toyota Motor North
America, Inc.
Chairman of Toyota Motor (China), Investment
Co., Ltd.
Chairman of Toyota Motor Europe NV/SA
Chairman of Toyota Motor Sales & Marketing
Corporation
Takeshi Uchiyamada(August 17, 1946)

Executive Vice
President,
Member of the Board

1969 Joined TMC
1998 Director of TMC
2001 Managing Director of TMC
2003 Senior Managing Director of TMC
2005 Executive Vice President of TMC(important concurrent duties)
Director of JTEKT Corporation
Chairman of Toyota Motor Engineering &Manufacturing (China) Co., Ltd
Director of Toyota Boshoku Corporation

96

32,264Name(Date of birth)

Number of
SharesPosition

Brief career summary and important concurrent duties

Yukitoshi Funo
(February 1, 1947)

Executive Vice
President,
Member of the Board

1970 Joined Toyota Motor Sales Co., Ltd.
2000 Director of TMC
2003 Managing Officer of TMC
2003 Toyota Motor Sales, U.S.A., Inc. President
2004 Director of TMC
2005 Senior Managing Director of TMC
2005 Toyota Motor Sales, U.S.A., Inc. Chairman
2006 Toyota Motor North America, Inc. Chairman
2007 Retired from Toyota Motor North America,
Inc. Chairman
2009 Executive Vice President of TMC
2009 Retired from Toyota Motor Sales, U.S.A., Inc.
Chairman(important concurrent duties)
Chairman of Toyota Motor Asia Pacific Engineeringand Manufacturing Co., Ltd.
Chairman of Toyota Motor Asia Pacific Pte., Ltd.

34,248Atsushi Niimi(July 30, 1947)

Executive Vice
President,
Member of the Board

1971 Joined TMC
2000 Director of TMC
2002 Toyota Motor Manufacturing North America,
Inc. President
2003 Managing Officer of TMC
2004 Director of TMC
2005 Retired from Toyota Motor Manufacturing
North America, Inc. President
2005 Senior Managing Director of TMC
2009 Executive Vice President of TMC(important concurrent duties)
Chairman of Toyota Motor Engineering &Manufacturing North America, Inc.
Chairman of Toyota Motor Technical Center(China) Co., Ltd.
Corporate Auditor of JTEKT Corporation

37,000Shinichi Sasaki
Executive Vice
(December 18, 1946)
President,
Member of the Board

1970 Joined TMC
2001 Director of TMC
2003 Managing Officer of TMC
2004 Toyota Motor Engineering & Manufacturing
Europe NV/SA President
2005 Senior Managing Director of TMC
2005 Toyota Motor Europe NV/SA, Toyota Motor
Marketing Europe NV/SA and Toyota Motor
Engineering & Manufacturing Europe NV/SA
merged under the name Toyota Motor Europe
NV/SA
2005 Toyota Motor Europe NV/SA President
2006 Retired from Toyota Motor Europe NV/SA
President
2009 Executive Vice President of TMC(important concurrent duties)
Director of KDDI CORPORATION
Corporate Auditor of Toyoda Gosei Co., Ltd.

14,21097

Name(Date of birth)

Number of
SharesPosition

Brief career summary and important concurrent duties

Satoshi Ozawa(August 5, 1949)

Executive Vice
President,
Member of the Board

1974 Joined Toyota Motor Sales Co., Ltd.
2003 Managing Officer of TMC
2007 Senior Managing Director of TMC
2010 Executive Vice President of TMC

30,200Nobuyori Kodaira(March 18, 1949)

Director,
Member of the Board

1972 Joined Ministry of International Trade andIndustry
2004 Director-General, Agency for Natural
Resources and Energy
2006 Retired from Director-General, Agency for
Natural Resources and Energy
2008 Advisor of TMC
2009 Managing Officer of TMC
2010 Senior Managing Director of TMC
2011 Director of TMC

6,000

Mamoru Furuhashi(January 3, 1950)

Director,
Member of the Board

1973 Joined TMC
2003 Managing Officer of TMC
2007 Senior Managing Director of TMC
2011 Director of TMC

28,105

Takahiko Ijichi(July 15, 1952)

Director,
Member of the Board

1976 Joined TMC
2004 Managing Officer of TMC
2008 Senior Managing Director of TMC
2011 Director of TMC

18,000(important concurrent duties)
Corporate Auditor of HAMAMATSU
PHOTONICS K.K.
Yasumori Ihara
Director,(November 17, 1951) Member of the Board

1975 Joined Toyota Motor Sales Co., Ltd.
2004 Managing Officer of TMC
2007 Toyota Transportation Co., Ltd. President
2007 Advisor of TMC
2008 Retired from Advisor of TMC
2009 Retired from Toyota Transportation Co., Ltd.
President
2009 Senior Managing Director of TMC
2011 Director of TMC

10,000

Yoichiro Ichimaru(October 10, 1948)

1971 Joined Toyota Motor Sales Co., Ltd.
2001 Director of TMC
2003 Managing Officer of TMC
2005 Senior Managing Director of TMC
2009 Executive Vice President of TMC
2011 Corporate Auditor of TMC

25,5681976 Joined Toyota Motor Sales Co., Ltd.
2002 Dispatched to Toyota Motor Thailand Co.,
Ltd.
2004 General Manager for Accounting Div. of TMC
2006 Corporate Auditor of TMC

5,800

Full-time Corporate
Auditor

Masaki Nakatsugawa Full-time Corporate(January 29, 1953)
Auditor98

Name(Date of birth)

Position

Brief career summary and important concurrent duties

Number of
SharesMasahiro Kato
Full-time Corporate(September 17, 1952)
Auditor1975 Joined TMC
2009 Toyota Motor (China) Investment Co., Ltd.
President
2009 Managing Officer of TMC
2011 Retired from Toyota Motor (China)
Investment Co., Ltd. President
2011 Corporate Auditor of TMC

2,600

Yoichi Morishita(June 23, 1934)

1957 Joined Matsushita Electric Industrial Co., Ltd.
1987 Director of the same
1989 Managing Director of the same
1990 Senior Managing Director of the same
1992 Executive Vice President of the same
1993 President of the same
2000 Chairman of the same2006 Outside Corporate Auditor of TMC
2006 Executive Advisor of Matsushita ElectricIndustrical Co., Ltd.
2008 Name of Matsushita Electric Industrial Co.,
Ltd. was changed to Panasonic Corporation
2008 Executive Advisor of Panasonic Corporation—

Outside Corporate
Auditor(important concurrent duties)
Executive Advisor of Panasonic Corporation
Outside Corporate Auditor of The Kansai ElectricPower Co., Inc.
Akishige Okada(April 9, 1938)

Outside Corporate
Auditor1963 Joined Mitsui Bank, Ltd1991 Director of Mitsui Taiyo Kobe Bank, Ltd.
1995 Managing Director of Sakura Bank, Ltd.
1996 Senior Managing Director of the same
1997 President of the same2001 Chairman of Sumitomo Mitsui Banking
Corporation
2002 Chairman of Sumitomo Mitsui Financial
Group Inc. (concurrent)
2005 Retired from Chairman of Sumitomo Mitsui
Financial Group Inc.
2005 Advisor of Sumitomo Mitsui Banking
Corporation
2006 Outside Corporate Auditor of TMC
2010 Honorary Advisor of Sumitomo Mitsui
Banking Corporation(important concurrent duties)
Honorary Advisor of Sumitomo Mitsui Banking
Corporation
Outside Corporate Auditor of Mitsui Fudosan Co.,Ltd.
Outside Director of DAICEL CHEMICALINDUSTRIES, LTD.

99

—

Name
(Date of birth)

Position

Kunihiro Matsuo
Outside Corporate(September 13, 1942)
AuditorBrief career summary and important concurrent duties

2004 Supreme Public Prosecutors Office
Prosecutor-General
2006 Retired from Supreme Public Prosecutors
Office Prosecutor-General
2006 Registered as Attorney2007 Outside Corporate Auditor of TMC

Number of
Shares—(important concurrent duties)
Outside Director of Asahi Glass Co., Ltd.
Outside Corporate Auditor of MITSUI & CO., LTD.
Outside Corporate Auditor of KOMATSU LTD.
Corporate Auditor of BROTHER INDUSTRIES,LTD.
Yoko Wake
Outside Corporate(November 18, 1947)
Auditor1970 Joined the Fuji Bank, Limited
1973 Retired from the same1977 Instructor of Faculty of Business andCommerce of Keio University
1982 Associate Professor of the same
1993 Professor of the same2011 Outside Corporate Auditor of TMC—

None of the persons listed above was selected as director, corporate auditor or member of senior
management pursuant to an arrangement or understanding with Toyota’s major shareholders, customers,
suppliers or others.
6.B COMPENSATION
The aggregate amount of remuneration, including bonuses but excluding stock options, paid to all directors
and corporate auditors as a group by Toyota for services in all capacities during fiscal 2011 was approximately¥1,774 million. Directors and corporate auditors of Toyota Motor Corporation receive year-end bonuses, theaggregate amount of which is approved at Toyota Motor Corporation’s ordinary general shareholders’ meetingand is based on Toyota Motor Corporation’s financial performance for the fiscal year. The amounts of thebonuses paid to individual directors and corporate auditors are then determined based upon discussions at a
meeting of Toyota Motor Corporation’s board of directors and the meeting of corporate auditors.
Toyota’s Annual Securities Report filed with the Kanto Local Bureau of Finance on June 24, 2011,
contained the following information concerning compensation in fiscal 2011 on a consolidated basis for directors
and auditors whose total compensation exceeded ¥100 million during such period:- Fujio Cho, Director: ¥151 million (¥97 million in base compensation, ¥26 million in bonus, and¥27 million in stock options)- Katsuaki Watanabe, Director: ¥122 million (¥75 million in base compensation, ¥19 million in bonus, and¥27 million in stock options)- Kazuo Okamoto, Director: ¥122 million (¥75 million in base compensation, ¥19 million in bonus, and¥27 million in stock options)- Akio Toyoda, Director: ¥136 million (¥84 million in base compensation, ¥24 million in bonus, and¥27 million in stock options)100

- Takeshi Uchiyamada, Director: ¥104 million (¥61 million in base compensation, ¥14 million in bonus, and¥27 million in stock options)- Yoshimi Inaba, Director: ¥126 million (¥101 million in base compensation, ¥0 in bonus, and ¥24 million
in stock options)
The amounts above were recorded as expenses in fiscal 2011. The stock options are the fair market value
calculated based on certain conditions as of the grant date.
6.C BOARD PRACTICES
Toyota’s articles of incorporation provide for a board of directors of not more than 20 members and for not
more than seven corporate auditors. Shareholders elect the directors and corporate auditors at the generalshareholders’ meeting. The normal term of office of a director is one year and of a corporate auditor is four years.
Directors and corporate auditors may serve any number of consecutive terms.
The board of directors may appoint one Chairman of the Board and one President, as well as one or more
Vice Chairmen of the Board and Executive Vice Presidents. The board of directors elects, pursuant to its
resolutions, one or more Representative Directors. Each Representative Director represents Toyota generally inthe conduct of its affairs. The board of directors has the ultimate responsibility for the administration of Toyota’s
affairs. None of Toyota’s directors is party to a service contract with Toyota or any of its subsidiaries thatprovides for benefits upon termination of employment.
Under the Corporation Act and Toyota’s articles of incorporation, Toyota may, by a resolution of its boardof directors, exempt Directors (including former Directors) from their liabilities to Toyota arising in connection
with their failure to execute their duties within the limits stipulated by laws and regulations.
Under the Corporation Act, Toyota must have at least three corporate auditors. At least half of the corporate
auditors are required to be persons who have not been a Director, accounting counselor (or if an accounting
counselor is a judicial person, a member of such judicial person who is in charge of its affairs), executive officer,
general manager or employee of Toyota or any of its subsidiaries at any time during the past. The corporate
auditors may not at the same time be directors, accounting counselor (in case that an accounting counselor is a
judicial person, a member of such judicial person who is in charge of its affairs), executive officers, generalmanagers or employees of Toyota or any of its subsidiaries. Together, these corporate auditors form a board ofcorporate auditors. The corporate auditors have the duty to examine the financial statements and business reports
which are submitted by the board of directors to the general shareholders’ meeting. The corporate auditors also
monitor the administration of Toyota’s affairs by the directors. Corporate auditors are not required to be, andToyota’s corporate auditors are not, certified public accountants. They are required to participate in meetings ofthe board of directors but are not entitled to vote.
Under the Corporation Act and Toyota’s articles of incorporation, Toyota may, by a resolution of its boardof directors, exempt corporate auditors (including former corporate auditors) from their liabilities to Toyota
arising in connection with their failure to execute their duties within the limits stipulated by laws and regulations.
In addition, Toyota may enter into a liability limitation agreement with each outside corporate auditor which
limits the maximum amount of their liabilities owed to Toyota arising in connection with their failure to execute
their duties to an amount equal to the minimum liability limit amount prescribed in the laws and regulations.
Toyota does not have a remuneration committee.

1016.D EMPLOYEESThe total number of Toyota employees, on a consolidated basis, as reported in Toyota’s annual Japanese
securities report filed with the Director of the Kanto Local Finance Bureau was 317,716 at March 31, 2011,
320,590 at March 31, 2010 and 320,808 at March 31, 2009. The following tables set forth a breakdown of
persons employed by business segment and by geographic location at March 31, 2011.
Segment

Number of
Employees

Location

Number of
Employees

Automotive . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial services . . . . . . . . . . . . . . . . . . . . .
All other . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unallocated . . . . . . . . . . . . . . . . . . . . . . . . . .

278,041
8,259
26,848
4,568Japan . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
North America . . . . . . . . . . . . . . . . . . . . . .
Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Asia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other* . . . . . . . . . . . . . . . . . . . . . . . . . . . .

197,168
36,275
19,06943,26921,935

Total company . . . . . . . . . . . . . . . . . . . . . . . .

317,716

Total company . . . . . . . . . . . . . . . . . . . . . .

317,716* “Other” consists of Central and South America,
Oceania, Africa and the Middle East, etc.
Most regular employees of Toyota Motor Corporation and its consolidated subsidiaries in Japan, other thanmanagement, are required to become members of the labor unions that comprise the Federation of All Toyota
Workers’ Unions. Approximately 87% of Toyota Motor Corporation’s regular employees in Japan are membersof this union.
In Japan, basic wages and other working conditions are negotiated annually. In addition, in accordance withJapanese national custom, each employee is also paid a semi-annual bonus. Bonuses are negotiated at the time ofwage negotiations and are based on Toyota’s financial results, prospects and other factors. The average wage
increases per employee, excluding bonuses, in Japan have been approximately 2.1% per year for the past fivefiscal years.
In general, Toyota considers its labor relations with all of its workers to be good. However, Toyota iscurrently a party to, and otherwise from time to time experiences, labor disputes in some of the countries inwhich it operates. Toyota does not expect any disputes to which it is currently a party to materially affectToyota’s consolidated financial position.
Toyota’s average number of temporary employees on a consolidated basis was 66,396 during fiscal 2011.
6.E SHARE OWNERSHIP
For information on the number of shares of Toyota’s common stock held by each director and corporate
auditor as of June 2011, see “— Directors and Senior Management”. Each such director and corporate auditor
owns less than one percent of the issued and outstanding shares of common stock of Toyota. The shares held by
each director and corporate auditor do not include options that are exercisable for shares of Toyota’s common
stock. For a description of these options, see “— Stock Options” below.
None of Toyota’s shares of common stock entitles the holder to any preferential voting rights.
Stock Options
Toyota enacted stock option plans every year from 2005 until 2010. Toyota will not enact any such plan in
2011. The plans for which stock options or stock acquisition rights are currently exercisable or will become102exercisable in the future were approved by Toyota’s shareholders in June of 2005, 2006, 2007, 2008, 2009 and2010. Under the 2005 plan, Toyota issued stock acquisition rights to purchase 2,104,000 shares of common stock
to its directors and 596 officers and employees of its subsidiaries and one Toyota affiliate. Under the 2006 plan,
Toyota issued stock acquisition rights to purchase 3,176,000 shares of common stock to its directors and580 officers and employees, including directors, officers and employees of its subsidiaries and one Toyota
affiliate. Under the 2007 plan, Toyota issued stock acquisition rights to purchase 3,264,000 shares of common
stock to its directors and 579 officers and employees, including directors, officers and employees of its
subsidiaries and one Toyota affiliate. Under the 2008 plan, Toyota issued stock acquisition rights to purchase
3,494,000 shares of common stock to its directors and 597 officers and employees, including directors, officers
and employees of its subsidiaries and one Toyota affiliate. Under the 2009 plan, Toyota issued stock acquisitionrights to purchase 3,492,000 shares of common stock to its directors and 615 officers and employees, including
directors, officers and employees of its subsidiaries and one Toyota affiliate. Under the 2010 plan, Toyota issued
stock acquisition rights to purchase 3,600,000 shares of common stock to its directors and officers andemployees, including directors, officers and employees of its subsidiaries and one Toyota affiliate.
Pursuant to the provisions of the 2005 plan, stock acquisition rights may be exercised during a four-year
period that starts two years from the date first granted. Pursuant to the provisions of the 2006, 2007, 2008, 2009
and 2010 plans, stock acquisition rights may be exercised during a six-year period that starts two years from thedate of grant. The exercise price of each stock acquisition right is 1.025 times the closing price of Toyota’scommon stock on the Tokyo Stock Exchange on the date of grant. The 2005 plan provides that each director will
be granted no more than 200 and no less than 150 stock acquisition rights, and each eligible officer or employee
will be granted no more than 100 and no less than 20 stock acquisition rights. The 2006, 2007, 2008, 2009 and2010 plans provide that each director will be granted no more than 400 and no less than 300 stock acquisitionrights, and each eligible officer or employee will be granted no more than 200 and no less than 20 stockacquisition rights. For each of the 2005, 2006, 2007, 2008, 2009 and 2010 plans, 100 shares will be issued ordelivered upon the exercise of each stock acquisition right. The options are granted as of early August of eachyear for each plan.
An option holder who retires while one’s options are still exercisable retains the right to exercise one’s
options until the expiration of the exercise period described above. However, an option holder’s right to purchasecommon stock under each plan lapses automatically upon one’s death or upon taking position such as in the
management with a competitor.
The following table summarizes information for options and the incentive plan outstanding and exercisable
at March 31, 2011:

Exercise price range(Yen)¥3,183 – 6,000 . . . . . . . . . . . .
¥6,001 – 7,278 . . . . . . . . . . . .

Number ofshares

10,508,800
5,278,000

Outstanding
Weighted- Weightedaverage
average
exercise
exercise
price
price
(Yen)
(Dollars)¥ 4,030¥ 6,754$48$81

Weightedaverageremaininglife(Years)

5.63
3.87

Exercisable
Weightedaverage
Number of
exercisesharesprice(Yen)

4,069,800
5,278,000¥ 4,611¥ 6,754

Weightedaverage
exercise
price(Dollars)$55$81

Toyota also has an employee stock ownership association in Japan for employees and full time and part timecompany advisors. Members of the employee stock ownership association set aside certain amounts from theirmonthly salary and bonuses to purchase Toyota’s common stock through the employee stock ownershipassociation. As of March 31, 2011, the employee stock ownership association held 16,735,983 shares of Toyota’scommon stock.

103

ITEM 7. MAJOR SHAREHOLDERS AND RELATED PARTY TRANSACTIONS
7.A MAJOR SHAREHOLDERS
As of March 31, 2011, 3,447,997,492 shares of Toyota’s common stock were issued, out of which,
312,298,805 shares were treasury stock and 3,135,698,687 shares were outstanding. Beneficial ownership ofToyota’s common stock in the table below was prepared from information known to Toyota or that could beascertained from public filings, including filings made by Toyota’s shareholders regarding their ownership ofToyota’s common stock under the Financial Instruments and Exchange Law of Japan.
Under the Financial Instruments and Exchange Law, any person who becomes, beneficially and solely or
jointly, a holder, including, but not limited to, a deemed holder who manages shares for another holder pursuant
to a discretionary investment agreement, of more than 5% of the total issued shares of a company listed on a
Japanese stock exchange (including ADSs representing such shares) must file a report concerning theshareholding with the Director of the relevant local finance bureau. A similar report must be filed, with certain
exceptions, if the percentage of shares held by a holder, solely or jointly, of more than 5% of the total issued
shares of a company increases or decreases by 1% or more, or if any change to a material matter set forth in any
previously filed reports occurs.
Based on information known to Toyota or can be ascertained from public filings, the following table sets
forth the beneficial ownership of holders of more than 5% of Toyota’s common stock as of the most recent
practicable date.

Name of Beneficial Owner

Toyota Industries Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Number of
Shares(in thousands)

Percentage ofSharesIssued215,640

6.25

On December 1, 2010, Toyota Industries Corporation filed a report with the Tokai Local Finance Bureau
indicating that it increased its ownership in Toyota from 5.00% to 6.02%.
According to The Bank of New York Mellon, depositary for Toyota’s ADSs, as of March 31, 2011,85,866,758 shares of Toyota’s common stock were held in the form of ADRs and there were 2,302 ADR holdersof record in the United States. According to Toyota’s register of shareholders, as of March 31, 2011, there were652,568 holders of common stock of record worldwide. As of March 31, 2011, there were 233 record holders of
Toyota’s common stock with addresses in the United States, whose shareholdings represented approximately
12.6% of the issued common stock on that date. Because some of these shares were held by brokers or othernominees, the number of record holders with addresses in the United States might not fully show the number ofbeneficial owners in the United States.
None of Toyota’s shares of common stock entitles the holder to any preferential voting rights.
To the extent known to Toyota, Toyota is not owned or controlled, directly or indirectly, by anothercorporation, any foreign government or any natural or legal person.
Toyota knows of no arrangements the operation of which may at a later time result in a change of control.
7.B RELATED PARTY TRANSACTIONSBusiness Relationships
Toyota purchases materials, supplies and services from numerous suppliers throughout the world in theordinary course of business, including Toyota’s equity-method affiliates and those firms with which certain
members of Toyota’s board of directors are affiliated. Toyota purchased materials, supplies and services from104

these affiliated entities in the amount of ¥3,655.1 billion in fiscal 2011. Toyota also sells its products and services
to Toyota’s equity-method affiliates and firms with which certain members of Toyota’s board of directors areaffiliated. Toyota sold products and services to these affiliated entities in the amount of ¥1,612.3 billion in
fiscal 2011. Toyota believes all of these purchase and sale transactions were arm’s-length transactions. Seenote 12 of Toyota’s consolidated financial statements for additional information regarding Toyota’s investments
in and transactions with affiliated companies.
Loans
Toyota regularly has trade accounts and other receivables by, and accounts payable to, Toyota’s equitymethod affiliates and firms with which certain members of Toyota’s board of directors are affiliated. Toyota hadoutstanding trade accounts and other receivables by these affiliated entities in the amount of ¥204.4 billion as ofMarch 31, 2011. Toyota had outstanding trade accounts and other payables to these affiliated entities in theamount of ¥352.5 billion as of March 31, 2011.
Toyota, from time to time, provides short- to medium-term loans to its affiliates, as well as loans under aloan program established by certain subsidiaries to assist their executives and directors with the purchase ofhomes. As of March 31, 2011, an aggregate amount of ¥11.9 billion in loans was outstanding to its equitymethod affiliates. As of March 31, 2011, an aggregate amount of ¥27.8 billion in loans was outstanding to thoseof its affiliates not accounted for under the equity method, which are 20% to 50% owned by Toyota. As of
March 31, 2011, the largest loan outstanding to any such equity-method affiliate was a loan of ¥9.6 billion at a
fixed rate. Toyota believes that each of these loans was entered into in the ordinary course of business.
7.C INTERESTS OF EXPERTS AND COUNSEL
Not applicable.
ITEM 8. FINANCIAL INFORMATION
8.A CONSOLIDATED STATEMENTS AND OTHER FINANCIAL INFORMATION
1-3. Consolidated Financial Statements. Toyota’s audited consolidated financial statements are included under“Item 18 — Financial Statements”. Except for Toyota’s consolidated financial statements included under
Item 18, no other information in this annual report has been audited by Toyota’s auditors.
4.

Not applicable.

5.

Not applicable.

6.

Export Sales. See “Operating and Financial Review and Prospects — Operating Results — Overview —Geographical Breakdown”.

7.

Legal and Arbitration Proceedings. See “Information on the Company — Business Overview — Legal
Proceedings”.

8.

Dividend Policy. See “Key Information — Selected Financial Data — Dividend Information”.

8.B SIGNIFICANT CHANGES
Except as disclosed in this annual report, there have been no significant changes since the date of Toyota’s
latest annual financial statements.

105

ITEM 9. THE OFFER AND LISTING
9.A LISTING DETAILSThe following table sets forth for the periods shown the reported high and low sales prices of the common
stock on the Tokyo Stock Exchange and the ADSs on the New York Stock Exchange.
Tokyo
Stock Exchange
Price per Share
High
Low

New York
Stock Exchange
Price per ADS
High
Low

Fiscal Year Ended March 31,

2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥8,350
7,850
5,670
4,200
3,955

¥5,430
4,830
2,650
3,270
2,800

$138.00
128.12106.7491.78
93.90$94.52
96.91
57.68
67.90
67.56

4,040
4,150
3,890
4,200
3,830
3,280
3,340
3,955

3,270
3,380
3,300
3,270
3,030
2,806
2,800
2,830

83.54
87.43
85.06
91.78
81.65
74.67
79.81
93.90

67.90
73.65
75.07
71.55
68.05
67.56
69.33
77.36

3,335
3,595
3,955
3,865
3,380
3,425

3,200
3,240
3,345
2,830
3,095
3,165

79.81
86.10
93.74
93.90
81.00
84.00

76.84
78.70
82.34
77.36
75.85
78.62

Financial Quarter Ended:

June 30, 2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
September 30, 2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
December 31, 2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
March 31, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
June 30, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
September 30, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
December 31, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
March 31, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Month Ended:

December 31, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
January 31, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
February 28, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
March 31, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
April 30, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
May 31, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
9.B PLAN OF DISTRIBUTION
Not applicable.
9.C MARKETSThe primary trading market for Toyota’s common stock is the Tokyo Stock Exchange. The common stock isalso listed on the Nagoya Stock Exchange and three other regional stock exchanges in Japan.
Since September 29, 1999, American Depositary Shares, each equal to two shares of Toyota’s common
stock and evidenced by American Depositary Receipts, have been traded and listed on the New York Stock
Exchange through a sponsored ADR facility operated by The Bank of New York Mellon, as depositary. Prior tothat time, Toyota’s ADSs were listed on the Nasdaq SmallCap Market through five unsponsored ADR facilities.
Toyota’s common stock is also listed on the London Stock Exchange.

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9.D SELLING SHAREHOLDERS
Not applicable.
9.E DILUTION
Not applicable.
9.F EXPENSES OF THE ISSUE
Not applicable.
ITEM 10. ADDITIONAL INFORMATION
10.A SHARE CAPITAL
Not applicable.
10.B MEMORANDUM AND ARTICLES OF ASSOCIATION
Except as otherwise stated, set forth below is information relating to Toyota’s common stock, including
brief summaries of the relevant provisions of Toyota’s articles of incorporation and share handling regulations, as
currently in effect, and of the Corporation Act, Act Concerning Book-Entry Transfer of Corporate Bonds, Sharesand Other Securities (the “Book-Entry Transfer Act”) and related legislation.
GeneralToyota’s authorized number of shares as of March 31, 2011 was 10,000,000,000 shares, of which
3,447,997,492 shares were issued. Toyota does not issue share certificates for its shares. In accordance with the
Corporation Act, the Book-Entry Transfer Act and Toyota’s articles of incorporation, Toyota’s shares arerecorded or registered on (i) Toyota’s register of shareholders and (ii) transfer account books of the Japan
Securities Depository Center, Inc. (“JASDEC”) which is a book-entry transfer institution and securities firms,
banks or other account management institutions. The transfer of shares will generally become effective once thetransfer is recorded in the transferee’s account. In order to assert shareholders’ rights against Toyota, ashareholder must generally have his or her name and address recorded or registered on Toyota’s register ofshareholders. A shareholder can assert minority shareholders’ rights (shareholders’ rights for which Toyota has
not set a record date) against Toyota if JASDEC provides an individual shareholder notice to Toyota upon theshareholder’s request. The shareholder of deposited shares underlying the ADSs is the depositary for the ADSs.
Accordingly, holders of ADSs will not be able directly to assert shareholders’ rights.
A shareholder must have a transfer account to transfer shares. Shareholders who do not have a transfer
account with JASDEC must have an account with an account management institution that directly or indirectly
has a transfer account with JASDEC. Once Toyota decides on the record date for its shareholders’ meeting or
makes a request to JASDEC based on justifiable grounds, JASDEC will promptly provide to Toyota names,
addresses and other information with respect to Toyota’s shareholders who are recorded on the transfer accountbooks of JASDEC or account management institutions. Upon receiving such information, Toyota will record or
register such information received from JASDEC on its register of shareholders. Accordingly, holders of shares
recorded or registered on Toyota’s register of shareholders will be treated as shareholders of Toyota and may
exercise rights, such as voting rights, and will receive dividends (if any) and notices to shareholders directly fromToyota. Shareholders wishing to assert minority shareholders’ rights against Toyota must request an individual
shareholder notice to JASDEC or the account management institution at which the shareholder has opened atransfer account. In response to such request, JASDEC will provide the individual shareholders notice to Toyota.
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The shareholder may assert his or her minority shareholders’ rights against Toyota for a period of four weeks
after the date the individual shareholder notice is provided to Toyota. The shares held by a person who is deemedto hold additional shares according to the transfer account books are aggregated for these purposes.
Corporate Purpose
Article 2 of Toyota’s articles of incorporation states that its purpose is to engage in the following
businesses:•

the manufacture, sale, leasing and repair of:•

motor vehicles, industrial vehicles, ships, aircraft, other transportation machinery and apparatus,
spacecraft and space machinery and apparatus, and parts thereof;•

industrial machinery and apparatus, other general machinery and apparatus, and parts thereof;•electrical machinery and apparatus, and parts thereof; and•measuring machinery and apparatus, medical machinery and apparatus, and parts thereof;•

the manufacture and sale of ceramics and products of synthetic resins, and materials thereof;•

the manufacture, sale and repair of construction materials and equipment, furnishings and fixtures forresidential buildings;•

the planning, designing, supervision, execution and undertaking of construction works, civil engineering
works, land development, urban development and regional development;•

the sale, purchase, leasing, brokerage and management of real estate;•

the service of information processing, information communications and information supply and thedevelopment, sale and leasing of software;•

the design and development of product sales systems that utilize networks such as the Internet;•

the sale, leasing and maintenance of computers included within such systems, and sale of products by
utilizing such systems;•

the inland transportation, marine transportation, air transportation, stevedoring, warehousing andtourism businesses;•

the printing, publishing, advertising and publicity, general leasing, security and workers dispatch
businesses;•

the credit card operations, purchase and sale of securities, investment consulting, investment trust
operation, and other financial services;•

the operation and management of such facilities as parking lots, showrooms, educational facilities,
medical care facilities, sports facilities, marinas, airfields, food and drink stands and restaurants, lodging
facilities, retail stores and others;•

the non-life insurance agency business and the life insurance agency business;•the production and processing by using biotechnology of agricultural products including trees, and thesale of such products;•

the sale of goods related to each of the preceding items and mineral oil; and•the conducting of engineering, consulting, invention and research relating to each of the preceding items
and the utilization of such invention and research, and any businesses incidental to or related to any ofthe preceding items.

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Dividends
Dividends — General
Toyota normally pays dividends twice per year, including an interim dividend and a year-end dividend.
Although Toyota’s articles of incorporation provide that retained earnings can be distributed as dividends
pursuant to the resolution of its board of directors, Toyota’s board of directors recommends the payment ofyear-end dividends to shareholders and pledgees of record as of March 31 in each year. Year-end dividends areusually paid to the shareholders immediately following approval of the dividends at the general shareholders’meeting, normally around the end of June of each year. In addition to these year-end dividends, Toyota may pay
interim dividends in the form of cash distributions from its distributable surplus to shareholders and pledgees ofrecord as of September 30 in each year by resolution of its board of directors. Toyota normally pays the interim
dividend in late November.
In addition, under the Corporation Act, dividends may be paid to shareholders and pledgees of record as ofany record date, other than those specified above, as set forth by Toyota’s articles of incorporation or as
determined by its board of directors from time to time. Toyota’s articles of incorporation also permit Toyota to
pay dividends, in addition to interim dividends mentioned in the preceding paragraph, by a resolution of its boardof directors. Toyota has incorporated such a provision into its articles of incorporation in order to enable a
flexible capital policy. Under the Corporation Act, dividends may be distributed in cash or (except in the case ofinterim dividends mentioned in the preceding paragraph) in kind, subject to limitations on distributable surplus
and to certain other conditions.
Dividends — Distributable amountUnder the Corporation Act, Toyota is permitted to make distributions of surplus to the extent that theaggregate book value of the assets to be distributed to shareholders does not exceed the distributable amountprovided for by the Corporation Act and the ordinance of the Ministry of Justice as at the effective date of such
distribution of surplus.
The amount of surplus at any given time shall be the amount of Toyota’s assets and the book value ofToyota’s treasury stock after subtracting and adding the amounts of the items provided for by the Corporation
Act and the ordinance of the Ministry of Justice.
Dividends — Prescription
Under its articles of incorporation, Toyota is not obligated to pay any dividends in cash which are left
unclaimed for a period of three years after the date on which they first became payable.
Capital Accounts
The amount of the cash or assets paid or contributed by subscribers for new shares (with certain exceptions)is required to be accounted for as stated capital, although Toyota may account for an amount not exceeding
one-half of such cash or assets as additional paid-in capital.
Under the Corporation Act, Toyota may reduce its additional paid-in capital and legal reserve without
limitation on the amount to be reduced, generally, by a resolution of a general shareholders’ meeting and if so
decided by the same resolution, may account for the whole or any part of the amount of the reduction of
additional paid-in capital as stated capital. The whole or any part of surplus which may be distributed as
dividends may also be transferred to stated capital by a resolution of a general shareholders’ meeting.

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Stock Splits
Toyota may at any time split the outstanding shares into a greater number of shares by a resolution of theboard of directors. Toyota must give public notice of the stock split, specifying a record date for the stock split,
not less than two weeks prior to the record date.
Consolidation of Shares
Toyota may at any time consolidate shares in issue into a smaller number of shares by a special shareholders
resolution (as defined in “Voting Rights”). When a consolidation of shares is to be made, Toyota must give
public notice of certain matters two weeks prior to the effective date of the consolidation. Toyota must disclose
the reason for the consolidation of shares at a general shareholders’ meeting.
Japanese Unit Share System
General. Consistent with the requirements of the Corporation Act, Toyota’s articles of incorporation
provide that 100 shares constitute one “unit”. Although the number of shares constituting a unit is included in thearticles of incorporation, any amendment to the articles of incorporation reducing (but not increasing) the numberof shares constituting a unit or eliminating the provisions for the unit of shares may be made by a resolution of
the board of directors rather than by a special shareholders resolution, which is otherwise required for amending
the articles of incorporation. The number of shares constituting one unit, however, cannot exceed 1,000 shares.
Voting Rights under the Unit Share System. Under the unit share system, shareholders have one voting
right for each unit of shares that they hold. Any number of shares less than a full unit will carry no voting rights.
Purchase by Toyota of Shares Constituting Less Than a Unit. A holder of shares constituting less than afull unit may require Toyota to purchase those shares at their market value in accordance with the provisions of
Toyota’s share handling regulations.
Surrender of American Depositary Shares. ADR holders will only be permitted to surrender ADRs andwithdraw underlying shares constituting an integral number of a whole unit. If a holder surrenders an ADR
including ADRs representing shares that do not constitute an integral number of whole units, the depositary will
deliver to that holder only those shares which constitute a whole unit. The depositary will then issue to the holder
a new ADR representing the remaining shares. Holders of an ADR that represents less than a whole unit ofunderlying shares will be unable to withdraw the underlying shares. As a result, those holders will be unable torequire Toyota to purchase their shares to the extent those shares constitute less than one whole unit.
Voting Rights
Toyota holds its ordinary general shareholders’ meeting each year. In addition, Toyota may hold anextraordinary general shareholders’ meeting whenever necessary by giving at least two weeks’ advance notice.
Under the Corporation Act, notice of any shareholders’ meeting must be given to each shareholder having voting
rights or, in the case of a non-resident shareholder, to his or her resident proxy or mailing address in Japan inaccordance with Toyota’s share handling regulations, at least two weeks prior to the date of the meeting.
A holder of shares constituting one or more whole units is entitled to one vote per unit of shares subject tothe limitations on voting rights set forth in this paragraph. In general, under the Corporation Act, a resolution canbe adopted at a general shareholders’ meeting by a majority of the shares having voting rights represented at themeeting. The Corporation Act and Toyota’s articles of incorporation require a quorum for the election of
directors and corporate auditors of not less than one-third of the total number of outstanding shares having voting
rights. Toyota’s shareholders are not entitled to cumulative voting in the election of directors. A corporateshareholder, the management of which is substantially under Toyota’s control as provided by an ordinance of the
Ministry of Justice, either through the holding of voting rights or for any other reason, does not have voting
rights.
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Shareholders may exercise their voting rights by attending the general shareholders’ meeting or in writingby mail. Shareholders who choose to exercise their voting rights by mail must fill out and return to Toyota thevoting right exercise form enclosed with the convocation notice of the general shareholders’ meeting by the datespecified in such convocation notice. In addition, from the general shareholders’ meeting for fiscal 2009,
shareholders may exercise their voting rights through the internet. Shareholders electing to exercise their voting
rights through the internet must log on to the “Website to Exercise Voting Rights” using the login ID andtemporary password provided in the voting right exercise form enclosed with the convocation notice and submit
their votes by a date specified in the convocation notice, following instructions appearing on the website.
Institutional investors may also use the Electronic Proxy Voting Platform operated by Investor Communications
Japan (ICJ) to exercise their voting rights through the use of the Internet, if such institutional investor applies to
use the platform in advance. Shareholders may also exercise their voting rights through proxies, provided thatthose proxies are also shareholders who have voting rights. Toyota may refuse a shareholder having two or more
proxies attend a general shareholders’ meeting.
The Corporation Act provides that a quorum of at least one-third of outstanding shares with voting rights
must be present at a shareholders’ meeting to approve any material corporate actions such as:(1) any amendment of the articles of incorporation with certain exceptions in which a shareholders’
resolution is not required;(2) acquisition of its own shares from a specific party;(3) consolidation of shares;(4) any issue or transfer of its shares at a “specially favorable” price (or any issue of stock acquisitionrights or bonds with stock acquisition rights at “specially favorable” conditions by Toyota) to any
persons other than shareholders;(5) the removal of a corporate auditor;(6) the exemption of liability of a director or corporate auditor with certain exceptions;(7) a reduction of stated capital which meets certain requirements with certain exceptions;(8) a distribution of in-kind dividends which meets certain requirements;(9) dissolution, merger, or consolidation with certain exceptions in which a shareholders’ resolution is
not required;(10) the transfer of the whole or a material part of the business;(11) the taking over of the entire business of any other corporation with certain exceptions in which ashareholders’ resolution is not required;(12) share exchange or share transfer for the purpose of establishing 100% parent-subsidiary
relationships with certain exceptions in which a shareholders’ resolution is not required; or(13) company split with certain exceptions in which a shareholders’ resolution is not required.
At least two-thirds of the shares having voting rights represented at the meeting must approve these actions.
The voting rights of holders of ADSs are exercised by the depositary based on instructions from those
holders.
Rights to be Allotted Shares
Holders of shares have no preemptive rights under Toyota’s articles of incorporation. Under the Corporation
Act, the board of directors may, however, determine that shareholders shall be given rights to be allotted sharesor stock acquisition rights on request in connection with a particular issue or transfer of shares, or issue of stock111

acquisition rights, respectively. In this case, such rights must be given on uniform terms to all shareholders as ofa specified record date by at least two weeks’ prior public notice to shareholders of the record date.
Rights to be allotted shares are nontransferable. However, a shareholder may be allotted stock acquisitionrights without consideration thereto, and may transfer such rights.
Liquidation Rights
In the event of a liquidation of Toyota, the assets remaining after payment of all debts, liquidation expenses
and taxes will be distributed among the shareholders in proportion to the respective number of shares they own.
Liability to Further Calls or Assessments
All of Toyota’s currently outstanding shares, including shares represented by the ADSs, are fully paid andnonassessable.
Transfer Agent
Mitsubishi UFJ Trust and Banking Corporation is the transfer agent for the shares. Mitsubishi UFJ Trust andBanking Corporation’s office is located at 4-5, Marunouchi 1-chome, Chiyoda-ku, Tokyo, 100-8212 Japan.
Mitsubishi UFJ Trust and Banking Corporation maintains Toyota’s register of shareholders and records transfersof record ownership upon receiving notification from JASDEC.
Record Date
The close of business on March 31 is the record date for Toyota’s year-end dividends, if paid. A holder ofshares constituting one or more whole units who is recorded or registered as a holder on Toyota’s register at theclose of business as of March 31 is also entitled to exercise shareholders’ voting rights at the ordinary generalshareholders’ meeting with respect to the business year ending on March 31. The close of business on
September 30 of each year is the record date for interim dividends, if paid. In addition, Toyota may set a record
date for determining the shareholders entitled to other rights and for other purposes by giving at least two weeks’prior public notice.
The shares generally trade ex-dividend or ex-rights in the Japanese stock exchanges on the second business
day before a record date (or if the record date is not a business day, the third business day prior thereto), for the
purpose of dividends or rights offerings.
Acquisition by Toyota of Shares
Toyota may acquire its own shares (i) through a stock exchange on which such shares are listed or by wayof tender offer (pursuant to an ordinary resolution of a general shareholders’ meeting or a resolution of the boardof directors), (ii) by purchase from a specific party (pursuant to a special resolution of a general shareholders’meeting) or (iii) from a subsidiary of Toyota (pursuant to a resolution of the board of directors). When suchacquisition is made by Toyota from a specific party other than a subsidiary of Toyota, any other shareholder may
make a demand to a representative director, more than five calendar days prior to the relevant shareholders’meeting, that Toyota also purchase the shares held by such shareholder. However, the acquisition of its own
shares at a price not exceeding the market price to be provided under an ordinance of the Ministry of Justice will
not trigger the right of any shareholder to include him/her as the seller of his/her shares in such proposed
purchase.
Any such acquisition of shares must satisfy certain requirements that the total amount of the acquisition
price may not exceed the amount of the distributable dividends. See “— Dividends”.
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Shares acquired by Toyota may be held by it for any period or may be cancelled by resolution of the boardof directors. Toyota may also transfer to any person the shares held by it, subject to a resolution of the board of
directors, and subject also to other requirements applicable to the issuance of new shares. Toyota may also utilize
its treasury stock for the purpose of transfer to any person upon exercise of stock acquisition rights or for the
purpose of acquiring another company by way of merger, share exchange or corporate split through exchange oftreasury stock for shares or assets of the acquired company.
The Corporation Act generally prohibits any subsidiary of Toyota from acquiring shares of Toyota.
Acquisition or Disposition of Shares or ADS
Under the Foreign Exchange and Foreign Trade Law and the cabinet orders and ministerial ordinances
thereunder (collectively, the “Foreign Exchange Regulations”), all aspects of regulations on foreign exchange
and foreign trade transactions are, with minor exceptions (which are not generally applicable to the purchase andsale of Toyota’s shares), only subject to post transaction reporting requirements. Acquisitions and dispositions ofshares of common stock or ADS by non-residents of Japan (including foreign corporations not resident in Japan)
are generally not subject to this reporting requirement. However, the Minister of Finance has the power toimpose a licensing requirement for transactions in limited circumstances.
Report of Substantial Shareholdings
The Financial Instruments and Exchange Law of Japan and regulations under the Law require any person
who has become a holder (together with its related persons) of more than 5% of the total issued shares of acompany listed on any Japanese stock exchange (including ADSs representing such shares) to file with the
Director of a competent Local Finance Bureau, within five business days, a report concerning thoseshareholdings. A similar report must also be filed to reflect any change of 1% or more in any shareholding or any
change in material matters set out in reports previously filed. Any such report shall be filed with the Director of acompetent Local Finance Bureau through the Electronic Disclosure for Investor’s Network (EDINET) system.
Copies of any report must also be furnished to the company. For this purpose, shares issuable to a shareholder
upon exercise of stock acquisition rights are taken into account in determining both the number of shares held bythat stock acquisition rights holder and the company’s total issued shares.
10.C MATERIAL CONTRACTS
All contracts concluded by Toyota during the two years preceding this filing were entered into in theordinary course of business.
10.D EXCHANGE CONTROLSThe Foreign Exchange Regulations govern the acquisition and holding of shares of capital stock of Toyota
by “exchange non-residents” and by “foreign investors”. The Foreign Exchange Regulations currently in effectdo not, however, affect transactions between exchange non-residents to purchase or sell shares outside Japan
using currencies other than Japanese yen.
Exchange non-residents are:•individuals who do not reside in Japan; and•corporations whose principal offices are located outside Japan.

Generally, branches and other offices of non-resident corporations that are located within Japan are regarded
as residents of Japan. Conversely, branches and other offices of Japanese corporations located outside Japan are
regarded as exchange non-residents.
113Foreign investors are:•individuals who are exchange non-residents;•

corporations or other organizations that are organized under the laws of foreign countries or whose
principal offices are located outside of Japan; and•corporations (1) of which 50% or more of their voting rights are held directly or indirectly by
individuals who are exchange non-residents and/or corporations or other organizations (a) that areorganized under the laws of foreign countries or (b) whose principal offices are located outside of Japanor (2) a majority of whose officers, or officers having the power of representation, are individuals whoare exchange non-residents.

In general, the acquisition of shares of a Japanese company (such as the shares of capital stock of Toyota)
by an exchange non-resident from a resident of Japan is not subject to any prior filing requirements. In certain
limited circumstances, however, the Minister of Finance may require prior approval of an acquisition of this type.
While prior approval, as described above, is not required, in the case where a resident of Japan transfers shares ofa Japanese company (such as the shares of capital stock of Toyota) for consideration exceeding ¥100 million toan exchange non-resident, the resident of Japan who transfers the shares is required to report the transfer to the
Minister of Finance within 20 days from the date of the transfer, unless the transfer was made through a bank,securities company or financial futures trader licensed under Japanese law.
If a foreign investor acquires shares of a Japanese company that is listed on a Japanese stock exchange (suchas the shares of capital stock of Toyota) and, as a result of the acquisition, the foreign investor, in combination
with any existing holdings, directly or indirectly holds 10% or more of the issued shares of the relevant company,
the foreign investor, with certain exceptions, must file a report of the acquisition with the Minister of Finance andany other competent Ministers having jurisdiction over that Japanese company by the 15th day of the monthfollowing the month in which the date of the acquisition falls. In limited circumstances, such as where the foreign
investor is in a country that is not listed on an exemption schedule in the Foreign Exchange Regulations, a priornotification of the acquisition must be filed with the Minister of Finance and any other competent Ministers, who
may then modify or prohibit the proposed acquisition.
Under the Foreign Exchange Regulations, dividends paid on, and the proceeds of sales in Japan of, shares
held by non-residents of Japan may in general be converted into any foreign currency and repatriated abroad.
Under the terms of the deposit agreement pursuant to which Toyota’s ADSs are issued, the Depositary is
required, to the extent that in its judgment it can convert yen on a reasonable basis into dollars and transfer the
resulting dollars to the United States, to convert all cash dividends that it receives in respect of deposited shares
into dollars and to distribute the amount received (after deduction of applicable withholding taxes) to the holders
of ADSs.
10.E TAXATION
The following discussion is a general summary of the principal U.S. federal income and Japanese national
tax consequences of the acquisition, ownership and disposition of shares of common stock or ADSs. Thissummary does not purport to address all material tax consequences that may be relevant to holders of shares ofcommon stock or ADSs, and does not take into account the specific circumstances of any particular investors,some of which (such as tax-exempt entities, banks, insurance companies, broker-dealers, traders in securities thatelect to use a mark-to-market method of accounting for their securities holdings, regulated investmentcompanies, real estate investment trusts, partnerships and other pass-through entities, investors liable for the U.S.
alternative minimum tax, investors that own or are treated as owning 10% or more of Toyota’s voting stock,investors that hold shares of common stock or ADSs as part of a straddle, hedge, conversion transaction or otherintegrated transaction and U.S. Holders (as defined below) whose functional currency is not the U.S. dollar) may
be subject to special tax rules. This summary is based on the tax laws and regulations of the United States andJapan, judicial decisions, published rulings and administrative pronouncements all as in effect on the date hereof,114

as well as on the current income tax convention between the United States and Japan (the “Treaty”), as described
below, all of which are subject to change (possibly with retroactive effect), and to differing interpretations.
For purposes of this discussion, a “U.S. Holder” is any beneficial owner of shares of common stock or
ADSs that, for U.S. federal income tax purposes, is:1.

an individual who is a citizen or resident of the United States,2.

a corporation (or other entity taxable as a corporation for U.S. federal income tax purposes)
organized in or under the laws of the United States, any state thereof, or the District of Columbia,

3.

an estate the income of which is subject to U.S. federal income tax without regard to its source, or

4.

a trust that is subject to the primary supervision of a U.S. court and the control of one or more
U.S. persons, or that has a valid election in effect under applicable Treasury regulations to betreated as a U.S. person.

An “Eligible U.S. Holder” is a U.S. Holder that:1.

is a resident of the United States for purposes of the Treaty,2.

does not maintain a permanent establishment in Japan (a) with which the shares of common stockor ADSs are effectively connected and through which the U.S. holder carries on or has carried on
business, or (b) of which the shares of common stock or ADSs form part of the business property,
and3.

is eligible for benefits under the Treaty with respect to income and gain derived in connection
with the shares of common stock or ADSs.

This summary does not address any aspects of U.S. federal tax law other than income taxation, and does notdiscuss any aspects of Japanese tax law other than such income taxation, as limited to national taxes, inheritanceand gift taxation. This summary also does not cover any state or local, or non-U.S., non-Japanese tax
considerations. Investors are urged to consult their tax advisors regarding the U.S. federal, state and local andJapanese and other tax consequences of acquiring, owning and disposing of shares of common stock or ADSs. In
particular, where relevant, investors are urged to confirm their status as Eligible U.S. Holders with their tax
advisors and to discuss with their tax advisors any possible consequences of their failure to qualify as Eligible
U.S. Holders. In addition, this summary is based in part upon the representations of the depositary and theassumption that each obligation in the deposit agreement, and in any related agreement, will be performed inaccordance with its terms.
In general, for purposes of the Treaty and for U.S. federal income and Japanese income tax purposes,
owners of ADRs evidencing ADSs will be treated as the owners of the shares of common stock represented bythose ADSs, and exchanges of shares of common stock for ADSs, and exchanges of ADSs for shares of common
stock, will not be subject to U.S. federal income or Japanese income tax.
The discussion below is intended for general information only and does not constitute a complete analysisof all tax consequences relating to ownership of shares of common stock or ADSs. Prospective purchasers ofshares of common stock or ADSs should consult their own tax advisors concerning the tax consequences of
their particular situations.
Japanese Taxation
The following is a summary of the principal Japanese tax consequences (limited to national taxes) to
non-residents of Japan or non-Japanese corporations without permanent establishments in Japan (“non-resident
Holders”) who are holders of shares of common stock or of ADSs. The following information regarding taxationin Japan is based on interpretation as of June 20, 2011 of Japan’s tax authorities regarding the same. Tax laws
115

and treaties and their interpretations may change (including with retroactive effect). Toyota will not revise thissummary on the basis of any such change occurring after the date of this annual report.
Generally, non-resident Holders are subject to Japanese withholding tax on dividends paid by Japanese
corporations. Stock splits are, in general, not a taxable event.
In the absence of an applicable tax treaty, convention or agreement reducing the maximum rate of Japanese
withholding tax or allowing exemption from Japanese withholding tax, the rate of Japanese withholding tax
applicable to dividends paid by Japanese corporations to non-resident Holders is generally 20 percent, provided,with respect to dividends paid on listed shares issued by a Japanese corporation (such as the shares of common
stock or ADSs of Toyota) to non-resident Holders, other than any individual shareholder who holds 5 percent ormore of the total issued shares issued by the relevant Japanese corporation, the aforementioned 20 percent
withholding tax rate is reduced to (i) 7 percent for dividends due and payable on or before December 31, 2011,
and (ii) 15 percent for dividends due and payable on or after January 1, 2012. At the date of this annual report,
Japan has income tax treaties, conventions or agreements whereby the above-mentioned withholding tax rate is
reduced, in most cases to 15 percent or 10 percent for portfolio investors (15 percent under the income tax
treaties with, among other countries, Belgium, Canada, Denmark, Finland, Germany, Ireland, Italy, Luxembourg,
the Netherlands, New Zealand, Norway, Singapore, Spain, Sweden and Switzerland, and 10 percent under theincome tax treaties with Australia, France, the U.K. and the United States.)
Under the Treaty, the maximum rate of Japanese withholding tax which may be imposed on dividends paidby a Japanese corporation to an Eligible U.S. Holder that is a portfolio investor is generally reduced to 10 percentof the gross amount actually distributed, and dividends paid by a Japanese corporation to an Eligible U.S. Holderthat is a pension fund are exempt from Japanese income tax by way of withholding or otherwise unless such
dividends are derived from the carrying on of a business, directly or indirectly, by such pension fund.
If the maximum tax rate provided for in the income tax treaty applicable to dividends paid by Toyota to any
particular non-resident Holder is lower than the withholding tax rate otherwise applicable under Japanese tax law
or if any particular non-resident Holder is exempt from Japanese income tax with respect to such dividends under
the income tax treaty applicable to such particular non-resident Holder, such non-resident Holder who is entitledto a reduced rate of or exemption from Japanese withholding tax on payment of dividends on shares of common
stock by Toyota is required to submit an Application Form for Income Tax Convention Regarding Relief fromJapanese Income Tax on Dividends (together with any other required forms and documents) in advance throughthe withholding agent to the relevant tax authority before the payment of dividends. A standing proxy for
non-resident Holders of a Japanese corporation may provide this application service. With respect to ADSs, thisreduced rate or exemption is applicable if the Depositary or its agent submits, together with other documents, two
Application Forms (one before payment of dividends, the other within eight months after the recording dateconcerning such payment of dividends) to the Japanese tax authority. To claim this reduced rate or exemption,
any relevant non-resident Holder of ADSs will be required to file a proof of taxpayer status, residence andbeneficial ownership (as applicable) and to provide other information or documents as may be required by the
Depositary. A non-resident Holder who is entitled, under an applicable income tax treaty, to a reduced treaty rate
lower than the withholding tax rate otherwise applicable under Japanese tax law or an exemption from thewithholding tax, but failed to submit the required application in advance, will be entitled to claim the refund ofwithholding taxes withheld in excess of the rate under an applicable tax treaty (if such non-resident Holder isentitled to a reduced treaty rate under the applicable income tax treaty) or the whole of the withholding tax
withheld (if such non-resident Holder is entitled to an exemption under the applicable income tax treaty) bycomplying with a certain subsequent filing procedure. Toyota does not assume any responsibility to ensurewithholding at the reduced rate, or exemption therefrom, for non-resident Holders who would be so eligible
under an applicable tax treaty but where the required procedures as stated above are not followed.
Gains derived from the sale of shares of common stock or ADSs outside Japan by a non-resident Holder
holding such shares of common stock or ADSs as portfolio investors are, in general, not subject to Japanese116

income tax or corporation tax under Japanese law. Eligible U.S. Holders are not subject to Japanese income or
corporation tax with respect to such gains under the Treaty so long as filings required under Japanese law are
made.
Japanese inheritance and gift taxes at progressive rates may be payable by an individual who has acquired
shares of common stock or ADSs as a legatee, heir or donee even though neither the individual nor the deceased
nor donor is a Japanese resident.
Holders of shares of common stock or ADSs should consult their tax advisors regarding the effect of thesetaxes and, in the case of U.S. Holders, the possible application of the Estate and Gift Tax Treaty between the U.S.
and Japan.
U.S. Federal Income Taxation
U.S. Holders
The following discussion is a summary of the principal U.S. federal income tax consequences to U.S.
Holders that hold those shares of common stock or ADSs as capital assets (generally, for investment purposes).
Taxation of Dividends
Subject to the passive foreign investment company (“PFIC”) rules discussed below, the gross amount of any
distribution made by Toyota in respect of shares of common stock or ADSs (without reduction for Japanese
withholding taxes) will constitute a taxable dividend to the extent paid out of current or accumulated earnings
and profits, as determined under U.S. federal income tax principles. The U.S. dollar amount of such a dividend
generally will be included in the gross income of a U.S. Holder, as ordinary income, when actually or
constructively received by the U.S. Holder, in the case of shares of common stock, or by the depositary, in thecase of ADSs. Dividends paid by Toyota will not be eligible for the dividends-received deduction generally
allowed to U.S. corporations in respect of dividends received from other U.S. corporations.
Under current law, dividends received on shares and ADSs of certain foreign corporations in taxable years
beginning before January 1, 2013 by non-corporate U.S. investors may be subject to U.S. federal income tax atlower rates than other types of ordinary income if certain conditions are met. Dividends received by
non-corporate U.S. Holders with respect to shares of common stock or ADSs of Toyota are expected to beeligible for these reduced rates of tax. U.S. Holders should consult their own tax advisors regarding the eligibilityof such dividends for a reduced rate of tax.
The U.S. dollar amount of a dividend paid in Japanese yen will be determined based on the Japanese yen/
U.S. dollar exchange rate in effect on the date that the dividend is included in the gross income of the U.S.
Holder, regardless of whether the payment is converted into U.S. dollars on that date. Generally, any gain or loss
resulting from currency exchange fluctuations during the period from the date the dividend payment is includedin the gross income of a U.S. Holder through the date that payment is converted into U.S. dollars (or otherwise
disposed of) will be treated as U.S. source ordinary income or loss. U.S. Holders should consult their own tax
advisors regarding the calculation and U.S. federal income tax treatment of foreign currency gain or loss.
To the extent, if any, that the amount of any distribution received by a U.S. Holder in respect of shares ofcommon stock or ADSs exceeds Toyota’s current and accumulated earnings and profits, as determined under
U.S. federal income tax principles, the distribution first will be treated as a tax-free return of capital to the extent
of the U.S. Holder’s adjusted tax basis in those shares or ADSs, and thereafter will be treated as U.S. source
capital gain.
Distributions of additional shares of common stock that are made to U.S. Holders with respect to theirshares of common stock or ADSs, and that are part of a pro rata distribution to all of Toyota’s shareholders,
generally will not be subject to U.S. federal income tax.
117

For U.S. foreign tax credit purposes, dividends included in gross income by a U.S. Holder in respect ofshares of common stock or ADSs will constitute income from sources outside the United States, and will
generally be “passive category income” or, in the case of certain U.S. Holders, “general category income”.
Subject to generally applicable limitations under U.S. federal income tax law and the Treaty, any Japanese
withholding tax imposed in respect of a Toyota dividend may be claimed as a credit against the U.S. federal
income tax liability of a U.S. Holder, or alternatively as a deduction in the computation of such U.S. Holder’staxable income, if the U.S. Holder does not elect to claim a credit for any foreign taxes paid or accrued for the
taxable year. Special rules generally will apply to the calculation of foreign tax credits in respect of dividend
income that qualifies for preferential U.S. federal income tax rates. Additionally, special rules apply toindividuals whose foreign source income during the taxable year consists entirely of “qualified passive income”
and whose creditable foreign taxes paid or accrued during the taxable year do not exceed $300 ($600 in the caseof a joint return). Further, under some circumstances, a U.S. Holder that:(i) has held shares of common stock or ADSs for less than a specified minimum period, or(ii) is obligated to make payments related to Toyota dividends,
will not be allowed a foreign tax credit for Japanese taxes imposed on Toyota dividends.
U.S. Holders are urged to consult their tax advisors regarding the availability of the foreign tax credit under
their particular circumstances.
Taxation of Capital Gains and Losses
In general, upon a sale or other taxable disposition of shares of common stock or ADSs, a U.S. Holder willrecognize gain or loss for U.S. federal income tax purposes in an amount equal to the difference between theamount realized on the sale or other taxable disposition and the U.S. Holder’s adjusted tax basis in those sharesof common stock or ADSs. A U.S. Holder generally will have an adjusted tax basis in a share of common stockor an ADS equal to its U.S. dollar cost. Subject to the PFIC rules discussed below, gain or loss recognized on thesale or other taxable disposition of shares of common stock or ADSs generally will be capital gain or loss and, if
the U.S. Holder’s holding period for those shares or ADSs exceeds one year, will be long-term capital gain or
loss. Non-corporate U.S. Holders, including individuals, currently are eligible for preferential rates of U.S.
federal income tax in respect of long-term capital gains. Under U.S. federal income tax law, the deduction ofcapital losses is subject to limitations. Any gain or loss recognized by a U.S. Holder in respect of the sale or otherdisposition of shares of common stock or ADSs generally will be treated as U.S. source income or loss for U.S.
foreign tax credit purposes.
Deposits and withdrawals of common stock in exchange for ADSs will not result in the realization of gainor loss for U.S. federal income tax purposes.
Passive Foreign Investment Companies
A non-U.S. corporation generally will be classified as a PFIC for U.S. federal income tax purposes in any
taxable year in which, after applying look-through rules, either (1) at least 75% of its gross income is passive
income, or (2) on average at least 50% of the gross value of its assets is attributable to assets that produce passive
income or are held for the production of passive income. Passive income for this purpose generally includes
dividends, interest, royalties, rents and gains from commodities and securities transactions. The PFIC
determination is made annually and generally is based on the value of a non-U.S. corporation’s assets (including
goodwill) and composition of its income.
Toyota does not believe that it was a PFIC for U.S. federal income tax purposes for its taxable year ended
March 31, 2011, and intends to continue its operations in such a manner that it will not become a PFIC in the
future. Because the PFIC determination is made annually and the application of the PFIC rules to a corporationsuch as Toyota (which among other things is engaged in leasing and financing through several subsidiaries) is not118entirely clear, no assurances can be made regarding determination of its PFIC status in the current or any futuretaxable year. If Toyota is determined to be a PFIC, U.S. Holders could be subject to additional U.S. federal
income taxes on gain recognized with respect to the shares of common stock or ADSs and on certain
distributions. In addition, an interest charge may apply to the portion of the U.S. federal income tax liability onsuch gains or distributions treated under the PFIC rules as having been deferred by the U.S. Holder. Moreover,dividends that a non-corporate U.S. Holder receives from Toyota will not be eligible for the reduced U.S. federal
income tax rates on dividends described above if Toyota is a PFIC either in the taxable year of the dividend or
the preceding taxable year. If a U.S. Holder owns shares of common stock or ADSs in any taxable year in which
Toyota is a PFIC, such U.S. Holder generally would be required to file Internal Revenue Service (“IRS”) Form
8621 (or other form specified by the U.S. Department of the Treasury) with the U.S. Holder’s U.S. federal
income tax return in each year that Toyota is a PFIC. Toyota will inform U.S. Holders if it believes that it will beclassified as a PFIC in any taxable year.
Prospective investors should consult their own tax advisors regarding the potential application of the PFIC
rules to shares of common stock or ADSs.
Non-U.S. Holders
The following discussion is a summary of the principal U.S. federal income tax consequences to beneficial
owners of shares of common stock or ADSs that are neither U.S. Holders nor partnerships, nor entities taxable aspartnerships for U.S. federal income tax purposes (“Non-U.S. Holders”).
A Non-U.S. Holder generally will not be subject to any U.S. federal income or withholding tax on
distributions received in respect of shares of common stock or ADSs unless the distributions are effectively
connected with the conduct by the Non-U.S. Holder of a trade or business within the United States (and, if anapplicable tax treaty requires, are attributable to a U.S. permanent establishment or fixed base of such Non-U.S.
Holder).
A Non-U.S. Holder generally will not be subject to U.S. federal income tax in respect of gain recognized ona sale or other disposition of shares of common stock or ADSs, unless:(i)the gain is effectively connected with a trade or business conducted by the Non-U.S. Holder within the
United States (and, if an applicable tax treaty requires, is attributable to a U.S. permanent establishment
or fixed base of such Non-U.S. Holder), or(ii) the Non-U.S. Holder is an individual who was present in the United States for 183 or more days in the
taxable year of the disposition and other conditions are met.
Income that is effectively connected with a U.S. trade or business of a Non-U.S. Holder, and, if an income
tax treaty applies and so requires, is attributable to a U.S. permanent establishment or fixed base of the Non-U.S.
Holder, generally will be taxed in the same manner as the income of a U.S. Holder. In addition, under certain
circumstances, any effectively connected earnings and profits realized by a corporate Non-U.S. Holder may besubject to an additional “branch profits tax” at the rate of 30% or at a lower rate that may be prescribed by anapplicable income tax treaty.
Backup Withholding and Information Reporting
In general, information reporting requirements will apply to dividends paid to a U.S. Holder in respect ofshares of common stock or ADSs, and to the proceeds received upon the sale, exchange or redemption of theshares of common stock or ADSs within the United States by U.S. Holders. Furthermore, backup withholding
may apply to those amounts (currently at a 28% rate) if a U.S. Holder fails to provide an accurate taxpayer
identification number, to certify that such U.S. Holder is not subject to backup withholding or to otherwise
comply with the applicable requirements of the backup withholding requirements.
119Dividends paid to a Non-U.S. Holder in respect of shares of common stock or ADSs, and proceeds received
upon the sale, exchange or redemption of shares of common stock or ADSs by a Non-U.S. Holder, generally are
exempt from information reporting and backup withholding under current U.S. federal income tax law. However,a Non-U.S. Holder may be required to provide certification of non-U.S. status in order to obtain that exemption.
Persons required to establish their exempt status generally must provide such certification under penalty of
perjury on IRS Form W-9, entitled Request for Taxpayer Identification Number and Certification, in the case of
U.S. persons, and on IRS Form W-8BEN, entitled Certificate of Foreign Status of Beneficial Owner for UnitedStates Tax Withholding (or other appropriate IRS Form W-8), in the case of non-U.S. persons. Backup
withholding is not an additional tax. The amount of backup withholding imposed on a payment generally may beclaimed as a credit against the holder’s U.S. federal income tax liability provided that the required information isproperly furnished to the IRS in a timely manner.
Recent Legislative Developments
Newly enacted legislation requires certain U.S. Holders who are individuals, estates or trusts to pay up to an
additional 3.8% tax on, among other things, dividends and capital gains for taxable years beginning after
December 31, 2012. In addition, certain U.S. Holders who are individuals that hold certain foreign financial
assets (which may include shares of common stock or ADSs) are required to report information relating to such
assets, subject to certain exceptions. U.S. Holders should consult their tax advisors regarding the effect, if any, of
this legislation on their ownership and disposition of shares of common stock or ADSs.
THE SUMMARY OF U.S. FEDERAL INCOME AND JAPANESE NATIONAL TAX CONSEQUENCESSET OUT ABOVE IS INTENDED FOR GENERAL INFORMATION PURPOSES ONLY. PROSPECTIVE
PURCHASERS OF COMMON STOCK OR ADSs ARE URGED TO CONSULT WITH THEIR OWN TAXADVISORS WITH RESPECT TO THE PARTICULAR TAX CONSEQUENCES TO THEM OF OWNING ORDISPOSING OF COMMON STOCK OR ADSs, BASED ON THEIR PARTICULAR CIRCUMSTANCES.
10.F DIVIDENDS AND PAYING AGENTS
Not applicable.
10.G STATEMENT BY EXPERTS
Not applicable.
10.H DOCUMENTS ON DISPLAY
Toyota files annual reports on Form 20-F and reports on Form 6-K with the SEC. You may read and copy
this information at the SEC’s Public Reference Room at 100 F Street, N.E., Room 1580, Washington,
D.C. 20549 or by accessing the SEC’s home page (http://www.sec.gov). You can also request copies of the
documents, upon payment of a duplicating fee, by writing to the Public Reference Section of the SEC. Please callthe SEC at 1-800-SEC-0330 for further information on the operation of the Public Reference Room. In addition,
Toyota’s reports, proxy statements and other information may be inspected at the offices of the New York Stock
Exchange, 20 Broad Street, New York, New York 10005. Copies of the documents referred to herein may also beinspected at Toyota’s offices by contacting Toyota at 1 Toyota-cho, Toyota City, Aichi Prefecture 471-8571,
Japan, attention: Financial Reporting Department, Accounting Division, telephone number: 81-565-28-2121.
10.I SUBSIDIARY INFORMATION
Not applicable.

120

ITEM 11. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
Market Risk Disclosures
Toyota is exposed to market risk from changes in foreign currency exchange rates, interest rates, certain
commodity and equity security prices. In order to manage the risk arising from changes in foreign currency
exchange rates and interest rates, Toyota enters into a variety of derivative financial instruments.
A description of Toyota’s accounting policies for derivative instruments is included in note 2 to theconsolidated financial statements and further disclosure is provided in notes 20 and 21 to the consolidated
financial statements.
Toyota monitors and manages these financial exposures as an integral part of its overall risk management
program, which recognizes the unpredictability of financial markets and seeks to reduce the potentially adverse
effects on Toyota’s operating results.
The financial instruments included in the market risk analysis consist of all of Toyota’s cash and cash
equivalents, marketable securities, finance receivables, securities investments, long-term and short-term debt andall derivative financial instruments. Toyota’s portfolio of derivative financial instruments consists of forward
foreign currency exchange contracts, foreign currency options, interest rate swaps, interest rate currency swap
agreements and interest rate options. Anticipated transactions denominated in foreign currencies that are coveredby Toyota’s derivative hedging are not included in the market risk analysis. Although operating leases are notrequired to be included, Toyota has included these instruments in determining interest rate risk.
Foreign Currency Exchange Rate Risk
Toyota has foreign currency exposures related to buying, selling and financing in currencies other than thelocal currencies in which it operates. Toyota is exposed to foreign currency risk related to future earnings orassets and liabilities that are exposed due to operating cash flows and various financial instruments that are
denominated in foreign currencies. Toyota’s most significant foreign currency exposures relate to the U.S. dollar
and the euro.
Toyota uses a value-at-risk analysis (“VAR”) to evaluate its exposure to changes in foreign currency
exchange rates. The VAR of the combined foreign exchange position represents a potential loss in pre-tax
earnings that was estimated to be ¥148.9 billion and ¥107.6 billion at March 31, 2010 and 2011, respectively.
Based on Toyota’s overall currency exposure (including derivative positions), the risk during fiscal 2011 to
pre-tax cash flow from currency movements was on average ¥96.5 billion, with a high of ¥107.6 billion and a
low of ¥88.2 billion.
The VAR was estimated by using a Monte Carlo Simulation Method and assumed a 95% confidence levelon the realization date and a 10-day holding period.
Interest Rate Risk
Toyota is subject to market risk from exposures to changes in interest rates based on its financing, investing
and cash management activities. Toyota enters into various financial instrument transactions to maintain thedesired level of exposure to the risk of interest rate fluctuations and to minimize interest expense. The potential
decrease in fair value resulting from a hypothetical 100 basis point upward shift in interest rates would beapproximately ¥67.8 billion as of March 31, 2010 and ¥139.6 billion as of March 31, 2011.
There are certain shortcomings inherent to the sensitivity analyses presented. The model assumes thatinterest rate changes are instantaneous parallel shifts in the yield curve. However, in reality, changes are rarely
instantaneous. Although certain assets and liabilities may have similar maturities or periods to repricing, they121

may not react correspondingly to changes in market interest rates. Also, the interest rates on certain types ofassets and liabilities may fluctuate with changes in market interest rates, while interest rates on other types ofassets may lag behind changes in market rates. Finance receivables are less susceptible to prepayments wheninterest rates change and, as a result, Toyota’s model does not address prepayment risk for automotive related
finance receivables. However, in the event of a change in interest rates, actual loan prepayments may deviatesignificantly from the assumptions used in the model.
Commodity Price Risk
Commodity price risk is the possibility of higher or lower costs due to changes in the prices of commodities,
such as non-ferrous alloys (e.g., aluminum), precious metals (e.g., palladium, platinum and rhodium) and ferrous
alloys, which Toyota uses in the production of motor vehicles. Toyota does not use derivative instruments tohedge the price risk associated with the purchase of those commodities and controls its commodity price risk byholding minimum stock levels.
Equity Price Risk
Toyota holds investments in various available-for-sale equity securities that are subject to price risk. The
fair value of available-for-sale equity securities was ¥852.7 billion as of March 31, 2010 and ¥960.2 billion as ofMarch 31, 2011. The potential change in the fair value of these investments, assuming a 10% change in prices,would be approximately ¥85.3 billion as of March 31, 2010 and ¥96.0 billion as of March 31, 2011.
ITEM 12. DESCRIPTION OF SECURITIES OTHER THAN EQUITY SECURITIES
12.A DEBT SECURITIES
Not applicable.
12.B WARRANTS AND RIGHTS
Not applicable.
12.C OTHER SECURITIES
Not applicable.

122

12.D AMERICAN DEPOSITARY SHARESFees and Charges for Holders of American Depositary Receipts
The Bank of New York Mellon, as depositary for the ADSs (the “Depositary”) collects its fees for delivery
and surrender of ADSs directly from investors depositing shares or surrendering ADSs for the purpose ofwithdrawal or from intermediaries acting for them. The Depositary collects fees for making distributions toinvestors by deducting those fees from the amounts distributed or by selling a portion of distributable property to
pay the fees. The Depositary may generally refuse to provide fee-attracting services until its fees for thoseservices are paid.
Persons depositing or withdrawing shares must pay:For:

$5.00 (or less) per 100 ADSs (or portion of 100 ADSs)•

Issuance of ADSs, including issuances resulting
from a distribution, sale or exercise of shares orrights or other property•

Cancellation of ADSs for the purpose ofwithdrawal including if the deposit agreement
terminates$0.02 (or less) per ADS•

Any cash distribution to ADS registered holders

A fee equivalent to the fee that would be payable if
securities distributed to the ADR holder had been sharesand the shares had been deposited for issuance of ADSs•

Distribution of securities distributed to holders
of deposited securities which are distributed by
the depositary to ADS registered holders

Registration fees•

Registration of transfer of shares on Toyota’sshare register to the name of the depositary or its
nominee or the custodian or its nominee whenshares are deposited or withdrawn

Expenses of the depositary•

Cable, telex and facsimile transmissions (whenexpressly provided in the deposit agreement)•

Converting foreign currency to US dollars•

As necessary

Taxes and other governmental charges the depositary or
the custodian have to pay on any ADS or share
underlying an ADS

Fees Incurred in Fiscal 2011
For fiscal 2011, the Depositary paid Toyota’s continuing annual stock exchange listing fees.

Fees to be Paid in the Future
The Depositary has agreed to reimburse Toyota for expenses Toyota incurs that are related to themaintenance of the ADS program. The Depositary has agreed to pay the standard out-of-pocket maintenancecosts for the ADRs, which includes the expenses of postage and envelopes for mailing annual reports, printing
and distributing dividend checks, stationery, postage, facsimile, and telephone calls. It has also agreed toreimburse Toyota annually for the continuing listing fees as well as investor relations expenses and/or any otherprogram related expenses. There are limits on the amount of expenses for which the Depositary will reimburse
Toyota, but the amount of reimbursement available to Toyota is not tied to the amount of fees investors pay to
the Depositary.
123

PART IIITEM 13. DEFAULTS, DIVIDEND ARREARAGES AND DELINQUENCIESNone.
ITEM 14. MATERIAL MODIFICATIONS TO THE RIGHTS OF SECURITY HOLDERS AND USE OF
PROCEEDSNone.
ITEM 15. CONTROLS AND PROCEDURES(a) DISCLOSURE CONTROLS AND PROCEDURES
Toyota performed an evaluation of the effectiveness of the design and operation of its disclosure controls
and procedures as of the end of the fiscal 2011. Disclosure controls and procedures are designed to ensure thatthe material financial and non-financial information required to be disclosed in the Form 20-F that Toyota files
under the Exchange Act is accumulated and communicated to its management, including the chief executive
officer and the principal accounting and financial officer. The disclosure controls and procedures also ensuresthat the Form 20-F that it files under the Exchange Act is recorded, processed, summarized and reported within
the time periods specified in the Commission’s rules and forms. The evaluation was performed under thesupervision of Toyota’s Chairman of the Board and the Executive Vice President. Toyota’s disclosure controls
and procedures are designed to provide reasonable assurance of achieving its objectives. Managerial judgment
was necessary to evaluate the cost-benefit relationship of possible controls and procedures. The Chairman of theBoard and the Executive Vice President have concluded that Toyota’s disclosure controls and procedures are
effective at the reasonable assurance level.
(b) MANAGEMENT’S ANNUAL REPORT ON INTERNAL CONTROL OVER FINANCIALREPORTING
Toyota’s management is responsible for establishing and maintaining effective internal control overfinancial reporting. Internal control over financial reporting is a process designed to provide reasonable assurance
regarding the reliability of financial reporting and the preparation of financial statements for external purposes inaccordance with U.S. GAAP. Toyota’s internal control over financial reporting includes those policies andprocedures that:(i)pertain to the maintenance of records that in reasonable detail, accurately and fairly reflect thetransactions and dispositions of Toyota’s assets;(ii) provide reasonable assurance that transactions are recorded as necessary to permit preparation offinancial statements in accordance with U.S. GAAP, and that Toyota’s receipts and expenditures arebeing made only in accordance with authorizations of Toyota’s management and directors; and(iii) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use,
or disposition of Toyota’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect
misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that
controls may become inadequate because of changes in conditions, or that the degree of compliance with thepolicies or procedures may deteriorate.
Toyota’s management conducted an evaluation of the effectiveness of internal control over financial
reporting based on the framework in “Internal Control — Integrated Framework” issued by the Committee ofSponsoring Organizations of the Treadway Commission.
124Based on this evaluation, management concluded that Toyota’s internal control over financial reporting was
effective as of March 31, 2011.
PricewaterhouseCoopers Aarata, an independent registered public accounting firm that audited theconsolidated financial statements included in this report, has also audited the effectiveness of Toyota’s internal
control over financial reporting as of March 31, 2011, as stated in its report included herein.
(c) ATTESTATION REPORT OF THE REGISTERED PUBLIC ACCOUNTING FIRM
Toyota’s independent registered public accounting firm, PricewaterhouseCoopers Aarata, has issued an
audit report on the effectiveness of Toyota’s internal control over financial reporting. This report appears in
Item 18.
(d) CHANGES IN INTERNAL CONTROL OVER FINANCIAL REPORTING
There have been no changes in Toyota’s internal control over financial reporting during fiscal 2011 thathave materially affected, or are reasonably likely to materially affect, Toyota’s internal control over financial
reporting.
ITEM 16. [RESERVED]ITEM 16A. AUDIT COMMITTEE FINANCIAL EXPERT
Toyota maintains a corporate auditor system, in accordance with the Corporation Act. Toyota’s board ofcorporate auditors is comprised of seven corporate auditors, four of whom are outside corporate auditors. Eachcorporate auditor has been appointed at Toyota’s shareholders’ meetings and has certain statutory powers
independently, including auditing the business affairs and accounts of Toyota.
Toyota’s board of corporate auditors has determined that it does not have an “audit committee financial
expert” serving on the board of corporate auditors. The qualifications for, and powers of, the corporate auditor
delineated in the Corporation Act are different from those anticipated for any audit committee financial expert.
Corporate auditors have the authority to be given reports from a certified public accountant or an accounting firm
concerning audits, including technical accounting matters. At the same time, each corporate auditor has theauthority to consult internal and external experts on accounting matters. Each corporate auditor must fulfill therequirements under Japanese laws and regulations and otherwise follow Japanese corporate governance practices
and, accordingly, Toyota’s board of corporate auditors has confirmed that it is not necessarily in Toyota’s bestinterest to nominate as corporate auditor a person who meets the definition of audit committee financial experts.
Although Toyota does not have an audit committee financial expert on its board of corporate auditors, Toyota
believes that Toyota’s current corporate governance system, taken as a whole, including the corporate auditors’ability to consult internal and external experts, is fully equivalent to a system having an audit committee financial
expert on its board of corporate auditors.
ITEM 16B. CODE OF ETHICS
Toyota has adopted a code of ethics that applies to its directors and managing officers, including its
principal executive officer, principal financial officer, principal accounting officer or controller, or persons
performing similar functions. A copy of Toyota’s code of ethics is included as an exhibit to this annual report on
Form 20-F.
ITEM 16C. PRINCIPAL ACCOUNTANT FEES AND SERVICES
PricewaterhouseCoopers Aarata has audited the financial statements of Toyota included in this annual reporton Form 20-F.
125

The following table presents the aggregate fees for professional services and other services rendered byPricewaterhouseCoopers Aarata and the various network and member firms of PricewaterhouseCoopers to
Toyota in fiscal 2010 and fiscal 2011.
Yen in millions
2010
2011

Audit Fees(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Audit-related Fees(2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Tax Fees(3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
All Other Fees(4) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

3,072
83
487
174
3,816

3,332
54
490
231
4,107

(1) Audit Fees consist of fees billed for the annual audit services engagement and other audit services, which
are those services that only the external auditor reasonably can provide, and include the services of annual
audit, quarterly reviews and assessment and reviews of the effectiveness of internal controls over financial
reporting of Toyota and its subsidiaries and affiliates; the services associated with SEC registration
statements or other documents issued in connection with securities offerings such as comfort letters andconsents; and consultations as to the accounting or disclosure treatment of transactions or events.
(2) Audit-related Fees consist of fees billed for assurance and related services that are reasonably related to theperformance of the audit or review of its financial statements or that are traditionally performed by theexternal auditor, and mainly include services such as due diligence; agreed-upon or expanded audit
procedures; internal control reviews and assistance; review of the effectiveness of the internal audit
function; assistance with implementation of the requirements of SEC rules pursuant to the Sarbanes-Oxley
Act; and financial statement audits of employee benefit plans.
(3) Tax Fees include fees billed for tax compliance services, including services such as tax planning, advice andcompliance of federal, state, local and international tax; the review of tax returns; assistance with tax audits
and appeals; tax-only valuation services including transfer pricing and cost segregation studies; expatriate
tax assistance and compliance.
(4) All Other Fees primarily include fees billed for risk management advisory services of assessment andtesting of security infrastructure controls; advisory services relating to accounting manual and accounting
control; advisory services relating to establishment of a new subsidiary; assistance with continuing
education and training; and services providing information related to automotive market conditions andsales networks.
Policies and Procedures of the Board of Corporate Auditors
Below is a summary of the current policies and procedures of the board of corporate auditors for the
pre-approval of audit and permissible non-audit services performed by Toyota’s independent public accountants.
Under the policy, the Representative Directors submit a request for general pre-approval of audit andpermissible non-audit services for the following fiscal year, which shall include details of the specific services
and estimated fees for the services, to the board of corporate auditors, which reviews and determines whether or
not to grant the request by the end of March of the fiscal year. Upon the general pre-approval of the board ofcorporate auditors, the Representative Directors are not required to obtain any specific pre-approval for audit andpermissible non-audit services so long as those services fall within the scope of the general pre-approval
provided.
The board of corporate auditors makes a further determination of whether or not to grant a request to revise
the general pre-approval for the applicable fiscal year if such request is submitted by the Representative
Directors. Such request may include (i) adding any audit or permissible non-audit services other than the ones
listed in the general pre-approval and (ii) obtaining services that are listed in the general pre-approval but of126

which the total fee amount exceeds the amount affirmed by the general pre-approval. The determination ofwhether or not to grant a request to revise the general pre-approval noted in the foregoing may alternatively bemade by an Executive Corporate Auditor, who is designated in advance by a resolution of the board of corporate
auditors, in which case such Executive Corporate Auditor shall report such decision at the next meeting of theboard of corporate auditors. The performance of audit and permissible non-audit services and the payment of fees
are subject to review by the board of corporate auditors at least once every fiscal half year.
ITEM 16D. EXEMPTIONS FROM THE LISTING STANDARDS FOR AUDIT COMMITTEES
Toyota does not have an audit committee. Toyota is relying on the general exemption contained inRule 10A-3(c)(3) under the Exchange Act, which provides an exemption from the NYSE’s listing standards
relating to audit committees for foreign companies like Toyota that have a board of corporate auditors. Toyota’s
reliance on Rule 10A-3(c)(3) does not, in its opinion, materially adversely affect the ability of its board ofcorporate auditors to act independently and to satisfy the other requirements of Rule 10A-3.
ITEM 16E. PURCHASES OF EQUITY SECURITIES BY THE ISSUER AND AFFILIATED
PURCHASERS
The following table sets forth purchases of Toyota’s common stock by Toyota and its affiliated purchasers
during fiscal 2011:

Period(a)
Total
Number of
SharesPurchased(1)(b)
Average
Price Paid
per Share(Yen)(1)(c)
Total
Number of
SharesPurchased as
Part of
Publicly
Announced
Plans or
Programs(2)April 1, 2010 – April 30, 2010 . . . . . . . . . . . . . . . . . . . . . . . . .
May 1, 2010 – May 31, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . .
June 1, 2010 – June 30, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . .
July 1, 2010 – July 31, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . .
August 1, 2010 – August 31, 2010 . . . . . . . . . . . . . . . . . . . . . .
September 1, 2010 – September 30, 2010 . . . . . . . . . . . . . . . .
October 1, 2010 – October 31, 2010 . . . . . . . . . . . . . . . . . . . . .
November 1, 2010 – November 30, 2010 . . . . . . . . . . . . . . . . .
December 1, 2010 – December 31, 2010 . . . . . . . . . . . . . . . . .
January 1, 2011 – January 31, 2011 . . . . . . . . . . . . . . . . . . . . .
February 1, 2011 – February 28, 2011 . . . . . . . . . . . . . . . . . . .
March 1, 2011 – March 31, 2011 . . . . . . . . . . . . . . . . . . . . . . .

2,279
1,233
1,260
2,901
203,035
101,898
2,797
8,331,694
1,340,552
16,381
5,185,557
5,086

3,715.53
3,579.89
3,271.44
3,105.96
2,976.38
2,901.20
2,925.56
3,244.00
3,264.75
3,379.84
3,859.45
3,626.34

—
—
—
—
—
—
—
—
—
—
—
—

—
—
—
—
—
—
—
—
—
—
—
—

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

15,194,673

—

—

—

(d)
Maximum
Number of
Shares thatMay Yet Be
Purchased
Under thePlans or
Programs(2)(1) A portion of the above purchases were made as a result of holders of shares constituting less than one unit,
which is 100 shares of common stock, requesting Toyota to purchase shares that are a fraction of a unit, in
accordance with Toyota’s share handling regulations. Toyota is required to comply with such requests
pursuant to the Corporation Act. See “Memorandum and Articles of Association — Japanese Unit Share
System”.
(2) Toyota did not have any publicly announced plans or programs in place for fiscal 2011.

127

ITEM 16F. CHANGE IN REGISTRANT’S CERTIFYING ACCOUNTANT
Not applicable.
ITEM 16G. CORPORATE GOVERNANCE
Significant Differences in Corporate Governance Practices between Toyota and U.S. Companies Listed on
the NYSE
Pursuant to home country practices exemptions granted by the NYSE, Toyota is permitted to follow certain
corporate governance practices complying with Japanese laws, regulations and stock exchange rules in lieu of the
NYSE’s listing standards. The SEC approved changes to the NYSE’s listing standards related to corporate
governance practices of listed companies (the “NYSE Corporate Governance Rules”) in November 2003, as
further amended in November 2004. Toyota is exempt from the approved changes, except for requirements that(a) Toyota’s board of corporate auditors satisfies the requirements of Rule 10A-3 under the Securities Exchange
Act of 1934, as amended (the “Exchange Act”), (b) Toyota must disclose significant differences in its corporate
governance practices as compared to those followed by domestic companies under the NYSE listing standards,(c) Toyota’s principal executive officer must notify the NYSE in writing after any executive officer of Toyota
becomes aware of any non-compliance with (a) and (b), and (d) Toyota must submit annual and interim written
affirmations to the NYSE. Toyota’s corporate governance practices and those followed by domestic companies
under the NYSE Corporate Governance Rules have the following significant differences:
1. Directors. Toyota currently does not have any directors who will be deemed an “independent director” asrequired under the NYSE Corporate Governance Rules for U.S. listed companies. Unlike the NYSE Corporate
Governance Rules, the Corporation Act does not require Japanese companies with a board of corporate auditors
such as Toyota to have any independent directors on its board of directors. While the NYSE Corporate
Governance Rules require that the non-management directors of each listed company meet at regularly scheduled
executive sessions without management, Toyota currently has no non-management director on its board of
directors. Unlike the NYSE Corporate Governance Rules, the Corporation Act does not require, and accordingly
Toyota does not have, an internal corporate organ or committee comprised solely of independent directors.
2. Committees. Under the Corporation Act, Toyota has elected to structure its corporate governance system
as a company with corporate auditors, who are under a statutory duty to monitor, review and report on the
management of the affairs of Toyota. Toyota, as with other Japanese companies with a board of corporate
auditors, does not have certain committees that are required of U.S. listed companies subject to the NYSE
Corporate Governance Rules, including those that are responsible for director nomination, corporate governanceand executive compensation.
Pursuant to the Corporation Act, Toyota’s board of directors nominates and submits a proposal for theappointment of directors for shareholder approval. The shareholders vote on such nomination at the generalshareholders’ meeting. The Corporation Act requires that the respective limits or calculation formula, and kind(in case that the remuneration, bonus and any other benefits in compensation for the execution of duties(“remuneration, etc.”) are to be paid in other than cash) of remuneration, etc. to be paid to directors, and limits ofremuneration, etc. to be paid to corporate auditors, must be determined by a resolution of the generalshareholders’ meeting, unless their remuneration, etc. is provided for in the articles of incorporation. The
distribution of remuneration, etc. among each director is broadly delegated to the board of directors and the
distribution of remuneration among each corporate auditor is determined by consultation among the corporate
auditors.
3. Audit Committee. Toyota avails itself of paragraph (c)(3) of Rule 10A-3 of the Exchange Act, which
provides a general exemption from the audit committee requirements to a foreign private issuer with a board ofcorporate auditors, subject to certain requirements which continue to be applicable under Rule 10A-3.

128

Pursuant to the requirements of the Corporation Act, Toyota elects its corporate auditors through a
resolution adopted at a general shareholders’ meeting. Toyota currently has seven corporate auditors, which
exceeds the minimum number of corporate auditors required pursuant to the Corporation Act.
Unlike the NYSE Corporate Governance Rules, the Corporation Act, among others, does not require
corporate auditors to establish an expertise in accounting nor are they required to present other special knowledge
and experience. Under the Corporation Act, the board of corporate auditors may determine the auditing policies
and methods of investigating the conditions of Toyota’s business and assets, and may resolve other mattersconcerning the execution of the corporate auditor’s duties. The board of corporate auditors also prepares
auditors’ reports and gives consent to proposals of the nomination of corporate auditors and accounting auditors.
Toyota currently has four outside corporate auditors under the Corporation Act. Under the Corporation Act,at least half of the corporate auditors of Toyota must be “outside” corporate auditors, which is any person who
was not a director, accounting counselor (in the case that an accounting counselor is a legal entity, a member ofsuch entity who is in charge of its affairs), executive officer, manager, or employee of Toyota or its subsidiaries
at any time during the past. Such qualifications for an “outside” corporate auditor are different from the audit
committee independence requirement under the NYSE Corporate Governance Rules.
4. Corporate Governance Guidelines. Unlike the NYSE Corporate Governance Rules, Toyota is not
required to adopt corporate governance guidelines under Japanese laws and regulations, including the
Corporation Act, the Financial Instruments and Exchange Law of Japan and stock exchange rules. However,Toyota is required to resolve the matters at the board of directors concerning provision of the system to ensure
the execution of duties of the directors to comply with the laws, regulations and the articles of incorporation, andany other systems to ensure the adequacy of the business required under the ordinance of the Ministry of Justice(“internal control system” or “naibu-tosei”), and to disclose such matters resolved, policies and the present statusof its corporate governance in its business reports, annual securities report and certain other disclosure documentsin accordance with the regulations under the Financial Instruments and Exchange Law and stock exchange rules
in respect of timely disclosure.
5. Code of Business Conduct and Ethics. Unlike the NYSE Corporate Governance Rules, under Japaneselaws and regulations including the Corporation Act, the Financial Instruments and Exchange Law and stock
exchange rules, Toyota is not required to adopt a code of business conduct and ethics for directors, officers andemployees. Accordingly, Toyota is not required to adopt and disclose waivers of the code of business conduct
and ethics for these individuals. However, Toyota resolved to maintain a code of business conduct and ethics aspart of its “internal control system”, or “naibu-tosei”, pursuant to the Corporation Act, in order to ensure its
employees’ comply with laws, regulations and the articles of incorporation, etc. Toyota additionally maintains
guidelines and internal regulations such as “Guiding Principles at Toyota”, “Toyota Code of Conduct” and a codeof ethics pursuant to Section 406 of the Sarbanes-Oxley Act. Please see “Code of Ethics” for additional
information.
6. Shareholder Approval of Equity Compensation Plans. Unlike the NYSE Corporate Governance Rules,
under which material revisions to equity-compensation plans of listed companies are subject to shareholder
approval, pursuant to the Corporation Act, generally, the adoption of equity compensation plans for directors is
required to be approved by a majority of shareholders at the general shareholders’ meeting as the remuneration,etc. in other than cash. In addition to such approval, if Toyota desires to adopt an equity-compensation plan underwhich stock acquisition rights are granted on specially favorable terms to the recipient (except where such rights
are granted to all of its shareholders on a pro-rata basis at the same time), then Toyota obtains approval by supermajority (as defined in the Corporation Act) at the ordinary general shareholders’ meeting. Such approval isapplicable only to stock acquisition rights to be granted within one year from the date of the approval.

129

PART IIIITEM 17. FINANCIAL STATEMENTS
Not applicable.
ITEM 18. FINANCIAL STATEMENTS
The following financial statements are filed as part of this annual report on Form 20-F.

130

TOYOTA MOTOR CORPORATIONINDEX TO CONSOLIDATED FINANCIAL STATEMENTS
Page

Report of Independent Registered Public Accounting Firm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

F-2

Consolidated balance sheets at March 31, 2010 and 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

F-3

Consolidated statements of income for the years ended
March 31, 2009, 2010 and 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

F-5

Consolidated statements of shareholders’ equity for the years ended
March 31, 2009, 2010 and 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

F-6

Consolidated statements of cash flows for the years ended
March 31, 2009, 2010 and 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

F-8

Notes to consolidated financial statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

F - 10All financial statement schedules are omitted because they are not applicable or the required information isshown in the financial statements or the notes thereto.
Financial statements of 50% or less owned persons accounted for by the equity method have been omitted
because the registrant’s proportionate share of the income from continuing operations before income taxes is lessthan 20% of consolidated income (loss) from continuing operations before income taxes and the investment inand advances to each company is less than 20% of consolidated total assets.

F-1

Report of Independent Registered Public Accounting Firm
To the Shareholders and Board of Directors of
Toyota Jidosha Kabushiki Kaisha(“Toyota Motor Corporation”)
In our opinion, the consolidated financial statements listed in the accompanying index present fairly, in allmaterial respects, the financial position of Toyota Motor Corporation and its subsidiaries at March 31, 2010 and2011, and the results of their operations and their cash flows for each of the three years in the period ended
March 31, 2011 in conformity with accounting principles generally accepted in the United States of America.
Also in our opinion, the Company maintained, in all material respects, effective internal control over financial
reporting as of March 31, 2011, based on criteria established in Internal Control—Integrated Framework issued
by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). The Company’s
management is responsible for these financial statements, for maintaining effective internal control over financial
reporting and for its assessment of the effectiveness of internal control over financial reporting, included inManagement’s Annual Report on Internal Control Over Financial Reporting appearing under Item 15(b). Our
responsibility is to express opinions on these financial statements and on the Company’s internal control overfinancial reporting based on our integrated audits. We conducted our audits in accordance with the standards of
the Public Company Accounting Oversight Board (United States). Those standards require that we plan andperform the audits to obtain reasonable assurance about whether the financial statements are free of material
misstatement and whether effective internal control over financial reporting was maintained in all material
respects. Our audits of the financial statements included examining, on a test basis, evidence supporting theamounts and disclosures in the financial statements, assessing the accounting principles used and significant
estimates made by management, and evaluating the overall financial statement presentation. Our audit of internal
control over financial reporting included obtaining an understanding of internal control over financial reporting,assessing the risk that a material weakness exists, and testing and evaluating the design and operating
effectiveness of internal control based on the assessed risk. Our audits also included performing such otherprocedures as we considered necessary in the circumstances. We believe that our audits provide a reasonablebasis for our opinions.
A company’s internal control over financial reporting is a process designed to provide reasonable assurance
regarding the reliability of financial reporting and the preparation of financial statements for external purposes inaccordance with generally accepted accounting principles. A company’s internal control over financial reporting
includes those policies and procedures that (i) pertain to the maintenance of records that, in reasonable detail,accurately and fairly reflect the transactions and dispositions of the assets of the company; (ii) provide reasonableassurance that transactions are recorded as necessary to permit preparation of financial statements in accordancewith generally accepted accounting principles, and that receipts and expenditures of the company are being madeonly in accordance with authorizations of management and directors of the company; and (iii) provide reasonableassurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of thecompany’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect
misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that
controls may become inadequate because of changes in conditions, or that the degree of compliance with thepolicies or procedures may deteriorate.
/s/ PricewaterhouseCoopers Aarata
Nagoya, Japan
June 24, 2011

F-2

TOYOTA MOTOR CORPORATIONCONSOLIDATED BALANCE SHEETSASSETS
Yen in millions
March 31,
2010
2011

Current assets
Cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Time deposits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Marketable securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Trade accounts and notes receivable, less allowance for
doubtful accounts of ¥13,735 million in 2010 and¥11,856 million ($143 million) in 2011 . . . . . . . . . . . . . . . . . .
Finance receivables, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other receivables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Inventories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Prepaid expenses and other current assets . . . . . . . . . . . . . . . . . .

U.S. dollars
in millions
March 31,2011

¥ 1,865,746
392,724
1,793,165¥ 2,080,709
203,874
1,225,435$ 25,024
2,452
14,7381,886,273
4,209,496
360,379
1,422,373
632,164
511,284

1,449,151
4,136,805
306,201
1,304,242
605,884
517,454

17,42849,751
3,682
15,685
7,287
6,223

Total current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

13,073,604

11,829,755

142,270

Noncurrent finance receivables, net . . . . . . . . . . . . . . . . . . . . . . . . .

5,630,680

5,556,746

66,828Investments and other assets
Marketable securities and other securities investments . . . . . . . .
Affiliated companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Employees receivables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2,256,279
1,879,320
67,506730,997

3,571,187
1,827,331
62,158661,829

42,94921,976748
7,959

Total investments and other assets . . . . . . . . . . . . . . . . . . . .

4,934,102

6,122,505

73,632

Property, plant and equipment
Land . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Buildings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Machinery and equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vehicles and equipment on operating leases . . . . . . . . . . . . . . . .
Construction in progress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,261,349
3,693,972
9,298,967
2,613,248
226,2121,237,620
3,635,605
8,947,350
2,491,946
298,828

14,88443,724
107,605
29,9693,594

Total property, plant and equipment, at cost . . . . . . . . . . . .
Less - Accumulated depreciation . . . . . . . . . . . . . . . . . . . . . . . . .

17,093,748(10,382,847)

16,611,349(10,302,189)

199,776(123,899)

Total property, plant and equipment, net . . . . . . . . . . . . . . .

6,710,901

6,309,160

75,877

Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 30,349,287¥ 29,818,166$ 358,607

The accompanying notes are an integral part of these consolidated financial statements.
F-3

TOYOTA MOTOR CORPORATIONCONSOLIDATED BALANCE SHEETS
LIABILITIES AND SHAREHOLDERS’ EQUITY
Yen in millions
March 31,
2010
2011

U.S. dollars
in millions
March 31,2011

Current liabilities
Short-term borrowings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Current portion of long-term debt . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounts payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other payables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income taxes payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 3,279,673
2,218,324
1,956,505
572,450
1,735,930
153,387
769,945¥ 3,179,009
2,772,827
1,503,072
579,326
1,773,233
112,801
870,722$ 38,232
33,347
18,077
6,967
21,326
1,357
10,472

Total current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

10,686,214

10,790,990

129,778

Long-term liabilities
Long-term debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued pension and severance costs . . . . . . . . . . . . . . . . . . . . . . .
Deferred income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other long-term liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

7,015,409
678,677
813,221225,323

6,449,220
668,022810,127
179,783

77,561
8,034
9,743
2,162

Total long-term liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . .

8,732,630

8,107,152

97,500397,050
501,331
11,568,602(846,835)

397,050
505,760
11,835,665(1,144,721)

4,775
6,083
142,341(13,767)(1,260,425)(1,261,383)(15,170)

Total Toyota Motor Corporation shareholders’ equity . . . . . .

10,359,723

10,332,371

124,262

Noncontrolling interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

570,720587,653

7,067

Total shareholders’ equity . . . . . . . . . . . . . . . . . . . . . . . . . . . .

10,930,443

10,920,024

131,329

Commitments and contingencies
Total liabilities and shareholders’ equity . . . . . . . . . . . . . . . .

¥30,349,287¥29,818,166$358,607

Shareholders’ equity
Toyota Motor Corporation shareholders’ equity
Common stock, no par value,authorized: 10,000,000,000 shares in 2010 and 2011;
issued: 3,447,997,492 shares in 2010 and 2011 . . . . . . . . . . . . .
Additional paid-in capital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Retained earnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accumulated other comprehensive income (loss) . . . . . . . . . . . . .
Treasury stock, at cost, 312,002,149 shares in 2010 and
312,298,805 shares in 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

The accompanying notes are an integral part of these consolidated financial statements.
F-4

TOYOTA MOTOR CORPORATIONCONSOLIDATED STATEMENTS OF INCOME
Yen in millions

For the years ended March 31,
2009
2010
2011

U.S. dollars
in millions
For the year
ended
March 31,2011

Net revenues
Sales of products . . . . . . . . . . . . . . . . . . . . . . . . . .
Financing operations . . . . . . . . . . . . . . . . . . . . . . .

¥19,173,720
1,355,850¥17,724,729
1,226,244¥17,820,520
1,173,168$214,318
14,109Total net revenues . . . . . . . . . . . . . . . . . . . . . . .

20,529,570

18,950,973

18,993,688

228,427

Costs and expenses
Cost of products sold . . . . . . . . . . . . . . . . . . . . . . .
Cost of financing operations . . . . . . . . . . . . . . . . . .
Selling, general and administrative . . . . . . . . . . . .

17,468,416
987,384
2,534,781

15,971,496
712,301
2,119,660

15,985,783
629,543
1,910,083

192,252
7,571
22,972

Total costs and expenses . . . . . . . . . . . . . . . . . .

20,990,581

18,803,457

18,525,409

222,795

Operating income (loss) . . . . . . . . . . . . . . . . .

(461,011)

147,516

468,279

5,632

Other income (expense)
Interest and dividend income . . . . . . . . . . . . . . . . .
Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . .
Foreign exchange gain (loss), net . . . . . . . . . . . . . .
Other income (loss), net . . . . . . . . . . . . . . . . . . . . .

138,467(46,882)(1,815)(189,140)

78,224(33,409)
68,25130,886

90,771(29,318)
14,305
19,253

1,092
(353)
172
231

Total other income (expense) . . . . . . . . . . . . . . .

(99,370)

143,952

95,011

1,142

Income (loss) before income taxes and equity inearnings of affiliated companies . . . . . . . . . . . . . . . .

(560,381)

291,468

563,290

6,774

Provision for income taxes . . . . . . . . . . . . . . . . . . . . . . .
Equity in earnings of affiliated companies . . . . . . . . . . .

(56,442)
42,724

92,66445,408

312,821215,016

3,762
2,586

Net income (loss) . . . . . . . . . . . . . . . . . . . . . .

(461,215)

244,212465,485

5,598

Less: Net (income) loss attributable to thenoncontrolling interests . . . . . . . . . . . . . . . . . . . . . . .

24,278(34,756)(57,302)(689)¥ (436,937) ¥209,456

Net income (loss) attributable to Toyota
Motor Corporation . . . . . . . . . . . . . . . . . . .

¥408,183

Yen

$

4,909

U.S. dollars

Net income (loss) attributable to Toyota Motor
Corporation per share- Basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥(139.13) ¥

66.79

¥

130.17$

1.57- Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥(139.13) ¥

66.79

¥

130.16$

1.57

Cash dividends per share . . . . . . . . . . . . . . . . . . . . . . .

¥100.00

45.00

¥

50.00

$

0.60

¥

The accompanying notes are an integral part of these consolidated financial statements.
F-5

TOYOTA MOTOR CORPORATIONCONSOLIDATED STATEMENTS OF SHAREHOLDERS’ EQUITY
Yen in millions
Total
Accumulated
Toyota Motor
Additional
other
Treasury Corporation
Total
Common paid-in
Retained comprehensive
stock,
shareholders’ Noncontrolling shareholders’stockcapitalearnings income (loss)
at costequityinterest
equityBalances at March 31, 2008 . . . . . . . . . . ¥397,050 ¥497,569 ¥12,408,550
Equity transaction with noncontrollinginterests and other . . . . . . . . . . . . . . . . .
Issuance during the year . . . . . . . . . . . . . .
Comprehensive loss
Net loss . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income (loss)
Foreign currency translation
adjustments . . . . . . . . . . . . . .
Unrealized losses on securities,
net of reclassification
adjustments . . . . . . . . . . . . . .
Pension liability adjustments . . .

¥ (241,205) ¥(1,192,437) ¥11,869,527¥656,667¥12,526,194(30,645)(30,645)3,642(436,937)(24,278)(461,215)(381,303)(381,303)(18,865)(400,168)(293,101)(192,172)(293,101)(192,172)(13,590)(8,874)(306,691)(201,046)(1,303,513)(65,607)(1,369,120)

3,642

3,642
(436,937)

Total comprehensive loss . . . . . . . . .
Dividends paid to Toyota Motor
Corporation shareholders . . . . . . . . . . .
Dividends paid to noncontrollinginterests . . . . . . . . . . . . . . . . . . . . . . . . .
Purchase and reissuance of common
stock . . . . . . . . . . . . . . . . . . . . . . . . . . .

(439,991)(20,885)¥(1,107,781) ¥(1,260,895) ¥10,061,207¥539,530¥10,600,737(2,116)2,236(2,748)(4,864)
2,236

209,456

34,756244,212

9,894

9,894

5,721

15,615

176,40774,645

176,40774,645

4,095
98

180,50274,743

470,40244,670515,072(2,116)
2,236
209,456

Total comprehensive income . . . . . .
Dividends paid to Toyota Motor
Corporation shareholders . . . . . . . . . . .
Dividends paid to noncontrollinginterests . . . . . . . . . . . . . . . . . . . . . . . . .
Purchase and reissuance of common
stock . . . . . . . . . . . . . . . . . . . . . . . . . . .

(439,991)(20,885)(68,458)

Balances at March 31, 2009 . . . . . . . . . . ¥397,050 ¥501,211 ¥11,531,622
Equity transaction with noncontrollinginterests and other . . . . . . . . . . . . . . . . .
Issuance during the year . . . . . . . . . . . . . .
Comprehensive income
Net income . . . . . . . . . . . . . . . . . . . .
Other comprehensive income
Foreign currency translation
adjustments . . . . . . . . . . . . . .
Unrealized gains on securities,
net of reclassification
adjustments . . . . . . . . . . . . . .
Pension liability adjustments . . .

(439,991)(172,476)(68,458)(68,458)(172,476)(172,476)(10,732)

470

Balances at March 31, 2010 . . . . . . . . . . ¥397,050 ¥501,331 ¥11,568,602

470¥ (846,835) ¥(1,260,425) ¥10,359,723

470¥570,720

The accompanying notes are an integral part of these consolidated financial statements.
F-6(10,732)¥10,930,443

TOYOTA MOTOR CORPORATIONCONSOLIDATED STATEMENTS OF SHAREHOLDERS’ EQUITY (CONTINUED)
Yen in millions
Accumulated
Additional
other
Treasury
Common paid-in
Retained comprehensive
stock,
stock
capitalearnings income (loss)
at costBalances at March 31, 2010 . . . . . . . . . ¥397,050 ¥501,331 ¥11,568,602
Equity transaction with noncontrollinginterests and other . . . . . . . . . . . . . . . .
Issuance during the year . . . . . . . . . . . . .
Comprehensive income
Net income . . . . . . . . . . . . . . . . . . .
Other comprehensive income (loss)
Foreign currency translation
adjustments . . . . . . . . . . . . .
Unrealized losses on
securities, net ofreclassification
adjustments . . . . . . . . . . . . .
Pension liability
adjustments . . . . . . . . . . . . .

Total
Toyota Motor
Corporation
Total
shareholders’ Noncontrolling shareholders’equityinterest
equity¥ (846,835) ¥(1,260,425) ¥10,359,723¥570,720¥10,930,443

2,310
2,119

5,183

7,493
2,119

408,183

57,302

465,485(287,613)(287,613)(11,965)(299,578)(26,058)(26,058)(1,599)(27,657)

2,310
2,119
408,183

15,785

Total comprehensive income . . . . .
Dividends paid to Toyota Motor
Corporation shareholders . . . . . . . . . .
Dividends paid to noncontrollinginterests . . . . . . . . . . . . . . . . . . . . . . . .
Purchase and reissuance of common
stock . . . . . . . . . . . . . . . . . . . . . . . . . .

(141,120)(4,331)

11,45439,407

149,704(141,120)(958)

Balances at March 31, 2011 . . . . . . . . . ¥397,050 ¥505,760 ¥11,835,665

15,785110,297(141,120)(27,657)(27,657)¥587,653¥10,920,024(958)¥(1,144,721) ¥(1,261,383) ¥10,332,371(958)

U.S. dollars in millions
Accumulated
Additional
other
Treasury
Common paid-in
Retained comprehensive
stock,
stock
capitalearnings income (loss)
at costBalances at March 31, 2010 . . . . . . . . . $4,775 $

Equity transaction with noncontrollinginterests and other . . . . . . . . . . . . . . . .
Issuance during the year . . . . . . . . . . . . .
Comprehensive income
Net income . . . . . . . . . . . . . . . . . . .
Other comprehensive income (loss)
Foreign currency translation
adjustments . . . . . . . . . . . . .
Unrealized losses on
securities, net ofreclassification
adjustments . . . . . . . . . . . . .
Pension liability
adjustments . . . . . . . . . . . . .

6,029 $

139,129$(10,184) $Total
Toyota Motor
Corporation
Total
shareholders’ Noncontrolling shareholders’equityinterest
equity(15,158) $

28
26

6,864

$

90
26

4,909

689

5,598

(3,459)(3,459)(144)(3,603)

(314)

(314)

(19)

(333)

190

(1,697)

190

(52)

138

1,326

474

1,800

(1,697)(1,697)(333)(12)
4,775 $

6,083 $

142,341$(13,767) $(15,170) $

(333)

(12)
124,262

(12)
$

7,067

The accompanying notes are an integral part of these consolidated financial statements.
F-7

131,455

62

Total comprehensive income . . . . .

Balances at March 31, 2011 . . . . . . . . . $

$

28
26
4,909

Dividends paid to Toyota Motor
Corporation shareholders . . . . . . . . . .
Dividends paid to noncontrollinginterests . . . . . . . . . . . . . . . . . . . . . . . .
Purchase and reissuance of common
stock . . . . . . . . . . . . . . . . . . . . . . . . . .

124,591$

131,329

TOYOTA MOTOR CORPORATIONCONSOLIDATED STATEMENTS OF CASH FLOWS
Yen in millions

For the years ended March 31,
2009
2010
2011

U.S. dollars
in millions
For the year
ended
March 31,2011

Cash flows from operating activities
Net income (loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ (461,215) ¥ 244,212 ¥ 465,485 $ 5,598
Adjustments to reconcile net income (loss) to net cash
provided by operating activities
Depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1,495,170
1,414,569
1,175,573
14,138Provision for doubtful accounts and credit
losses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
257,433
100,7754,140
50
Pension and severance costs, less payments . . . . . .
(20,958)
1,254(23,414)(282)
Losses on disposal of fixed assets . . . . . . . . . . . . .
68,682
46,93736,214436
Unrealized losses on available-for-salesecurities, net . . . . . . . . . . . . . . . . . . . . . . . . . . .
220,920
2,486
7,915
95
Deferred income taxes . . . . . . . . . . . . . . . . . . . . . .
(194,990)
25,53785,7101,031
Equity in earnings of affiliated companies . . . . . . .
(42,724)(45,408)(215,016)(2,586)
Changes in operating assets and liabilities, andother(Increase) decrease in accounts and notes
receivable . . . . . . . . . . . . . . . . . . . . . . . . . .
791,481(576,711)
421,423
5,068
Decrease in inventories . . . . . . . . . . . . . . . . . .
192,379
56,05951,808623
Decrease in other current assets . . . . . . . . . . .
9,923
97,49438,307
461
Increase (decrease) in accounts payable . . . . .
(837,402)
649,214(406,210)(4,885)
Increase (decrease) in accrued income
taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(251,868)
102,207(40,629)(489)
Increase (decrease) in other current
liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . .
(41,819)
213,341
239,319
2,878
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
291,893
226,564
183,384
2,206
Net cash provided by operating
activities . . . . . . . . . . . . . . . . . . . . . . .
1,476,905
2,558,530
2,024,009
24,342
Cash flows from investing activities
Additions to finance receivables . . . . . . . . . . . . . . . . . . . (8,612,111) (7,806,201) (8,438,785) (101,488)
Collection of finance receivables . . . . . . . . . . . . . . . . . .
8,143,804
7,509,578
7,934,364
95,422
Proceeds from sales of finance receivables . . . . . . . . . .
11,2908,390
69,576837
Additions to fixed assets excluding equipment leased toothers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (1,364,582)(604,536)(629,326)(7,569)Additions to equipment leased to others . . . . . . . . . . . . .
(960,315)(833,065) (1,061,865) (12,770)
Proceeds from sales of fixed assets excluding
equipment leased to others . . . . . . . . . . . . . . . . . . . . .
47,38652,47351,342
618
Proceeds from sales of equipment leased to others . . . .
528,749
465,092
486,695
5,853
Purchases of marketable securities and security
investments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(636,030) (2,412,182) (4,421,807) (53,179)
Proceeds from sales of marketable securities andsecurity investments . . . . . . . . . . . . . . . . . . . . . . . . . .
800,42277,025
189,037
2,273
Proceeds upon maturity of marketable securities andsecurity investments . . . . . . . . . . . . . . . . . . . . . . . . . .
675,455
1,031,716
3,527,119
42,419Payment for additional investments in affiliatedcompanies, net of cash acquired . . . . . . . . . . . . . . . . .
(45)(1,020)(299)(4)
Changes in investments and other assets, and other . . . .
135,757(337,454)
177,605
2,136
Net cash used in investing activities . . . . ¥(1,230,220) ¥(2,850,184) ¥(2,116,344) $ (25,452)

The accompanying notes are an integral part of these consolidated financial statements.
F-8

TOYOTA MOTOR CORPORATIONCONSOLIDATED STATEMENTS OF CASH FLOWS (CONTINUED)
Yen in millions

For the years ended March 31,
2009
2010
2011

U.S. dollars
in millions
For the year
ended
March 31,2011

Cash flows from financing activities
Proceeds from issuance of long-term debt . . . . . . . . . . . ¥ 3,506,990 ¥ 3,178,310 ¥ 2,931,436 $ 35,255
Payments of long-term debt . . . . . . . . . . . . . . . . . . . . . . (2,704,078) (2,938,202) (2,489,632) (29,942)
Increase (decrease) in short-term borrowings . . . . . . . . .
406,507(335,363)
162,260
1,951
Dividends paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(439,991)(172,476)(141,120)(1,697)Purchase of common stock, and other . . . . . . . . . . . . . .
(70,587)(10,251)(28,617)(344)
Net cash provided by (used in) financing
activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
698,841(277,982)
434,327
5,223
Effect of exchange rate changes on cash and cash
equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(129,793)(8,898)(127,029)(1,528)Net increase (decrease) in cash and cash equivalents . . . . . . .
815,733(578,534)
214,963
2,585
Cash and cash equivalents at beginning of year . . . . . . . . . . .
1,628,547
2,444,280
1,865,746
22,439Cash and cash equivalents at end of year . . . . . . . . . . . . . . . . ¥ 2,444,280 ¥ 1,865,746 ¥ 2,080,709 $ 25,024

The accompanying notes are an integral part of these consolidated financial statements.
F-9

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS
1. Nature of operations:Toyota is primarily engaged in the design, manufacture, and sale of sedans, minivans, compact cars, sportutility vehicles, trucks and related parts and accessories throughout the world. In addition, Toyota provides
financing, vehicle and equipment leasing and certain other financial services primarily to its dealers and theircustomers to support the sales of vehicles and other products manufactured by Toyota.
2. Summary of significant accounting policies:
The parent company and its subsidiaries in Japan and its foreign subsidiaries maintain their records andprepare their financial statements in accordance with accounting principles generally accepted in Japan and thoseof their countries of domicile. Certain adjustments and reclassifications have been incorporated in theaccompanying consolidated financial statements to conform to U.S.GAAP.
Significant accounting policies after reflecting adjustments for the above are as follows:
Basis of consolidation and accounting for investments in affiliated companies The consolidated financial statements include the accounts of the parent company and those of its majorityowned subsidiary companies. All significant intercompany transactions and accounts have been eliminated.
Investments in affiliated companies in which Toyota exercises significant influence, but which it does notcontrol, are stated at cost plus equity in undistributed earnings. Consolidated net income includes Toyota’s equity
in current earnings of such companies, after elimination of unrealized intercompany profits. Investments in suchcompanies are reduced to net realizable value if a decline in market value is determined other-than-temporary.
Investments in non-public companies in which Toyota does not exercise significant influence (generally less than
a 20% ownership interest) are stated at cost. The accounts of variable interest entities as defined by U.S.GAAP
are included in the consolidated financial statements, if applicable.
Estimates The preparation of Toyota’s consolidated financial statements in conformity with U.S.GAAP requires
management to make estimates and assumptions that affect the amounts reported in the consolidated financial
statements and accompanying notes. Actual results could differ from those estimates. The more significant
estimates include: product warranties, liabilities accrued for recalls and other safety measures, allowance for
doubtful accounts and credit losses, residual values for leased assets, impairment of long-lived assets, pension
costs and obligations, fair value of derivative financial instruments, other-than-temporary losses on marketablesecurities, litigation liabilities and valuation allowance for deferred tax assets.
Translation of foreign currencies All asset and liability accounts of foreign subsidiaries and affiliates are translated into Japanese yen at
appropriate year-end current exchange rates and all income and expense accounts of those subsidiaries aretranslated at the average exchange rates for each period. The foreign currency translation adjustments areincluded as a component of accumulated other comprehensive income.
Foreign currency receivables and payables are translated at appropriate year-end current exchange rates andthe resulting transaction gains or losses are recorded in operations currently.

F-10

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Revenue recognition Revenues from sales of vehicles and parts are generally recognized upon delivery which is considered tohave occurred when the dealer has taken title to the product and the risk and reward of ownership have been
substantively transferred, except as described below.
Toyota’s sales incentive programs principally consist of cash payments to dealers calculated based on
vehicle volume or a model sold by a dealer during a certain period of time. Toyota accrues these incentives asrevenue reductions upon the sale of a vehicle corresponding to the program by the amount determined in therelated incentive program.
Revenues from the sales of vehicles under which Toyota conditionally guarantees the minimum resale value
are recognized on a pro rata basis from the date of sale to the first exercise date of the guarantee in a manner
similar to operating lease accounting. The underlying vehicles of these transactions are recorded as assets and are
depreciated in accordance with Toyota’s depreciation policy.
Revenues from retail financing contracts and finance leases are recognized using the effective yield method.
Revenues from operating leases are recognized on a straight-line basis over the lease term.
The sale of certain vehicles includes a determinable amount for the contract, which entitles customers tofree vehicle maintenance. Such revenues from free maintenance contracts are deferred and recognized as revenue
over the period of the contract, which approximates the pattern of the related costs.
Other costs Advertising and sales promotion costs are expensed as incurred. Advertising costs were ¥389,242 million,¥304,375 million and ¥308,903 million ($3,715 million) for the years ended March 31, 2009, 2010 and 2011,
respectively.
Toyota generally warrants its products against certain manufacturing and other defects. Provisions for
product warranties are provided for specific periods of time and/or usage of the product and vary depending upon
the nature of the product, the geographic location of the sale and other factors. Toyota records a provision for
estimated product warranty costs at the time the related sale is recognized based on estimates that Toyota will
incur to repair or replace product parts that fail while under warranty. The amount of accrued estimated warranty
costs is primarily based on historical experience as to product failures as well as current information on repair
costs. The amount of warranty costs accrued also contains an estimate of warranty claim recoveries to bereceived from suppliers.
In addition to product warranties above, Toyota accrues for costs of recalls and other safety measures basedon management’s estimates when it is probable a liability has been incurred and the amount of loss can bereasonably estimated. Prior to the fourth quarter of fiscal 2010, amounts were accrued based on individual
occurrences of recalls and other safety measures. During the fourth quarter of fiscal 2010, as a result ofsignificant changes in facts and circumstances, Toyota has employed an estimation model, to accrue at the timeof vehicle sale, an amount that represents management’s best estimate of expenses related to future recalls andother safety measures. The estimation model for recalls and other safety measures takes into account Toyota’s
historical experience and individual occurrences of recalls and other safety measures. This change resulted fromToyota’s fiscal 2010 experience with recalls and other safety measures changes in the operating processes suchas the establishment of the Special Committee for Global Quality to address quality-related matters, as well as
the broadening of the number of vehicles subject to recalls and other safety measures.
F-11

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Litigation liabilities are established to cover probable losses on various lawsuits based on the information
currently available. Attorneys’ fees are expensed as incurred.
Research and development costs are expensed as incurred. Research and development costs were¥904,075 million, ¥725,345 million and ¥730,340 million ($8,783 million) for the years ended March 31, 2009,2010 and 2011, respectively.
Cash and cash equivalents Cash and cash equivalents include all highly liquid investments with original maturities of three months or
less, that are readily convertible to known amounts of cash and are so near maturity that they present
insignificant risk of changes in value because of changes in interest rates.
Marketable securities Marketable securities consist of debt and equity securities. Debt and equity securities designated asavailable-for-sale are carried at fair value with unrealized gains or losses included as a component ofaccumulated other comprehensive income in shareholders’ equity, net of applicable taxes. Individual securities
classified as available-for-sale are reduced to net realizable value for other-than-temporary declines in market
value. In determining if a decline in value is other-than-temporary, Toyota considers the length of time and theextent to which the fair value has been less than the carrying value, the financial condition and prospects of thecompany and Toyota’s ability and intent to retain its investment in the company for a period of time sufficient toallow for any anticipated recovery in market value. Realized gains and losses, which are determined on the
average-cost method, are reflected in the statement of income when realized.
Security investments in non-public companies Security investments in non-public companies are carried at cost as fair value is not readily determinable. If
the value of a non-public security investment is estimated to have declined and such decline is judged to beother-than-temporary, Toyota recognizes the impairment of the investment and the carrying value is reduced toits fair value. Determination of impairment is based on the consideration of such factors as operating results,business plans and estimated future cash flows. Fair value is determined principally through the use of the latest
financial information.
Finance receivables Finance receivables are recorded at the present value of the related future cash flows including residual
values for finance leases. Incremental direct costs incurred in connection with the acquisition of financereceivables are capitalized and amortized so as to approximate a level rate of return over the term of the related
contracts.
The determination of portfolio segments is based primarily on the qualitative consideration of the nature of
Toyota’s business operations and finance receivables. The three portfolio segments within finance receivables are
as follows:
Retail receivables portfolio segment The retail receivables portfolio segment consists of retail installment sales contracts acquired mainly fromdealers (“auto loans”) including credit card loans. These contracts acquired must first meet specified credit
standards. Thereafter, Toyota retains responsibility for contract collection and administration.
F-12

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Contract period of auto loans primarily range from 2 to 7 years. Toyota acquires security interests in thevehicles financed and has the right to repossess vehicles if customers fail to meet their contractual obligations.
Almost all auto loans are non-recourse, which relieves the dealers from financial responsibility in the event of
repossession.
Toyota classifies retail receivables portfolio segment into one class based on common risk characteristics
associated with the underlying finance receivables, the similarity of the credit risks, and the quantitative
materiality.
Finance lease receivables portfolio segment Toyota acquires new vehicle lease contracts originated primarily through dealers. Contract period of theseprimarily range from 2 to 5 years. Lease contracts acquired must first meet specified credit standards after which
Toyota assumes ownership of the leased vehicle. Toyota is responsible for contract collection and administration
during the lease period.
Toyota is generally permitted to take possession of the vehicle upon a default by the lessee. The residual
value is estimated at the time the vehicle is first leased. Vehicles returned to Toyota at the end of their leases are
sold by auction.
Toyota classifies finance lease receivables portfolio segment into one class based on common risk
characteristics associated with the underlying finance receivables and the similarity of the credit risks.
Wholesale and other dealer loan receivables portfolio segment Toyota provides wholesale financing to qualified dealers to finance inventories. Toyota acquires security
interests in vehicles financed at wholesale. In cases where additional security interests would be required, Toyota
takes dealership assets or personal assets, or both, as additional security. If a dealer defaults, Toyota has the rightto liquidate any assets acquired and seek legal remedies.
Toyota also makes term loans to dealers for business acquisitions, facilities refurbishment, real estatepurchases and working capital requirements. These loans are typically secured with liens on real estate, otherdealership assets and/or personal assets of the dealers.
Toyota classifies wholesale and other dealer loan receivables portfolio segment into three classes ofwholesale, real estate and working capital, based on the risk characteristics associated with the underlying
finance receivables.
Impaired finance receivables primarily consist of wholesale and other dealer loan receivables.
For all classes of finance receivables within the wholesale and other dealer loan receivables portfolio
segment, a receivable account balance is considered impaired when it is probable that Toyota will be unable tocollect all amounts due (including principal and interest) based on current information and events according to
the terms of the contract. Factors such as payment history, compliance with terms and conditions of theunderlying loan agreement and other subjective factors related to the financial stability of the borrower are
considered when determining whether a loan is impaired. Impaired finance receivables include certain
nonaccrual receivables for which a specific reserve has been assessed. Impaired receivables are excluded fromthe loan risk pool used to determine general reserves.
F-13

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
All classes of wholesale and other dealer loan receivables portfolio segment are placed on nonaccrual statuswhen full payment of principal or interest is in doubt, principal or interest is 90 days or more contractually pastdue, whichever occurs first. Collateral dependent loans are placed on nonaccrual status if collateral is insufficient
to cover principal and interest. Interest accrued but not collected at the date a receivable is placed on nonaccrual
status is reversed against interest income. In addition, the amortization of net deferred fees is suspended.
Interest income on nonaccrual receivables is recognized only to the extent it is received in cash. Accounts
are restored to accrual status only when interest and principal payments are brought current and future payments
are reasonably assured. Receivable balances are written-off against the allowance for credit losses when it isprobable that a loss has been realized. Retail receivables class and finance lease receivables class are not placed
mainly on nonaccrual status when principal or interest is 90 days or more past due. However, these receivables
are written-off against the allowance for credit losses when payments due are no longer expected to be received
or the account is 120 days contractually past due, whichever occurs first.
As of March 31, 2010, finance receivables on nonaccrual status were ¥26,599 million.
As of March 31, 2011, finance receivables on nonaccrual status were as follows:

Retail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Finance leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Wholesale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Real estate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Working capital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Yen in millions
March 31,2011

U.S. dollars
in millions
March 31,2011

¥ 2,633
1,136
6,722
14,437
272

$ 32
14
81
173
3

¥25,200$303

As of March 31, 2010, finance receivables past due over 90 days and still accruing were ¥38,150 million.
As of March 31, 2011, finance receivables past due over 90 days and still accruing were as follows:

Retail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Finance leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Yen in millions
March 31,2011

U.S. dollars
in millions
March 31,
2011

¥23,734
4,484

$285
54

¥28,218$339

Allowance for credit losses Allowance for credit losses is established to cover probable losses on finance receivables and vehicles andequipment on operating leases, resulting from the inability of customers to make required payments.
Provision for credit losses is included in selling, general and administrative expenses. The allowance for
credit losses is based on a systematic, ongoing review and evaluation performed as part of the credit-risk
evaluation process, historical loss experience, the size and composition of the portfolios, current economic events
F-14

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
and conditions, the estimated fair value and adequacy of collateral and other pertinent factors. Vehicles andequipment on operating leases are not within the scope of accounting guidance governing the disclosure of
portfolio segments.
Retail receivables portfolio segment Toyota calculates allowance for credit losses to cover probable losses on retail receivables by applying
reserve rates to such receivables. Reserve rates are calculated mainly by historical loss experience, current
economic events and conditions and other pertinent factors.
Finance lease receivables portfolio segment Toyota calculates allowance for credit losses to cover probable losses on finance lease receivables byapplying reserve rates to such receivables. Reserve rates are calculated mainly by historical loss experience,current economic events and conditions and other pertinent factors such as used car markets.
Wholesale and other dealer loan receivables portfolio segment Toyota calculates allowance for credit losses to cover probable losses on wholesale and other dealer loan
receivables by applying reserve rates to such receivables. Reserve rates are calculated mainly by financial
conditions of the dealers, terms of collateral setting, current economic events and conditions and other pertinent
factors.
Toyota establishes specific reserves to cover the estimated losses on individually impaired receivables
within the wholesale and other dealer loan receivables portfolio segment. Specific reserves on impaired
receivables are determined by the present value of expected future cash flows or the fair value of collateral when
it is probable that such receivables will be unable to be fully collected. The fair value of the underlying collateralis used if the receivable is collateral-dependent. The receivable is determined collateral-dependent if therepayment of the loan is expected to be provided by the underlying collateral. For the receivables in which thefair value of the underlying collateral was in excess of the outstanding balance, no allowance was provided.
Specific reserves on impaired receivables within the wholesale and other dealer loan receivables portfolio
segment are recorded by an increase to the allowance for credit losses based on the related measurement of
impairment. Related collateral, if recoverable, is repossessed and sold and the account balance is written-off.
Any shortfall between proceeds received and the carrying cost of repossessed collateral is charged to theallowance. Recoveries are reversed from the allowance for credit losses.
Allowance for residual value losses Toyota is exposed to risk of loss on the disposition of off-lease vehicles to the extent that sales proceeds are
not sufficient to cover the carrying value of the leased asset at lease termination. Toyota maintains an allowanceto cover probable estimated losses related to unguaranteed residual values on its owned portfolio. The allowanceis evaluated considering projected vehicle return rates and projected loss severity. Factors considered in thedetermination of projected return rates and loss severity include historical and market information on used
vehicle sales, trends in lease returns and new car markets, and general economic conditions. Management
evaluates the foregoing factors, develops several potential loss scenarios, and reviews allowance levels todetermine whether reserves are considered adequate to cover the probable range of losses.
F-15

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
The allowance for residual value losses is maintained in amounts considered by Toyota to be appropriate inrelation to the estimated losses on its owned portfolio. Upon disposal of the assets, the allowance for residual
losses is adjusted for the difference between the net book value and the proceeds from sale.
Inventories Inventories are valued at cost, not in excess of market, cost being determined on the “average-cost” basis,
except for the cost of finished products carried by certain subsidiary companies which is determined on the“specific identification” basis or “last-in, first-out” (“LIFO”) basis. Inventories valued on the LIFO basis totaled¥199,275 million and ¥151,183 million ($1,818 million) at March 31, 2010 and 2011, respectively. Had the“first-in, first-out” basis been used for those companies using the LIFO basis, inventories would have been
¥64,099 million and ¥57,943 million ($697 million) higher than reported at March 31, 2010 and 2011,
respectively.
Property, plant and equipment Property, plant and equipment are stated at cost. Major renewals and improvements are capitalized; minor
replacements, maintenance and repairs are charged to current operations. Depreciation of property, plant andequipment is mainly computed on the declining-balance method for the parent company and Japanesesubsidiaries and on the straight-line method for foreign subsidiary companies at rates based on estimated useful
lives of the respective assets according to general class, type of construction and use. The estimated useful lives
range from 2 to 65 years for buildings and from 2 to 20 years for machinery and equipment.
Vehicles and equipment on operating leases to third parties are originated by dealers and acquired by certain
consolidated subsidiaries. Such subsidiaries are also the lessors of certain property that they acquire directly.
Vehicles and equipment on operating leases are depreciated primarily on a straight-line method over the leaseterm, generally from 2 to 5 years, to the estimated residual value. Incremental direct costs incurred in connection
with the acquisition of operating lease contracts are capitalized and amortized on a straight-line method over thelease term.
Long-lived assets Toyota reviews its long-lived assets for impairment whenever events or changes in circumstances indicatethat the carrying amount of an asset group may not be recoverable. An impairment loss would be recognizedwhen the carrying amount of an asset group exceeds the estimated undiscounted cash flows expected to result
from the use of the asset and its eventual disposition. The amount of the impairment loss to be recorded is
calculated by the excess of the carrying value of the asset group over its fair value. Fair value is determined
mainly using a discounted cash flow valuation method.
Goodwill and intangible assets Goodwill is not material to Toyota’s consolidated balance sheets.
Intangible assets consist mainly of software. Intangible assets with a definite life are amortized on a straightline basis with estimated useful lives mainly of 5 years. Intangible assets with an indefinite life are tested for
impairment whenever events or circumstances indicate that a carrying amount of an asset (asset group) may not
be recoverable.

F-16

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
An impairment loss would be recognized when the carrying amount of an asset exceeds the estimatedundiscounted cash flows used in determining the fair value of the asset. The amount of the impairment loss to berecorded is generally determined by the difference between the fair value of the asset using a discounted cash
flow valuation method and the current book value.
Employee benefit obligations Toyota has both defined benefit and defined contribution plans for employees’ retirement benefits.
Retirement benefit obligations are measured by actuarial calculations in accordance with U.S.GAAP. The funded
status of the defined benefit postretirement plans is recognized on the consolidated balance sheets as prepaid
pension and severance costs or accrued pension and severance costs, and the funded status change is recognizedin the year in which it occurs through other comprehensive income.
Environmental matters Environmental expenditures relating to current operations are expensed or capitalized as appropriate.
Expenditures relating to existing conditions caused by past operations, which do not contribute to current or
future revenues, are expensed. Liabilities for remediation costs are recorded when they are probable andreasonably estimable, generally no later than the completion of feasibility studies or Toyota’s commitment to aplan of action. The cost of each environmental liability is estimated by using current technology available andvarious engineering, financial and legal specialists within Toyota based on current law. Such liabilities do notreflect any offset for possible recoveries from insurance companies and are not discounted. There were nomaterial changes in these liabilities for all periods presented.
Income taxes The provision for income taxes is computed based on the pretax income included in the consolidated
statement of income. The asset and liability approach is used to recognize deferred tax assets and liabilities forthe expected future tax consequences of temporary differences between the carrying amounts and the tax bases ofassets and liabilities. Valuation allowances are recorded to reduce deferred tax assets when it is more likely than
not that a tax benefit will not be realized.
Derivative financial instruments Toyota employs derivative financial instruments, including forward foreign currency exchange contracts,
foreign currency options, interest rate swaps, interest rate currency swap agreements and interest rate options tomanage its exposure to fluctuations in interest rates and foreign currency exchange rates. Toyota does not use
derivatives for speculation or trading purposes. Changes in the fair value of derivatives are recorded each period
in current earnings or through other comprehensive income, depending on whether a derivative is designated aspart of a hedge transaction and the type of hedge transaction. The ineffective portion of all hedges is recognizedcurrently in operations.
Net income attributable to Toyota Motor Corporation per share Basic net income attributable to Toyota Motor Corporation per common share is calculated by dividing net
income attributable to Toyota Motor Corporation by the weighted-average number of shares outstanding during
the reported period. The calculation of diluted net income attributable to Toyota Motor Corporation per commonshare is similar to the calculation of basic net income attributable to Toyota Motor Corporation per share, exceptthat the weighted-average number of shares outstanding includes the additional dilution from the assumed
exercise of dilutive stock options.
F-17

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Stock-based compensation Toyota measures compensation expense for its stock-based compensation plan based on the grant-date fairvalue of the award, and accounts for the award.
Other comprehensive income Other comprehensive income refers to revenues, expenses, gains and losses that, under U.S.GAAP are
included in comprehensive income, but are excluded from net income as these amounts are recorded directly as
an adjustment to shareholders’ equity. Toyota’s other comprehensive income is primarily comprised of
unrealized gains/losses on marketable securities designated as available-for-sale, foreign currency translation
adjustments and adjustments attributed to pension liabilities or minimum pension liabilities associated with
Toyota’s defined benefit pension plans.
Accounting changes In June 2009, FASB issued updated guidance of accounting for and disclosure of transfers and servicing.
This guidance eliminates the concept of a qualifying special-purpose entity, changes the requirements forderecognizing financial assets, and requires additional disclosures about transfers of financial assets. Toyota
adopted this guidance from the fiscal year ended March 31, 2011. The adoption of this guidance did not have amaterial impact on Toyota’s consolidated financial statements.
In June 2009, FASB issued updated guidance of accounting for and disclosure of consolidation. This
guidance changes how a company determines when a variable interest entity should be consolidated. Toyota
adopted this guidance from the fiscal year ended March 31, 2011. The adoption of this guidance did not have amaterial impact on Toyota’s consolidated financial statements.
In July 2010, FASB issued updated disclosure guidance on receivables. This guidance requires additional
disclosures about the credit quality of financing receivables and the allowance for credit losses. Toyota adopted
this guidance from the fiscal year ended March 31, 2011. The adoption of this guidance did not have a material
impact on Toyota’s consolidated financial statements. For a further discussion of additional disclosures byadoption of this guidance, please see notes 7 and 11 to Toyota’s consolidated financial statements.
Recent pronouncements to be adopted in future periods In October 2009, FASB issued updated guidance of accounting for and disclosure of Revenue Recognition
with Multiple Deliverables. This guidance allows the use of estimated selling price for determining the selling
price of deliverables, eliminates the residual method of allocation and expands the disclosures related to a
vendor’s multiple-deliverable revenue arrangements. This guidance is effective prospectively for revenue
arrangements entered into or materially modified in fiscal year beginning on or after June 15, 2010. Management
does not expect this guidance to have a material impact on Toyota’s consolidated financial statements.
In April 2011, FASB issued updated guidance to clarify the accounting for and disclosures about troubled
debt restructurings by creditors. This guidance provides the criteria as to whether a loan modification constitutes
a troubled debt restructuring and requires additional disclosures about troubled debt restructurings. This guidanceis effective for the interim period or the fiscal year beginning on or after June 15, 2011, and shall be applied
retrospectively to the beginning of the fiscal year of adoption. Management does not expect this guidance to havea material impact on Toyota’s consolidated financial statements.

F-18

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Reclassifications Certain prior year amounts have been reclassified to conform to the presentations as of and for the year
ended March 31, 2011.
3. U.S. dollar amounts:
U.S. dollar amounts presented in the consolidated financial statements and related notes are included solely
for the convenience of the reader and are unaudited. These translations should not be construed as representations
that the yen amounts actually represent, or have been or could be converted into, U.S. dollars. For this purpose,
the rate of ¥83.15 = U.S. $1, the approximate current exchange rate at March 31, 2011, was used for thetranslation of the accompanying consolidated financial amounts of Toyota as of and for the year ended March 31,
2011.
4. Supplemental cash flow information:
Cash payments for income taxes were ¥563,368 million, ¥(207,278) million and ¥211,487 million($2,543 million) for the years ended March 31, 2009, 2010 and 2011, respectively. Interest payments during theyears ended March 31, 2009, 2010 and 2011 were ¥614,017 million, ¥445,049 million and ¥382,903 million($4,605 million), respectively.
Capital lease obligations of ¥28,953 million, ¥3,400 million and ¥10,478 million ($126 million) wereincurred for the years ended March 31, 2009, 2010 and 2011, respectively.
5. Acquisitions and dispositions:
During the years ended March 31, 2009, 2010 and 2011, Toyota made several acquisitions and dispositions,however the assets and liabilities acquired or transferred were not material.
6. Marketable securities and other securities investments:
Marketable securities and other securities investments include government bonds and common stocks forwhich the aggregate cost, gross unrealized gains and losses and fair value are as follows:

Cost

Available-for-sale
Government bonds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥2,695,248
Common stocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
555,526
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
403,776
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥3,654,550
Securities not practicable to determine fair value
Common stocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

F-19

¥

95,30425,173¥ 120,477

Yen in millions
March 31, 2010
Gross
Gross
unrealized unrealized
gains
losses¥ 24,228
369,670
17,588¥411,486¥ 64,647
72,421
1¥137,069

Fair
value

¥2,654,829
852,775
421,363¥3,928,967

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)

Cost

Available-for-sale
Government bonds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥3,174,236
Common stocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
670,405
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
561,387
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥4,406,028
Securities not practicable to determine fair value
Common stocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Securities not practicable to determine fair value
Common stocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 21,712
398,140
15,940¥435,792¥ 68,778
108,316
376¥177,470

Fair
value

¥3,127,170
960,229
576,951¥4,664,350¥ 109,203
23,069¥ 132,272

Cost

Available-for-sale
Government bonds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Common stocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Yen in millions
March 31, 2011
Gross
Gross
unrealized unrealized
gains
losses$$$$38,1758,063
6,751
52,989U.S. dollars in millions
March 31, 2011
Gross
Gross
unrealized unrealized
gains
losses

$

261
4,788
192
$ 5,241

$

827
1,303
4
$ 2,134

Fair
value

$

$

37,60911,548
6,939
56,096

1,313
278
1,591

Government bonds include 76% of Japanese government bonds, and 24% of U.S. and European government
bonds as of March 31, 2010, and 77% of Japanese government bonds, and 23% of U.S. and European
government bonds as of March 31, 2011. Listed stocks on the Japanese stock markets represent 88% and 86% ofcommon stocks which are included in available-for-sale as of March 31, 2010 and 2011, respectively. “Other”
includes primarily commercial paper.
Unrealized losses continuing over a 12 month period or more in the aggregate were not material at
March 31, 2010 and 2011.
As of March 31, 2010 and 2011, maturities of government bonds and other included in available-for-sale aremainly from 1 to 10 years.
Proceeds from sales of available-for-sale securities were ¥800,422 million, ¥77,025 million and¥189,037 million ($2,273 million) for the years ended March 31, 2009, 2010 and 2011, respectively. On thosesales, gross realized gains were ¥35,694 million, ¥3,186 million and ¥8,974 million ($108 million) and grossrealized losses were ¥1,856 million, ¥7 million and ¥87 million ($1 million), respectively.
During the years ended March 31, 2009, 2010 and 2011, Toyota recognized impairment losses onavailable-for-sale securities of ¥220,920 million, ¥2,486 million and ¥7,915 million ($95 million), respectively,
F-20

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
which are included in “Other income (loss), net” in the accompanying consolidated statements of income.
Impairment losses recognized during the year ended March 31, 2009 primarily include a loss for an other-thantemporary impairment on a certain investment for which Toyota previously recorded an exchange gain.
In the ordinary course of business, Toyota maintains long-term investment securities, included in“Marketable securities and other securities investments” and issued by a number of non-public companies which
are recorded at cost, as their fair values were not readily determinable. Management employs a systematic
methodology to assess the recoverability of such investments by reviewing the financial viability of theunderlying companies and the prevailing market conditions in which these companies operate to determine if
Toyota’s investment in each individual company is impaired and whether the impairment is other-thantemporary. Toyota periodically performs this impairment test for significant investments recorded at cost. If theimpairment is determined to be other-than-temporary, the carrying value of the investment is written-down by the
impaired amount and the losses are recognized currently in operations.
7. Finance receivables:
Finance receivables consist of the following:
Yen in millions
March 31,
2010
2011

Retail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Finance leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Wholesale and other dealer loans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

U.S. dollars
in millions
March 31,2011

¥ 7,162,082
1,232,508
2,051,301¥ 7,128,453
1,123,188
1,990,557$ 85,730
13,50823,93910,445,891
109,747(482,983)

10,242,198
104,391(496,235)

123,177
1,256(5,968)(160,351)(36,917)(35,211)(92,199)(36,024)(28,580)(1,109)
(433)
(344)

Total allowance for credit losses . . . . . . . . . . . . . . . . . . . . . . .

(232,479)(156,803)(1,886)

Total finance receivables, net . . . . . . . . . . . . . . . . . . . . .
Less - Current portion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

9,840,176(4,209,496)

9,693,551(4,136,805)

116,579(49,751)

Noncurrent finance receivables, net . . . . . . . . . . . . . . . .

¥ 5,630,680¥ 5,556,746$ 66,828

Deferred origination costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unearned income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Allowance for credit losses
Retail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Finance leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Wholesale and other dealer loans . . . . . . . . . . . . . . . . . . . . . . . . . .

Finance receivables were geographically distributed as follows: in North America 61.9%, in Japan 12.8%, in
Europe 10.3%, in Asia 4.7% and in Other 10.3% as of March 31, 2010, and in North America 59.0%, in Japan
12.7%, in Europe 10.4%, in Asia 5.8% and in Other 12.1% as of March 31, 2011.

F-21

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
The contractual maturities of retail receivables, the future minimum lease payments on finance leases andwholesale and other dealer loans at March 31, 2011 are summarized as follows:
Yen in millions

U.S. dollars in millions
WholesaleFinanceand other
Retailleasesdealer loans

FinanceleasesWholesaleand other
dealer loans

2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥2,429,001
2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1,758,024
2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,343,998
2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
911,7852016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
444,633
Thereafter . . . . . . . . . . . . . . . . . . . . . . . . .
241,012¥326,116
216,387
165,018
62,63228,095
6,623¥1,529,447
106,809
153,470
52,361
59,94588,525$29,212
21,143
16,164
10,966
5,347
2,898$3,922
2,602
1,985
753
338
80

$18,394
1,284
1,846
630
721
1,064

¥7,128,453¥804,871¥1,990,557$85,730$9,680$23,939

Years ending March 31,

RetailFinance leases consist of the following:
U.S. dollars
in millions
March 31,2011

Yen in millions
March 31,
2010
2011

Minimum lease payments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Estimated unguaranteed residual values . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 903,201
329,307¥ 804,871
318,317$ 9,680
3,828

Deferred origination costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Less - Unearned income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Less - Allowance for credit losses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,232,508
6,423(121,664)(36,917)

1,123,188
5,406(104,419)(36,024)

13,50865(1,256)(433)

Finance leases, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥1,080,350¥ 988,151$11,884

Toyota is exposed to credit risk on Toyota’s finance receivables. Credit risk is the risk of loss arising fromthe failure of customers or dealers to meet the terms of their contracts with Toyota or otherwise fail to perform asagreed. Toyota estimates allowance for credit losses by variety of credit-risk evaluation process to cover probableand estimable losses above.
The table below shows the amount of the finance receivables segregated into aging categories based on thenumber of days outstanding as of March 31, 2011:
Yen in millions
March 31, 2011
RetailFinanceleasesWholesale

Real estate

Working
capitalCurrent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
31-60 days past due . . . . . . . . . . . . . . . . . . . . .
61-90 days past due . . . . . . . . . . . . . . . . . . . . .
Over 90 days past due . . . . . . . . . . . . . . . . . . .

¥7,017,171
72,082
15,46623,734¥1,111,453
5,968
1,283
4,484

¥897,971
2,260
355
74

¥494,700
404
34
621

¥593,516
440
578

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥7,128,453¥1,123,188¥900,660¥495,759¥594,138

F-22

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
U.S. dollars in millions
March 31, 2011
RetailFinanceleasesWholesale

Real estate

Working
capitalCurrent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
31-60 days past due . . . . . . . . . . . . . . . . . . . . .
61-90 days past due . . . . . . . . . . . . . . . . . . . . .
Over 90 days past due . . . . . . . . . . . . . . . . . . .

$84,392
867
186
285

$13,36772
15
54$10,799
27
4
1$5,9505
07$7,1381
0
7

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$85,730$13,508$10,831$5,962$7,146

The tables below show the recorded investment for each credit quality of the finance receivable within thewholesale and other dealer loan receivables portfolio segment in the United States and other regions as ofMarch 31, 2011:
United States
The wholesale and other dealer loan receivables portfolio segment in the United States is primarily
segregated into credit qualities below based on internal risk assessments by dealers.
Performing: Account not classified as either Credit Watch, At Risk or Default
Credit Watch: Account designated for elevated attention
At Risk: Account where there is a probability that default exists based on qualitative and quantitative factors
Default: Account is not currently meeting contractual obligations or we have temporarily waived certain
contractual requirements

Wholesale

Yen in millions
March 31, 2011
Working
Real estate
capitalPerforming . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Credit Watch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
At Risk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Default . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥504,960
58,1066,494
803¥283,450
41,967
12,344931¥ 90,545
12,1981,066
655¥ 878,955
112,271
19,904
2,389

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥570,363¥338,692¥104,464¥1,013,519

Wholesale

U.S. dollars in millions
March 31, 2011
Working
Real estate
capitalPerforming . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $Credit Watch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
At Risk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Default . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

F-23

$

Total

Total

6,073 $
698
78
10

3,409 $
505
148
11

1,089 $
147
13
8

10,571
1,350
239
29

6,859

4,073

1,257

12,189$$$

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Other regions
The wholesale and other dealer loan receivables portfolio segment in other regions is primarily segregatedinto credit qualities of “Performing” (Account not classified as Default) and “Default” (Account is not currently
meeting contractual obligations or we have temporarily waived certain contractual requirements) below based oninternal risk assessments by dealers.

Wholesale

Yen in millions
March 31, 2011
Working
Real estate
capitalPerforming . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Default . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥315,744
14,553¥151,020
6,047¥485,974
3,700¥952,738
24,300Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥330,297¥157,067¥489,674¥977,038

Wholesale

U.S. dollars in millions
March 31, 2011
Working
Real estate
capitalPerforming . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Default . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$

3,797
175

$

1,816
73

$

5,845
44

$ 11,458
292

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$

3,972

$

1,889

$

5,889

$ 11,750

Total

Total

The tables below summarize information about impaired finance receivables:
Yen in millions
March 31, 2010
Wholesale and otherdealer loans

Impaired finance receivables with specific reserves . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Impaired finance receivables without specific reserves . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥37,273
1,582

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥38,855

Allowance for credit losses recorded for impaired finance receivables . . . . . . . . . . . . . . . . . . .
Average impaired finance receivables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest recognized on impaired finance receivables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥14,000
42,581
464

Wholesale

Yen in millions
March 31, 2011
Working
Real estate
capitalImpaired finance receivables with specific reserves . . . . . . . . . .
Impaired finance receivables without specific reserves . . . . . . .

¥ 7,192
12,745¥18,173—¥4,841
272¥30,206
13,017

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥19,937¥18,173¥5,113¥43,223

Allowance for credit losses recorded for impaired financereceivables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Average impaired finance receivables . . . . . . . . . . . . . . . . . . . .
Interest recognized on impaired finance receivables . . . . . . . . .

¥ 896
16,231
171¥ 6,553
19,545514¥3,436
4,979
86¥10,885
40,755
771

F-24

Total

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)

Wholesale

U.S. dollars in millions
March 31, 2011
Working
Real estate
capital

Total

Impaired finance receivables with specific reserves . . . . . . . . . .
Impaired finance receivables without specific reserves . . . . . . .

$ 86
154

$219
—

$58
3

$363
157

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$240

$219

$61

$520

Allowance for credit losses recorded for impaired financereceivables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Average impaired finance receivables . . . . . . . . . . . . . . . . . . . .
Interest recognized on impaired finance receivables . . . . . . . . .

$ 11
195
2

$ 79
235
6

$41
60
1

$131
490
9

The recorded investment in impaired finance receivables is equal to the unpaid principal balance.
8. Other receivables:
Other receivables relate to arrangements with certain component manufacturers whereby Toyota procuresinventory for these component manufactures and is reimbursed for the related purchases.
9. Inventories:
Inventories consist of the following:
Yen in millions
March 31,
2010
2011

U.S. dollars
in millions
March 31,2011

Finished goods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Raw materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Work in process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Supplies and other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 885,005
265,493
199,267
72,608¥ 715,272
299,755
218,335
70,880$ 8,602
3,605
2,626
852

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥1,422,373¥1,304,242$15,685

10. Vehicles and equipment on operating leases:
Vehicles and equipment on operating leases consist of the following:
Yen in millions
March 31,
2010
2011

U.S. dollars
in millions
March 31,
2011

Vehicles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥2,516,948
96,300¥2,404,032
87,914$28,912
1,057

Less - Accumulated depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2,613,248(791,169)

2,491,946(662,255)

29,969(7,964)

Vehicles and equipment on operating leases, net . . . . . . . . . . . . . .

¥1,822,079¥1,829,691$22,005

F-25

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Rental income from vehicles and equipment on operating leases was ¥560,251 million, ¥496,729 millionand ¥475,472 million ($5,718 million) for the years ended March 31, 2009, 2010 and 2011, respectively. Future
minimum rentals from vehicles and equipment on operating leases are due in installments as follows:
Yen in millions

U.S. dollars
in millions

2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Thereafter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥375,712
256,231
110,583
26,6456,547
5,487$4,518
3,082
1,330
320
79
66

Total minimum future rentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥781,205$9,395

Years ending March 31,

The future minimum rentals as shown above should not be considered indicative of future cash collections.
11. Allowance for doubtful accounts and credit losses:
An analysis of activity within the allowance for doubtful accounts relating to trade accounts and notes
receivable for the years ended March 31, 2009, 2010 and 2011 is as follows:

For the years ended March 31,
2009
2010
2011

U.S. dollars
in millions
For the year
ended
March 31,2011

¥52,063 ¥48,006 ¥46,706(1,663)
1,905
1,806(1,695) (1,357) (2,690)(699) (1,848) (1,775)

$562
22
(33)
(21)

¥48,006$530

Yen in millions

Allowance for doubtful accounts at beginning of year . . . . . . . . . . . .
Provision for doubtful accounts, net of reversal . . . . . . . . . . . . . . . . .
Write-offs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Allowance for doubtful accounts at end of year . . . . . . . . . . . . .

¥46,706¥44,047

The other amount includes the impact of consolidation and deconsolidation of certain entities due tochanges in ownership interest and currency translation adjustments for the years ended March 31, 2009, 2010 and2011.
A portion of the allowance for doubtful accounts balance at March 31, 2010 and 2011 totaling¥32,971 million and ¥32,191 million ($387 million), respectively, is attributed to certain non-current receivablebalances which are reported as other assets in the consolidated balance sheets.

F-26

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
An analysis of the allowance for credit losses relating to finance receivables and vehicles and equipment on
operating leases for the years ended March 31, 2009, 2010 and 2011 is as follows:
U.S. dollars
in millions
For the year
ended
March 31,2011

Yen in millions

For the years ended March 31,
2009
2010
2011

Allowance for credit losses at beginning of year . . . . . . . . . . . . ¥ 117,706 ¥ 238,932 ¥232,479
Provision for credit losses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
259,096
98,8702,334Charge-offs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(128,240) (118,333) (86,115)
Recoveries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
11,447
16,137
18,268Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(21,077)(3,127)649
Allowance for credit losses at end of year . . . . . . . . . . . . .

¥ 238,932¥ 232,479$ 2,79628(1,036)220
8¥167,615$ 2,016

The other amount primarily includes the impact of currency translation adjustments for the years ended
March 31, 2009, 2010 and 2011.
An analysis of the allowance for credit losses above relating to retail receivables portfolio segment, financelease receivables portfolio segment and wholesale and other dealer loan receivables portfolio segment for theyear ended March 31, 2011 is as follows:
Yen in millions
For the year ended March 31, 2011
Wholesale andRetailFinance leases Other dealer loans

Allowance for credit losses at beginning of year . . . . . . . . . . . . . . . . ¥160,350
Provision for credit losses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(2,660)Charge-offs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(68,122)
Recoveries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
14,159Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(11,528)
Allowance for credit losses at end of year . . . . . . . . . . . . . . . . .

¥ 92,199¥36,918
6,023(2,820)288(4,385)¥35,211
2,098(5,885)636(3,480)¥36,024¥28,580

U.S. dollars in millions
For the year ended March 31, 2011
Wholesale andRetailFinance leases Other dealer loans

Allowance for credit losses at beginning of year . . . . . . . . . . . . . . . . $Provision for credit losses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Charge-offs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Recoveries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,929
(32)
(819)
170
(139)

$

444
73
(34)
3
(53)

$

423
26
(71)
8
(42)

Allowance for credit losses at end of year . . . . . . . . . . . . . . . . .

1,109

$

433

$

344

$

The allowance for credit losses and the impaired finance receivables of the wholesale and other dealer loan
receivables which are ¥10,885 million ($131 million) and ¥30,206 million ($363 million), respectively, areindividually evaluated and recorded, and others are collectively evaluated.
F-27

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
12. Affiliated companies and variable interest entities:
Investments in and transactions with affiliated companies Summarized financial information for affiliated companies accounted for by the equity method is shown
below:
U.S. dollars
in millions
March 31,2011

Yen in millions
March 31,
2010
2011

Current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Noncurrent assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 8,034,546
9,300,307¥ 7,973,712
6,815,361$ 95,895
81,965

Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥17,334,853¥14,789,073$177,860

Current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Long-term liabilities and noncontrolling interest . . . . . . . . . . . . . . . . . .
Affiliated companies accounted for by the equity method shareholders’equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 5,056,178
5,981,054¥ 5,141,461
3,726,952$ 61,833
44,822

6,297,621

5,920,660

71,205

Total liabilities and shareholders’ equity . . . . . . . . . . . . . . . .

¥17,334,853¥14,789,073$177,860

Toyota’s share of affiliated companies accounted for by the equity
method shareholders’ equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 1,867,440¥ 1,817,988$ 21,864

Number of affiliated companies accounted for by the equity method at
end of period . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

56

56

Yen in millions

For the years ended March 31,
2009
2010
2011

U.S. dollars
in millions
For the year
ended
March 31,2011

Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥23,149,968¥20,599,586¥21,874,143$263,068

Gross profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 2,034,617¥ 2,269,109¥ 2,342,706$ 28,174

Net income attributable to affiliated companies
accounted for by the equity method . . . . . . . . . . . . . .

¥

¥

¥

$

13,838317,017

641,771

7,718

Entities comprising a significant portion of Toyota’s investment in affiliated companies and percentage ofownership are presented below:
Percentageof ownership

Name of affiliated companies

Denso Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Aisin Seiki Co., Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Toyota Industries Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Toyota Tsusho Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Toyoda Gosei Co., Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

F-28

24.7%
23.1%
24.8%
21.8%
43.1%

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Certain affiliated companies accounted for by the equity method with carrying amounts of¥1,439,090 million and ¥1,384,159 million ($16,647 million) at March 31, 2010 and 2011, respectively, werequoted on various established markets at an aggregate value of ¥1,711,957 million and ¥1,475,352 million($17,743 million), respectively. For the year ended March 31, 2010, Toyota recognized an impairment loss on acertain investment in affiliated company accounted for by the equity method of ¥63,575 million, which isincluded in “Equity in earnings of affiliated companies” in the accompanying consolidated statements of income.
Toyota evaluated its investments in affiliated companies, considering the length of time and the extent to which
the quoted market prices have been less than the carrying amounts, the financial condition and near-term
prospects of the affiliated companies and Toyota’s ability and intent to retain those investments in the companies
for a period of time. Toyota did not recognize any impairment loss for the year ended March 31, 2011.
Account balances and transactions with affiliated companies are presented below:
Yen in millions
March 31,
2010
2011

Trade accounts and notes receivable, and other receivables . . . . . . . . . . . . . . .
Accounts payable and other payables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥274,189
597,796¥204,447
352,538

Yen in millions

For the years ended March 31,
2009
2010
2011

Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥1,585,814
Purchases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3,918,717¥1,600,365
3,943,648¥1,612,397
3,655,185

U.S. dollars
in millions
March 31,2011

$2,4594,240
U.S. dollars
in millions
For the year
ended
March 31,2011

$19,391
43,959Dividends from affiliated companies accounted for by the equity method for the years ended March 31, 2009,2010 and 2011 were ¥114,409 million, ¥82,149 million and ¥103,169 million ($1,241 million), respectively.
Toyota does not have any significant related party transactions other than transactions with affiliatedcompanies in the ordinary course of business.
Variable Interest Entities Toyota enters into securitization transactions using special-purpose entities, that are considered variableinterest entities (“VIEs”). Although the finance receivables related to securitization transactions have beenlegally sold to the VIEs, Toyota has both the power to direct the activities of the VIEs that most significantly
impact the VIEs’ economic performance and the obligation to absorb losses of the VIEs or the right to receive
benefits from the VIEs that could potentially be significant to the VIEs. As a result, Toyota is considered theprimary beneficiary of the VIEs and therefore consolidates the VIEs.
The consolidated securitization VIEs have ¥1,111,212 million ($13,364 million) in retail financereceivables, ¥64,502 million ($776 million) in restricted cash and ¥941,613 million ($11,324 million) in secured
debt. Risks to which Toyota is exposed including credit, interest rate, and/or prepayment risks are notincremental compared with the situation before Toyota enters into securitization transactions.
As for VIEs other than those specified above, neither the aggregate size of these VIEs nor Toyota’s
involvements in these VIEs are material to Toyota’s consolidated financial statements.
F-29

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
13. Short-term borrowings and long-term debt:
Short-term borrowings at March 31, 2010 and 2011 consist of the following:
Yen in millions
March 31,
2010
2011

Loans, principally from banks, with a weighted-average interest at
March 31, 2010 and March 31, 2011 of 1.55% and of 1.57% perannum, respectively . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Commercial paper with a weighted-average interest at March 31, 2010
and March 31, 2011 of 0.44% and of 0.67% per annum,
respectively . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

U.S. dollars
in millions
March 31,2011

¥ 804,066¥1,140,066$13,7112,475,607

2,038,943

24,521¥3,279,673¥3,179,009$38,232

As of March 31, 2011, “Loans, principally from banks” amount includes secured loans by financereceivables securitization of ¥335,539 million ($4,035 million).
As of March 31, 2011, Toyota has unused short-term lines of credit amounting to ¥1,954,330 million($23,504 million) of which ¥464,564 million ($5,587 million) related to commercial paper programs. Under
these programs, Toyota is authorized to obtain short-term financing at prevailing interest rates for periods not inexcess of 360 days.

F-30

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Long-term debt at March 31, 2010 and 2011 comprises the following:
Yen in millions
March 31,
2010
2011

Unsecured loans, representing obligations principally to banks, due2010 to 2029 in 2010 and due 2011 to 2029 in 2011 with interest
ranging from 0.00% to 29.25% per annum in 2010 and from 0.00%
to 29.00% per annum in 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Secured loans, representing obligations principally to financereceivables securitization due 2010 to 2019 in 2010 and due 2011 to2050 in 2011 with interest ranging from 0.49% to 6.65% per annum
in 2010 and from 0.37% to 5.35% per annum in 2011 . . . . . . . . . . . . .
Medium-term notes of consolidated subsidiaries, due 2010 to 2047 in2010 and due 2011 to 2047 in 2011 with interest ranging from 0.04%
to 15.25% per annum in 2010 and from 0.01% to 15.25% per annum
in 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unsecured notes of parent company, due 2010 to 2019 in 2010 and due
2012 to 2019 in 2011 with interest ranging from 1.07% to 3.00% perannum in 2010 and from 1.07% to 3.00% per annum in 2011 . . . . . . .
Unsecured notes of consolidated subsidiaries, due 2010 to 2031 in 2010
and due 2011 to 2031 in 2011 with interest ranging from 0.25% to17.03% per annum in 2010 and from 0.27% to 15.48% per annum in2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Long-term capital lease obligations, due 2010 to 2028 in 2010 and due
2011 to 2028 in 2011 with interest ranging from 0.43% to14.40% per annum in 2010 and from 0.38% to 14.40% per annum in2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Less - Current portion due within one year . . . . . . . . . . . . . . . . . . . . . . .

U.S. dollars
in millions
March 31,2011

¥ 2,942,012¥ 3,386,854$ 40,732

381,307619,380

7,449

3,814,439

3,314,589

39,863580,000

530,000

6,374

1,473,732

1,349,307

16,22742,243

21,917263

9,233,733(2,218,324)

9,222,047(2,772,827)

110,908(33,347)¥ 7,015,409¥ 6,449,220$ 77,561

As of March 31, 2011, approximately 31%, 24%, 12% and 33% of long-term debt are denominated inJapanese yen, U.S. dollars, euros, and other currencies, respectively.
As of March 31, 2011, property, plant and equipment with a book value of ¥57,237 million ($688 million)
and in addition, other assets aggregating ¥1,128,957 million ($13,577 million) were pledged as collateral mainly
for certain debt obligations of subsidiaries. These other assets principally consist of securitized financereceivables.
The aggregate amounts of annual maturities of long-term debt during the next five years are as follows:
Years ending March 31,

2012
2013
2014
2015
2016

............................................................
............................................................
............................................................
............................................................
............................................................
F-31

Yen in millions

U.S. dollars
in millions¥2,772,827
1,834,556
1,522,659
900,120
1,106,492$33,347
22,06318,312
10,825
13,307

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Standard agreements with certain banks in Japan include provisions that collateral (including sums on
deposit with such banks) or guarantees will be furnished upon the banks’ request and that any collateral
furnished, pursuant to such agreements or otherwise, will be applicable to all present or future indebtedness tosuch banks. During the year ended March 31, 2011, Toyota has not received any significant such requests fromthese banks.
As of March 31, 2011, Toyota has unused long-term lines of credit amounting to ¥8,073,898 million($97,100 million).
14. Product warranties and recalls and other safety measures:
Toyota provides product warranties for certain defects mainly resulting from manufacturing based on
warranty contracts with its customers at the time of sale of products. Toyota accrues estimated warranty costs to
be incurred in the future in accordance with the warranty contracts. In addition to product warranties, Toyota
initiates recalls and other safety measures to repair or to replace parts which might be expected to fail fromproducts safety perspectives or customer satisfaction standpoints. Toyota accrues for costs of recalls and othersafety measures at the time of vehicle sale based on the amount estimated from historical experience.
Liabilities for product warranties and liabilities for recalls and other safety measures have been combined
into a single table showing an aggregate liability for quality assurances due to the fact that both are liabilities forcosts to repair or replace defects of vehicles and the amounts incurred to repair or replace defects of vehicles may
affect the amounts incurred for product warranties and vice versa.
The net changes in liabilities for quality assurances above for the years ended March 31, 2009, 2010 and2011 consist of the following:
Yen in millions

For the years ended March 31,
2009
2010
2011

U.S. dollars
in millions
For the year
Ended
March 31,2011

Liabilities for quality assurances at beginning of year . . . . . . . ¥ 499,987 ¥ 568,834 ¥ 680,408
Payments made during year . . . . . . . . . . . . . . . . . . . . . . . . . . .
(407,675) (425,976) (476,771)
Provision for quality assurances . . . . . . . . . . . . . . . . . . . . . . . .
526,503558,190588,224
Changes relating to pre-existing quality assurances . . . . . . . . .
(17,869)(21,606)(1,701)Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(32,112)966(25,791)$ 8,183(5,734)
7,074
(20)
(310)

Liabilities for quality assurances at end of year . . . . . . . . . . . .

$ 9,193¥ 568,834¥ 680,408¥ 764,369

The other amount primarily includes the impact of currency translation adjustments and the impact ofconsolidation and deconsolidation of certain entities due to changes in ownership interest.

F-32

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
The table below shows the net changes in liabilities for recalls and other safety measures which arecomprised in liabilities for quality assurances above for the years ended March 31, 2009, 2010 and 2011.
Yen in millions

For the years ended March 31,
2009
2010
2011

U.S. dollars
in millions
For the year
ended
March 31,2011

Liabilities for recalls and other safety measures at beginning ofyear . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 53,603 ¥139,577 ¥ 301,422
Payments made during year . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(69,812) (89,796) (263,096)
Provision for recalls and other safety measures . . . . . . . . . . . . . .
159,899
256,981* 356,749
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(4,113)(5,340)(5,576)$ 3,625(3,164)
4,290(67)

Liabilities for recalls and other safety measures at end ofyear . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 4,684¥139,577¥301,422¥ 389,499*Toyota has employed an estimation model to accrue of expenses for future recalls and other safetymeasures at the time of vehicle sale based on the amount estimated from historical experience from the fourth
quarter of the fiscal year ended March 31, 2010. This change has resulted in an increase in provision for recalls
and other safety measures in this table by ¥105,698 million.
15. Other payables:
Other payables are mainly related to purchases of property, plant and equipment and non-manufacturing
purchases.
16. Income taxes:
The components of income (loss) before income taxes comprise the following:

For the years ended March 31,
2009
2010
2011

U.S. dollars
in millions
For the year
ended
March 31,2011¥(224,965) ¥(114,569) ¥(278,229)(335,416)
406,037
841,519¥(560,381) ¥ 291,468 ¥ 563,290$ (3,346)
10,120$ 6,774

Yen in millions

Income (loss) before income taxes:
Parent company and domestic subsidiaries . . . . . . . . . . . .
Foreign subsidiaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

F-33

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
The provision for income taxes consists of the following:
U.S. dollars
in millions
For the year
ended
March 31,2011

Yen in millions

For the years ended March 31,
2009
2010
2011

Current income tax expense:
Parent company and domestic subsidiaries . . . . . . . . . . . .
Foreign subsidiaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 65,684
72,864¥ 65,971
1,156¥ 85,290
141,821$1,026
1,705

Total current . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

138,548

67,127

227,111

2,731

Deferred income tax expense (benefit):
Parent company and domestic subsidiaries . . . . . . . . . . . .
Foreign subsidiaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(26,472)(168,518)(126,716)
152,253(44,268)
129,978

(532)
1,563

Total deferred . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(194,990)

25,53785,710

1,031

Total provision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ (56,442) ¥ 92,664¥312,821$3,762

Toyota is subject to a number of different income taxes which, in the aggregate, indicate a statutory rate inJapan of approximately 40.2% for the years ended March 31, 2009, 2010 and 2011. Such rate was also used to
calculate the tax effects of temporary differences, which are expected to be realized in the future years.
Reconciliation of the differences between the statutory tax rate and the effective income tax rate is as follows:
For the years ended March 31,
2009
2010
2011

Statutory tax rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Increase (reduction) in taxes resulting from:
Non-deductible expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred tax liabilities on undistributed earnings of foreign subsidiaries . . . .
Deferred tax liabilities on undistributed earnings of affiliates accounted forby the equity method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Valuation allowance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Tax credits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The difference between the statutory tax rate in Japan and that of foreignsubsidiaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effective income tax rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

F-34

40.2%

40.2%

40.2%

(5.0)
(2.5)

1.9
4.4

2.2
4.8

(2.5)
(25.4)
10.0

(0.6)
11.2
(11.8)

12.6
8.1
(2.6)

1.6
(6.3)

(12.9)(0.6)(12.1)
2.3

10.1%

31.8%

55.5%

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Significant components of deferred tax assets and liabilities are as follows:
Yen in millions
March 31,
2010
2011

U.S. dollars
in millions
March 31,2011

Deferred tax assets
Accrued pension and severance costs . . . . . . . . . . . . . . . . . . . . . . . . ¥Accrued expenses and liabilities for quality assurances . . . . . . . . . .
Other accrued employees’ compensation . . . . . . . . . . . . . . . . . . . . .
Operating loss carryforwards for tax purposes . . . . . . . . . . . . . . . . .
Tax credit carryforwards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Property, plant and equipment and other assets . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

210,268
277,696
106,404
146,11473,061
188,745474,380

226,093395,513103,020
296,731
127,289
176,229
277,449$ 2,719
4,757
1,239
3,568
1,531
2,119
3,337

Gross deferred tax assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Less - Valuation allowance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,476,668(239,269)

1,602,324(280,685)

19,270(3,375)

Total deferred tax assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,237,399

1,321,639

15,895(147,494)(12,797)(146,874)(26,783)(1,766)(322)(575,929)(38,977)(457,316)(578,756)(38,351)(537,174)(6,961)(461)(6,460)(66,523)(6,141)(66,523)(27,491)

(800)
(331)

Gross deferred tax liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . .

(1,305,177)(1,421,952)(17,101)

Net deferred tax liability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥Deferred tax liabilities
Unrealized gains on securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Undistributed earnings of foreign subsidiaries . . . . . . . . . . . . . . . . .
Undistributed earnings of affiliates accounted for by the equity
method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Basis difference of acquired assets . . . . . . . . . . . . . . . . . . . . . . . . . .
Lease transactions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gain on securities contribution to employee retirement benefit
trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥(67,778) ¥ (100,313) $ (1,206)

The valuation allowance mainly relates to deferred tax assets of the consolidated subsidiaries with operating
loss carryforwards for tax purposes that are not expected to be realized. The net changes in the total valuation
allowance for deferred tax assets for the years ended March 31, 2009, 2010 and 2011 consist of the following:

For the years ended March 31,
2009
2010
2011

U.S. dollars
in millions
For the year
ended
March 31,2011

Valuation allowance at beginning of year . . . . . . . . . . . . . . . . . . .
Additions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deductions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 82,191 ¥208,627 ¥239,269
145,70746,70455,791(3,511) (14,066) (10,077)(15,760)(1,996)(4,298)$2,877
671
(121)
(52)

Valuation allowance at end of year . . . . . . . . . . . . . . . . . . . . . . . .

¥208,627$3,375

Yen in millions

F-35¥239,269¥280,685

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
The other amount includes the impact of consolidation and deconsolidation of certain entities due tochanges in ownership interest and currency translation adjustments during the years ended March 31, 2009, 2010
and 2011. The factors used to assess the likelihood of realization of the deferred tax assets are the future reversalof existing taxable temporary differences, the future taxable income and available tax planning strategies that are
prudent and feasible. All available evidence, both positive and negative, is considered to determine whether,based on the weight of that evidence, a valuation allowance is needed. Toyota believes that it is more likely than
not that the net deferred tax assets will be realized through future taxable income. Failure to achieve theforecasted taxable income, however, could affect the realization of deferred tax assets.
The deferred tax assets and liabilities that comprise the net deferred tax liability are included in the
consolidated balance sheets as follows:
Yen in millions
March 31,
2010
2011

Deferred tax assets
Deferred income taxes (Current assets) . . . . . . . . . . . . . . . . . . . . . . . . .
Investments and other assets - other . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred tax liabilities
Other current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred income taxes (Long-term liabilities) . . . . . . . . . . . . . . . . . . . .
Net deferred tax liability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

U.S. dollars
in millions
March 31,2011

¥ 632,164
122,617¥ 605,884
118,849$ 7,287
1,429(9,338)(813,221)(14,919)(810,127)(179)(9,743)¥ (67,778) ¥(100,313)$(1,206)

Because management intends to reinvest undistributed earnings of foreign subsidiaries to the extent not
expected to be remitted in the foreseeable future, management has made no provision for income taxes on those
undistributed earnings aggregating ¥2,709,626 million ($32,587 million) as of March 31, 2011. Toyota estimatesan additional tax provision of ¥100,957 million ($1,214 million) would be required if the full amount of those
undistributed earnings were remitted.
Operating loss carryforwards for tax purposes as of March 31, 2011 were approximately ¥894,587 million($10,759 million) and are available as an offset against future taxable income. The majority of thesecarryforwards expire in years 2012 to 2030. Tax credit carryforwards as of March 31, 2011 were
¥127,289 million ($1,531 million) and the majority of these carryforwards expire in years 2012 to 2014.

F-36

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
A summary of the gross unrecognized tax benefits changes for the years ended March 31, 2009, 2010 and2011 is as follows:
U.S. dollars
in millions
For the year
ended
March 31,2011

Yen in millions

For the years ended March 31,
2009
2010
2011

Balance at beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 37,722 ¥ 46,803 ¥ 23,965
Additions based on tax positions related to the current year . . . . . .
858
2,702
213
Additions for tax positions of prior years . . . . . . . . . . . . . . . . . . . .
35,464
6,750
12,564
Reductions for tax positions of prior years . . . . . . . . . . . . . . . . . . .
(24,061)(2,802) (16,133)
Reductions for tax positions related to lapse of statute oflimitations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(114)
(106)
—
Reductions for settlements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(128) (27,409)(2,794)
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(2,938)(1,973)(2,362)
Balance at end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 46,803¥ 23,965¥ 15,453

$ 288
3
151
(194)
—
(34)
(28)
$ 186

The amount of unrecognized tax benefits that, if recognized, would affect the effective tax rate was notmaterial at March 31, 2009, 2010 and 2011, respectively. Toyota does not believe it is reasonably possible thatthe total amounts of unrecognized tax benefits will significantly increase or decrease within the next twelve
months.
Interest and penalties related to income tax liabilities are included in “Other income (loss), net”. The
amounts of interest and penalties accrued as of and recognized for the years ended March 31, 2009, 2010 and2011, respectively, were not material.
Toyota remains subject to income tax examination for the tax returns related to the years beginning on andafter January 1, 2004 and 2000, with various tax jurisdictions in Japan and foreign countries, respectively.
17. Shareholders’ equity:
Changes in the number of shares of common stock issued have resulted from the following:2009

For the years ended March 31,
2010
2011

Common stock issued
Balance at beginning of year . . . . . . . . . . . . . . . . . . . . . . .
Issuance during the year . . . . . . . . . . . . . . . . . . . . . . . . . . .
Purchase and retirement . . . . . . . . . . . . . . . . . . . . . . . . . . .

3,447,997,492——

3,447,997,492——

3,447,997,492——

Balance at end of year . . . . . . . . . . . . . . . . . . . . . . . .

3,447,997,492

3,447,997,492

3,447,997,492

The Corporation Act provides that an amount equal to 10% of distributions from surplus paid by the parent
company and its Japanese subsidiaries be appropriated as a capital reserve or a retained earnings reserve. No
further appropriations are required when the total amount of the capital reserve and the retained earnings reserve
reaches 25% of stated capital.
F-37

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
The retained earnings reserve included in retained earnings as of March 31, 2010 and 2011 was¥168,680 million and ¥171,062 million ($2,057 million), respectively. The Corporation Act provides that theretained earnings reserve of the parent company and its Japanese subsidiaries is restricted and unable to be used
for dividend payments, and is excluded from the calculation of the profit available for dividend.
The amounts of statutory retained earnings of the parent company available for dividend payments toshareholders were ¥5,478,747 million and ¥5,389,432 million ($64,816 million) as of March 31, 2010 and 2011,
respectively. In accordance with customary practice in Japan, the distributions from surplus are not accrued in thefinancial statements for the corresponding period, but are recorded in the subsequent accounting period after
shareholders’ approval has been obtained. Retained earnings at March 31, 2011 include amounts representing
year-end cash dividends of ¥94,071 million ($1,131 million), ¥30 ($0.36) per share, which were approved at theOrdinary General Shareholders’ Meeting, held on June 17, 2011.
Retained earnings at March 31, 2011 include ¥1,401,985 million ($16,861 million) relating to equity inundistributed earnings of companies accounted for by the equity method.
On June 22, 2007, at the Ordinary General Shareholders’ Meeting, the shareholders of the parent company
approved to purchase up to 30 million shares of its common stock at a cost up to ¥250,000 million during thepurchase period of one year from the following day. As a result, the parent company repurchased 30 million
shares during the approved period of time.
On February 5, 2008, the Board of Directors resolved to purchase up to 12 million shares of its common
stock at a cost up to ¥60,000 million in accordance with the Corporation Act. As a result, the parent company
repurchased approximately 10 million shares.
On the same date, the Board of Directors also resolved to retire 162 million shares of its common stock, andthen the parent company retired its common stock on March 31, 2008. This retirement, in accordance with the
Corporation Act and related regulations, is treated as a reduction from additional paid-in capital and retained
earnings. As a result, treasury stock, additional paid-in capital and retained earnings decreased by¥646,681 million, ¥3,499 million and ¥643,182 million, respectively.
On June 24, 2008, at the Ordinary General Shareholders’ Meeting, the shareholders of the parent company
approved to purchase up to 30 million shares of its common stock at a cost up to ¥200,000 million during thepurchase period of one year from the following day. As a result, the parent company repurchased approximately
14 million shares during the approved period of time. These approvals by the shareholders are not required under
the current regulation.

F-38

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Detailed components of accumulated other comprehensive income (loss) in Toyota Motor Corporation
shareholders’ equity at March 31, 2010 and 2011 and the related changes, net of taxes for the years ended
March 31, 2009, 2010 and 2011 consist of the following:
Yen in millions
Foreigncurrencytranslation
adjustments

Balances at March 31, 2008 . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income (loss) . . . . . . . . . . . . . . . . . .

Unrealized
gains onsecurities

Pensionliability
adjustments

Accumulated
othercomprehensive
income (loss)¥ (501,367) ¥ 310,979 ¥ (50,817) ¥ (241,205)(381,303) (293,101) (192,172)(866,576)

Balances at March 31, 2009 . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income . . . . . . . . . . . . . . . . . . . . . . .

(882,670)
9,894

17,878
176,407(242,989)
74,645(1,107,781)
260,946

Balances at March 31, 2010 . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income (loss) . . . . . . . . . . . . . . . . . .

(872,776)(287,613)

194,285(26,058)(168,344)
15,785(846,835)(297,886)

Balances at March 31, 2011 . . . . . . . . . . . . . . . . . . . . . . .

¥(1,160,389) ¥ 168,227¥(152,559) ¥(1,144,721)

U.S. dollars in millions
Foreigncurrencytranslation
adjustments

Unrealized
gains onsecurities

Pensionliability
adjustments

Accumulated
othercomprehensive
income (loss)

Balances at March 31, 2010 . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income (loss) . . . . . . . . . . . . . . . . . .

$(10,496) $(3,459)2,337 $
(314)

(2,025) $190(10,184)(3,583)

Balances at March 31, 2011 . . . . . . . . . . . . . . . . . . . . . . .

$(13,955) $2,023(1,835) $(13,767)

F-39$

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Tax effects allocated to each component of other comprehensive income (loss) for the years ended
March 31, 2009, 2010 and 2011 are as follows:
Pre-tax
amountYen in millions
Tax
amountNet-of-tax
amount

For the year ended March 31, 2009
Foreign currency translation adjustments . . . . . . . . . . . . . . . . . . . . . . ¥ (391,873) ¥ 10,570 ¥(381,303)
Unrealized losses on securities:
Unrealized net holding losses arising for the year . . . . . . . . . . .
(677,710)
255,890(421,820)
Less: reclassification adjustments for losses included in net loss
attributable to Toyota Motor Corporation . . . . . . . . . . . . . . . .
215,249(86,530)
128,719
Pension liability adjustments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(319,613)
127,441(192,172)
Other comprehensive income (loss) . . . . . . . . . . . . . . . . . . ¥(1,173,947) ¥ 307,371
For the year ended March 31, 2010
Foreign currency translation adjustments . . . . . . . . . . . . . . . . . . . . . . ¥Unrealized gains on securities:
Unrealized net holding gains arising for the year . . . . . . . . . . . .
Less: reclassification adjustments for losses included in net
income attributable to Toyota Motor Corporation . . . . . . . . .
Pension liability adjustments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income . . . . . . . . . . . . . . . . . . . . . . .

¥¥(866,576)

10,809¥277,838(102,538)

175,300

1,852
124,526(745)(49,881)

1,107
74,645415,025(915) ¥

9,894¥(154,079) ¥ 260,946

For the year ended March 31, 2011
Foreign currency translation adjustments . . . . . . . . . . . . . . . . . . . . . . ¥ (294,279) ¥ 6,666 ¥(287,613)
Unrealized losses on securities:
Unrealized net holding losses arising for the year . . . . . . . . . . .
(31,899)
9,643(22,256)
Less: reclassification adjustments for gains included in net
income attributable to Toyota Motor Corporation . . . . . . . . .
(6,358)2,556(3,802)
Pension liability adjustments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
26,681(10,896)
15,785
Other comprehensive income (loss) . . . . . . . . . . . . . . . . . .

¥ (305,855) ¥7,969¥(297,886)

U.S. dollars in millions
Pre-tax
Tax
Net-of-tax
amountamountamount

For the year ended March 31, 2011
Foreign currency translation adjustments . . . . . . . . . . . . . . . . . . . . . .
Unrealized losses on securities:
Unrealized net holding losses arising for the year . . . . . . . . . . .
Less: reclassification adjustments for gains included in net
income attributable to Toyota Motor Corporation . . . . . . . . .
Pension liability adjustments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income (loss) . . . . . . . . . . . . . . . . . .

F-40

$

$

(3,539) $

80

$

(384)

116

(268)

(77)
321

31
(131)

(46)
190

(3,679) $96$(3,459)(3,583)

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
18. Stock-based compensation:
In June 1997, the parent company’s shareholders approved a stock option plan for board members. In June
2001, the shareholders approved an amendment of the plan to include both board members and key employees.
Each year until June 2010, since the plans’ inception, the shareholders have approved the authorization for the
grant of options for the purchase of Toyota’s common stock. Authorized shares for each year that remain
ungranted are unavailable for grant in future years. Stock options granted in and after August 2002 have terms
ranging from 6 years to 8 years and an exercise price equal to 1.025 times the closing price of Toyota’s common
stock on the date of grant. These options generally vest 2 years from the date of grant.
For the year ended March 31, 2009, 2010 and 2011, Toyota recognized stock-based compensation expenses
for stock options of ¥3,015 million, ¥2,446 million and ¥2,522 million ($30 million) as selling, general andadministrative expenses.
The weighted-average grant-date fair value of options granted during the years ended March 31, 2009, 2010
and 2011 was ¥635, ¥803 and ¥724 ($9), respectively per share. The fair value of options granted is amortizedover the option vesting period in determining net income attributable to Toyota Motor Corporation in the
consolidated statements of income. The grant-date fair value of options granted is estimated using the BlackScholes option pricing model with the following weighted-average assumptions:
Dividend rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Risk-free interest rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Expected volatility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Expected holding period (years) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2009

2010

2011

3.0%
1.1%
23%
5.0

2.4%
0.7%
30%
5.0

1.5%
0.3%
32%
5.0

The following table summarizes Toyota’s stock option activity:
Yen inmillions

Yen

Number ofshares

Weightedaverage
exercise price

Weightedaverageremaining
contractual
life in years

Aggregate
intrinsic
value

Options outstanding at March 31, 2008 . . . . . . . . . . . . . . . .
8,341,600
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3,494,000
Exercised . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(119,900)
Canceled . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(375,000)
Options outstanding at March 31, 2009 . . . . . . . . . . . . . . . . 11,340,700
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3,492,000
Exercised . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(157,800)
Canceled . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(958,200)
Options outstanding at March 31, 2010 . . . . . . . . . . . . . . . . 13,716,700
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3,435,000
Exercised . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
—Canceled . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (1,364,900)
Options outstanding at March 31, 2011 . . . . . . . . . . . . . . . . 15,786,800¥6,038
4,726
3,626
6,889
5,631
4,193
3,116
4,646
5,363
3,183
—
4,759
¥4,9415.71¥1,753

5.51

¥

5.23

¥ —

5.04

¥ 565

Options exercisable at March 31, 2009 . . . . . . . . . . . . . . . . . .
Options exercisable at March 31, 2010 . . . . . . . . . . . . . . . . . .
Options exercisable at March 31, 2011 . . . . . . . . . . . . . . . . . .

¥5,302¥6,132¥5,821

3.76
3.86
3.79

¥
1
¥ —
¥ —

F-41

4,971,700
7,515,700
9,347,800

1

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
The total intrinsic value of options exercised for the years ended March 31, 2009 and 2010 was ¥97 millionand ¥113 million, respectively. No options were exercised for the year ended March 31, 2011.
As of March 31, 2011, there were unrecognized compensation expenses of ¥1,693 million ($20 million) for
stock options granted. Those expenses are expected to be recognized over a weighted-average period of 1.1
years.
Cash received from the exercise of stock options for the years ended March 31, 2009 and 2010 was¥435 million and ¥492 million, respectively. No cash was received from the exercise of stock options for the year
ended March 31, 2011.
The following table summarizes information for options outstanding and options exercisable at March 31,
2011:

Exercise
price
range
Yen

Number ofsharesOutstanding
WeightedWeightedaverage
average
exercise
exercise
price
price
Yen
Dollars¥3,183 – 6,000
6,001 – 7,278

10,508,800
5,278,000¥4,030
6,754

$48
81

5.63
3.87

4,069,800
5,278,000¥4,611
6,754

$55
81

3,183 – 7,278

15,786,800

4,941

59

5.04

9,347,800

5,821

70

Weightedaverageremaining
life
Years

Number ofsharesExercisable
Weightedaverage
exercise
price
Yen

Weightedaverage
exercise
price
Dollars

19. Employee benefit plans:
Pension and severance plans Upon terminations of employment, employees of the parent company and subsidiaries in Japan are entitled,under the retirement plans of each company, to lump-sum indemnities or pension payments, based on current
rates of pay and lengths of service or the number of “points” mainly determined by those. Under normal
circumstances, the minimum payment prior to retirement age is an amount based on voluntary retirement.
Employees receive additional benefits on involuntary retirement, including retirement at the age limit.
Effective October 1, 2004, the parent company amended its retirement plan to introduce a “point” based
retirement benefit plan. Under the new plan, employees are entitled to lump-sum or pension payments
determined based on accumulated “points” vested in each year of service.
There are three types of “points” that vest in each year of service consisting of “service period points” which
are attributed to the length of service, “job title points” which are attributed to the job title of each employee, and“performance points” which are attributed to the annual performance evaluation of each employee. Under normal
circumstances, the minimum payment prior to retirement age is an amount reflecting an adjustment rate applied
to represent voluntary retirement. Employees receive additional benefits upon involuntary retirement, including
retirement at the age limit.
Effective October 1, 2005, the parent company partly amended its retirement plan and introduced the quasi
cash-balance plan under which benefits are determined based on the variable-interest crediting rate rather than
the fixed-interest crediting rate as was in the pre-amended plan.

F-42

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
The parent company and most subsidiaries in Japan have contributory funded defined benefit pension plans,
which are pursuant to the Corporate Defined Benefit Pension Plan Law (CDBPPL). The contributions to theplans are funded with several financial institutions in accordance with the applicable laws and regulations. These
pension plan assets consist principally of common stocks, government bonds and insurance contracts.
Most foreign subsidiaries have pension plans or severance indemnity plans covering substantially all of theiremployees under which the cost of benefits are currently invested or accrued. The benefits for these plans are
based primarily on lengths of service and current rates of pay.
Toyota uses a March 31 measurement date for its benefit plans.
Information regarding Toyota’s defined benefit plans is as follows:
Yen in millions
March 31,
2010
2011

Change in benefit obligation
Benefit obligation at beginning of year . . . . . . . . . . . . . . . . . . . . . . . .
Service cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Plan participants’ contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Plan amendments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net actuarial loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Acquisition and other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Benefits paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Benefit obligation at end of year . . . . . . . . . . . . . . . . . . . . . . . . .
Change in plan assets
Fair value of plan assets at beginning of year . . . . . . . . . . . . . . . . . . .
Actual return on plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Acquisition and other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Employer contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Plan participants’ contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Benefits paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Fair value of plan assets at end of year . . . . . . . . . . . . . . . . . . . .
Funded status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

U.S. dollars
in millions
March 31,2011

¥1,632,779 ¥1,726,747
75,55882,42250,55952,502657
1,046(3,080)(1,429)56,8433,830(2,829)(57,928)(83,740)(78,012)
1,726,747
1,729,178$20,767
991
631
13
(17)
46
(697)
(938)
20,796

979,0121,179,051
171,043
24,216
158(39,374)
111,815
96,458763
1,046(83,740)(78,012)1,179,051
1,183,385¥ 547,696 ¥ 545,793

14,180
291
(474)
1,160
13
(938)
14,232$ 6,564

Amounts recognized in the consolidated balance sheet as of March 31, 2010 and 2011 are comprised of thefollowing:
Yen in millions
March 31,
2010
2011

Accrued expenses (Accrued pension and severance costs) . . . . . . . . . . . . . . ¥ 28,573 ¥ 24,677
Accrued pension and severance costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
678,677
668,022
Investments and other assets - other (Prepaid pension and severance
costs) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(159,554) (146,906)
Net amount recognized . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 547,696 ¥ 545,793
F-43

U.S. dollars
in millions
March 31,
2011

$

297
8,034

(1,767)$ 6,564

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Amounts recognized in accumulated other comprehensive income (loss) as of March 31, 2010 and 2011 arecomprised of the following:
Yen in millions
March 31,
2010
2011

U.S. dollars
in millions
March 31,2011

Net actuarial loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥(385,266) ¥(347,494)
Prior service costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
97,58772,324
Net transition obligation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(3,570)(1,626)$(4,179)
870(20)

Net amount recognized . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥(291,249) ¥(276,796)$(3,329)

The accumulated benefit obligation for all defined benefit pension plans was ¥1,571,061 million and¥1,584,627 million ($19,057 million) at March 31, 2010 and 2011, respectively.
The projected benefit obligation, accumulated benefit obligation and fair value of plan assets for which theaccumulated benefit obligations exceed plan assets are as follows:
Yen in millions
March 31,
2010
2011

Projected benefit obligation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accumulated benefit obligation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Fair value of plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥508,501
452,019
65,905¥500,046
453,11172,359U.S. dollars
in millions
March 31,2011

$6,014
5,449
870

Components of the net periodic pension cost are as follows:

For the years ended March 31,
2009
2010
2011

U.S. dollars
in millions
For the year
ended
March 31,2011

¥ 84,206 ¥ 75,558 ¥ 82,422
52,95950,55952,502(43,053) (32,251) (42,364)(17,677) (15,063) (24,032)
5,752
27,246
16,095
1,944
1,944
1,944

$ 991
631
(509)
(289)
194
23

¥ 84,131$1,041

Yen in millions

Service cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Expected return on plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amortization of prior service costs . . . . . . . . . . . . . . . . . . . . . . . .
Recognized net actuarial loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amortization of net transition obligation . . . . . . . . . . . . . . . . . . . .
Net periodic pension cost . . . . . . . . . . . . . . . . . . . . . . . . . . . .

F-44¥107,993¥ 86,567

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Other changes in plan assets and benefit obligations recognized in other comprehensive income (loss) are as
follows:
Yen in millions

For the years ended March 31,
2009
2010
2011

U.S. dollars
in millions
For the year
ended
March 31,2011

Net actuarial gain (loss) . . . . . . . . . . . . . . . . . . . . . . . . . .
Recognized net actuarial loss . . . . . . . . . . . . . . . . . . . . . .
Prior service costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amortization of prior service costs . . . . . . . . . . . . . . . . . .
Amortization of net transition obligation . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥(303,074)
5,752
2,096
(17,677)
1,944
17,003¥ 81,949
27,246
3,080(15,063)
1,944
2,594

¥(21,978)16,095
1,429(24,032)
1,944
40,995$(264)
194
17
(289)
23
493

Total recognized in other comprehensive income(loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥(293,956)¥101,750¥ 14,453$ 174

The other amount includes the impact of transition to defined contribution pension plans, consolidation anddeconsolidation of certain entities due to changes in ownership interest and currency translation adjustments
during the years ended March 31, 2009, 2010 and 2011.
The estimated prior service costs, net actuarial loss and net transition obligations that will be amortized fromaccumulated other comprehensive income (loss) into net periodic pension cost during the year ending March 31,
2012 are ¥(15,700) million ($(189) million), ¥16,000 million ($192 million) and ¥1,900 million ($23 million),
respectively.
Weighted-average assumptions used to determine benefit obligations as of March 31, 2010 and 2011 are as
follows:
March 31,

Discount rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Rate of compensation increase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2010

2011

2.8%
0.5 - 10.0%

2.8%
0.8 - 11.0%

Weighted-average assumptions used to determine net periodic pension cost for the years ended March 31,
2009, 2010 and 2011 are as follows:
For the years ended March 31,
2009
2010
2011

Discount rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Expected return on plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Rate of compensation increase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2.8%
3.6%
0.1 - 10.0%

2.8%
3.6%
0.1 - 10.0%

2.8%
3.8%
0.5 - 10.0%

The expected rate of return on plan assets is determined after considering several applicable factors
including, the composition of plan assets held, assumed risks of asset management, historical results of the
returns on plan assets, Toyota’s principal policy for plan asset management, and forecasted market conditions.

F-45

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Toyota’s policy and objective for plan asset management is to maximize returns on plan assets to meet future
benefit payment requirements under risks which Toyota considers permissible. Asset allocations under the plan asset
management are determined based on plan asset management policies of each plan which are established to achieve
the optimized asset compositions in terms of the long-term overall plan asset management. Excepting equity securities
contributed by Toyota, approximately 50% of the plan assets is invested in equity securities, approximately 30% isinvested in debt securities, and the rest of them is invested in insurance contracts and other products. When actual
allocations are not in line with target allocations, Toyota rebalances its investments in accordance with the policies.
Prior to making individual investments, Toyota performs in-depth assessments of corresponding factors including
category of products, industry type, currencies and liquidity of each potential investment under consideration to
mitigate concentrations of risks such as market risk and foreign currency exchange rate risk. To assess performance of
the investments, Toyota establishes bench mark return rates for each individual investment, combines these individual
bench mark rates based on the asset composition ratios within each asset category, and compares the combined rates
with the corresponding actual return rates on each asset category.
The following table summarizes the fair value of classes of plan assets as of March 31, 2010 and 2011. Seenote 26 to the consolidated financial statements for three levels of input which are used to measure fair value.
Yen in millions
March 31, 2010
Level 2
Level 3

Level 1Equity securities
Common stocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Commingled funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Debt securities
Government bonds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Commingled funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Insurance contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥471,262—
471,262¥—
237,495
237,495¥———¥ 471,262
237,495
708,757

79,739—39,231
118,970—
35,774¥626,006—
147,345
19,561
166,906
97,086
1,449¥502,936

—
2,663
928
3,591
—
46,518¥50,109

79,739150,008
59,720289,467
97,086
83,741¥1,179,051

Yen in millions
March 31, 2011
Level 2
Level 3

Level 1Equity securities
Common stocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Commingled funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Debt securities
Government bonds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Commingled funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Insurance contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
F-46

Total

Total

¥489,759—
489,759¥—
180,901
180,901¥———¥ 489,759
180,901
670,660

82,685—29,217111,902—
19,610¥621,271—
159,232
44,994204,226
90,972
26,418¥502,517

—
—
746
746
—
58,851¥59,597

82,685
159,232
74,957
316,874
90,972
104,879¥1,183,385

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)

Equity securities
Common stocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Commingled funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Debt securities
Government bonds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Commingled funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Insurance contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Level 1

U.S. dollars in millions
March 31, 2011
Level 2
Level 3

$5,890
—
5,890

$ —
2,176
2,176

$—
—
—

$ 5,890
2,176
8,066

995
—
351
1,346
—
236
$7,472

—
1,915
541
2,456
1,094
317
$6,043

—
—

995
1,915
901
3,811
1,094
1,261
$14,232

9
9
—
708
$717

Total

The following is description of the assets, information about the valuation techniques used to measure fairvalue, key inputs and significant assumptions:
Quoted market prices for identical securities are used to measure fair value of common stocks. Common
stocks include 64% of Japanese stocks and 36% of foreign stocks as of March 31, 2010, and 51% of Japanesestocks and 49% of foreign stocks as of March 31, 2011.
Quoted market prices for identical securities are used to measure fair value of government bonds.
Government bonds include 25% of Japanese government bonds and 75% of foreign government bonds as ofMarch 31, 2010, and 25% of Japanese government bonds and 75% of foreign government bonds as of March 31,
2011.
Commingled funds are beneficial interests of collective trust, which are mainly invested by the parent
company and Japanese subsidiaries. The fair values of commingled funds are measured using the net asset value(“NAV”) provided by the administrator of the fund, and are categorized by the ability to redeem investments at
the measurement day.
The fair values of insurance contracts are measured using contracted amount with accrued interest.
Other consists of cash equivalents, other private placement investment funds and other assets. The fairvalues of other private placement investment funds are measured using the NAV provided by the administrator of
the fund, and are categorized by the ability to redeem investments at the measurement day.

F-47

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
The following tables summarize the changes in Level 3 plan assets measured at fair value for the years
ended March 31, 2010 and 2011:
Yen in millions
For the year ended March 31, 2010
Debt securities
Other
Total

Balance at beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Actual return on plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Purchases, sales and settlements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 5,242818(2,233)(236)¥45,825 ¥51,067(2,206) (1,388)
3,467
1,234
(568)
(804)

Balance at end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 3,591¥46,518¥50,109

Yen in millions
For the year ended March 31, 2011
Debt securities
Other
Total

Balance at beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Actual return on plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Purchases, sales and settlements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 3,591
312(2,948)(209)¥46,518 ¥50,109
1,908
2,220
11,4908,542(1,065) (1,274)

Balance at end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥¥58,851746¥59,597

U.S. dollars in millions
For the year ended March 31, 2011
Debt securities
Other
Total

Balance at beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Actual return on plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Purchases, sales and settlements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$

43
4
(35)
(3)

$

560 $
23
138
(13)

603
27
103
(16)

Balance at end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$

9

$

708

717

$

Toyota expects to contribute ¥97,231 million ($1,169 million) to its pension plans in the year ending
March 31, 2012.
The following pension benefit payments, which reflect expected future service, as appropriate, are expected
to be paid:
Yen in millions

U.S. dollars
in millions

2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
from 2017 to 2021 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 72,170
71,23573,34576,567
79,591
442,737

$ 868
857
882
921
957
5,324

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥815,645$9,809Years ending March 31,

F-48

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Postretirement benefits other than pensions and postemployment benefits Toyota’s U.S. subsidiaries provide certain health care and life insurance benefits to eligible retired
employees. In addition, Toyota provides benefits to certain former or inactive employees after employment, but
before retirement. These benefits are currently unfunded and provided through various insurance companies andhealth care providers. The costs of these benefits are recognized over the period the employee provides credited
service to Toyota. Toyota’s obligations under these arrangements are not material.
20. Derivative financial instruments:
Toyota employs derivative financial instruments, including foreign exchange forward contracts, foreign
currency options, interest rate swaps, interest rate currency swap agreements and interest rate options to manage
its exposure to fluctuations in interest rates and foreign currency exchange rates. Toyota does not use derivatives
for speculation or trading.
Fair value hedges Toyota enters into interest rate swaps and interest rate currency swap agreements mainly to convert its
fixed-rate debt to variable-rate debt. Toyota uses interest rate swap agreements in managing interest rate risk
exposure. Interest rate swap agreements are executed as either an integral part of specific debt transactions or ona portfolio basis. Toyota uses interest rate currency swap agreements to hedge exposure to currency exchange
rate fluctuations on principal and interest payments for borrowings denominated in foreign currencies. Notes andloans payable issued in foreign currencies are hedged by concurrently executing interest rate currency swap
agreements, which involve the exchange of foreign currency principal and interest obligations for each functional
currency obligations at agreed-upon currency exchange and interest rates.
For the years ended March 31, 2009, 2010 and 2011, the ineffective portion of Toyota’s fair value hedge
relationships was not material. For fair value hedging relationships, the components of each derivative’s gain orloss are included in the assessment of hedge effectiveness.
Undesignated derivative financial instruments Toyota uses foreign exchange forward contracts, foreign currency options, interest rate swaps, interest ratecurrency swap agreements, and interest rate options, to manage its exposure to foreign currency exchange rate
fluctuations and interest rate fluctuations from an economic perspective, and for which Toyota is unable or has
elected not to apply hedge accounting.

F-49

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Fair value and gains or losses on derivative financial instruments The following table summarizes the fair values of derivative financial instruments as of March 31, 2010 and2011:
Yen in millions
March 31,
2010
2011

U.S. dollars
in millions
March 31,2011

Derivative financial instruments designated as hedging instruments
Interest rate and currency swap agreements
Prepaid expenses and other current assets . . . . . . . . . . . . . . . . . . .
Investments and other assets - Other . . . . . . . . . . . . . . . . . . . . . . .

¥ 45,567
94,430¥ 55,794
74,528$

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 139,997¥ 130,322$ 1,567

671
896

Other current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other long-term liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ (21,786) ¥(12,045)(7,410)(1,188)

$

(89)
(14)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ (33,831) ¥(8,598)$ (103)

Undesignated derivative financial instruments
Interest rate and currency swap agreements
Prepaid expenses and other current assets . . . . . . . . . . . . . . . . . . .
Investments and other assets - Other . . . . . . . . . . . . . . . . . . . . . . .

¥ 54,474
168,349¥ 99,093
185,272$ 1,192
2,228

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 222,823¥ 284,365$ 3,420¥ (38,152) ¥ (64,611)(179,765) (132,785)$ (777)(1,597)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥(217,917) ¥(197,396)$(2,374)

Other current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other long-term liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Foreign exchange forward and option contracts
Prepaid expenses and other current assets . . . . . . . . . . . . . . . . . . .
Investments and other assets - Other . . . . . . . . . . . . . . . . . . . . . . .

¥

6,135
38

¥

2,619
—

$

32
—

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥

6,173

¥

2,619

$

32

Other current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other long-term liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ (20,843) ¥ (14,202)
(138)
(75)

$ (171)(1)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ (20,981) ¥ (14,277)$ (172)

F-50

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
The following table summarizes the notional amounts of derivative financial instruments as of March 31,
2010 and 2011:
Yen in millions
March 31,
Designatedderivative
financial
instruments

2010
Undesignatedderivative
financial
instruments

Designatedderivative
financial
instruments

2011
Undesignatedderivative
financial
instruments

Interest rate and currency swap
agreements . . . . . . . . . . . . . . . . ¥1,168,882 ¥11,868,039 ¥617,472 ¥11,460,275
Foreign exchange forward andoption contracts . . . . . . . . . . . .
—1,487,175—
1,176,955
Total . . . . . . . . . . . . . . . . . . . ¥1,168,882 ¥13,355,214 ¥617,472 ¥12,637,230

U.S. dollars in millions
March 31,2011
Designated Undesignatedderivative
derivative
financialfinancial
instruments instruments$7,426$137,826—

14,155$7,426$151,981

The following table summarizes the gains and losses on derivative financial instruments and hedged items
reported in the consolidated statement of income for the years ended March 31, 2009, 2010 and 2011:
Yen in millions
For the years ended March 31,
2009
2010
Gains or
Gains or(losses) on(losses) on
derivative
Gains orderivative
Gains orfinancial(losses) on
financial(losses) on
instruments
hedged items
instruments
hedged items

Derivative financial instruments designated as hedging
instruments – Fair value hedge
Interest rate and currency swap agreements
Cost of financing operations . . . . . . . . . . . . . . . .
Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . .
Undesignated derivative financial instruments
Interest rate and currency swap agreements
Cost of financing operations . . . . . . . . . . . . . . . .
Foreign exchange gain (loss), net . . . . . . . . . . . .
Foreign exchange forward and option contracts
Cost of financing operations . . . . . . . . . . . . . . . .
Foreign exchange gain (loss), net . . . . . . . . . . . .

F-51¥(288,553)(439)¥293,637
439¥138,677(265)¥(135,163)265¥ (72,696)(3,016)¥——¥ 77,939(2,819)¥——(21,841)
60,59924,183
174,158————

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Yen in millions
For the year ended March 31,
2011
Gains or(losses) on
derivative
Gains orfinancial(losses) on
instruments
hedged items

Derivative financial instruments designated as hedging
instruments – Fair value hedge
Interest rate and currency swap agreements
Cost of financing operations . . . . . . . . . . . . . . . .
Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . .
Undesignated derivative financial instruments
Interest rate and currency swap agreements
Cost of financing operations . . . . . . . . . . . . . . . .
Foreign exchange gain (loss), net . . . . . . . . . . . .
Foreign exchange forward and option contracts
Cost of financing operations . . . . . . . . . . . . . . . .
Foreign exchange gain (loss), net . . . . . . . . . . . .

U.S. dollars in millions
For the year ended March 31,
2011
Gains or(losses) on
derivative
Gains orfinancial(losses) on
instruments
hedged items¥ 71,491(166)¥(68,741)
166

$ 860
(2)

$(827)
2¥ 72,082(1,393)

¥

—
—

$ 867
(17)

$—
—

—
—

(32)
1,325

—
—

(2,693)
110,211

Undesignated derivative financial instruments are used to manage risks of fluctuations in interest rates tocertain borrowing transactions and in foreign currency exchange rates of certain currency receivables andpayables. Toyota accounts for these derivative financial instruments as economic hedges with changes in the fairvalue recorded directly into current period earnings.
Unrealized gains or (losses) on undesignated derivative financial instruments reported in the cost offinancing operations for the years ended March 31, 2009, 2010 and 2011 were ¥(80,298) million, ¥71,538 millionand ¥93,370 million ($1,123 million) those reported in foreign exchange gain (loss), net were ¥(33,578) million,¥(26,476) million and ¥(240) million ($(3) million), respectively.
Credit risk related contingent features Toyota enters into International Swaps and Derivatives Association Master Agreements with counterparties.
These Master Agreements contain a provision requiring either Toyota or the counterparty to settle the contract or
to post assets to the other party in the event of a ratings downgrade below a specified threshold.
The aggregate fair value amount of derivative financial instruments that contain credit risk related
contingent features that are in a net liability position as of March 31, 2011 is ¥27,432 million ($330 million). The
aggregate fair value amount of assets that are already posted as of March 31, 2011 is ¥5,773 million($69 million). If the ratings of Toyota decline below specified thresholds, the maximum amount of assets to beposted or for which Toyota could be required to settle the contracts is ¥27,432 million ($330 million) as ofMarch 31, 2011.
21. Other financial instruments:
Toyota has certain financial instruments, including financial assets and liabilities and off-balance sheet
financial instruments which arose in the normal course of business. These financial instruments are executed withcreditworthy financial institutions, and virtually all foreign currency contracts are denominated in U.S. dollars,
F-52

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
euros and other currencies of major industrialized countries. Financial instruments involve, to varying degrees,market risk as instruments are subject to price fluctuations, and elements of credit risk in the event a counterparty
should default. In the unlikely event the counterparties fail to meet the contractual terms of a foreign currency oran interest rate instrument, Toyota’s risk is limited to the fair value of the instrument. Although Toyota may be
exposed to losses in the event of non-performance by counterparties on financial instruments, it does not
anticipate significant losses due to the nature of its counterparties. Counterparties to Toyota’s financial
instruments represent, in general, international financial institutions. Additionally, Toyota does not have asignificant exposure to any individual counterparty. Toyota believes that the overall credit risk related to its
financial instruments is not significant.
The estimated fair values of Toyota’s financial instruments, excluding marketable securities and othersecurities investments and affiliated companies and derivative financial instruments, are summarized as follows:
Yen in millions
March 31, 2010
Carrying
Estimatedamountfair value

Asset (Liability)
Cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . .
Time deposits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total finance receivables, net . . . . . . . . . . . . . . . . . . .
Other receivables . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Short-term borrowings . . . . . . . . . . . . . . . . . . . . . . . . .
Long-term debt including the current portion . . . . . . .

¥ 1,865,746 ¥ 1,865,746
392,724
392,724
8,759,826
9,112,527
360,379
360,379(3,279,673) (3,279,673)(9,191,490) (9,297,904)
Yen in millions
March 31, 2011
Carrying
Estimatedamountfair value

Asset (Liability)
Cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . .
Time deposits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total finance receivables, net . . . . . . . . . . . . . . . . . . .
Other receivables . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Short-term borrowings . . . . . . . . . . . . . . . . . . . . . . . . .
Long-term debt including the current portion . . . . . . .

U.S. dollars in millions
March 31, 2011
Carrying
Estimatedamountfair value¥ 2,080,709 ¥ 2,080,709 $ 25,024 $ 25,024
203,874
203,8742,452
2,452
8,680,882
8,971,523
104,400
107,896306,201
306,201
3,682
3,682(3,179,009) (3,179,009)(38,232)(38,232)(9,200,130) (9,274,881) (110,645) (111,544)

Cash and cash equivalents, time deposits and other receivables In the normal course of business, substantially all cash and cash equivalents, time deposits and otherreceivables are highly liquid and are carried at amounts which approximate fair value.
Finance receivables, net The carrying value of variable rate finance receivables was assumed to approximate fair value as they wererepriced at prevailing market rates. The fair value of fixed rate finance receivables was estimated by discounting
expected cash flows to present value using the rates at which new loans of similar credit quality and maturity
would be made.

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TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Short-term borrowings and long-term debt The fair values of short-term borrowings and total long-term debt including the current portion were
estimated based on the discounted amounts of future cash flows using Toyota’s current incremental borrowing
rates for similar liabilities.
22. Lease commitments:
Toyota leases certain assets under capital lease and operating lease arrangements.
An analysis of leased assets under capital leases is as follows:

Class of property
Building . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Machinery and equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Less - Accumulated depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Yen in millions
March 31,
2010
2011

U.S. dollars
in millions
March 31,2011

¥ 23,518 ¥ 13,412
48,04330,283(36,926) (18,590)

$ 161
364
(223)

¥ 34,635$ 302¥ 25,105

Amortization expenses under capital leases for the years ended March 31, 2009, 2010 and 2011 were¥12,183 million, ¥12,606 million and ¥13,341 million ($160 million), respectively.
Future minimum lease payments under capital leases together with the present value of the net minimum
lease payments as of March 31, 2011 are as follows:
Yen in millions

U.S. dollars
in millions

2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Thereafter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 5,192
3,741
2,516
2,248
1,971
13,981

$ 62
45
30
27
24
168

Total minimum lease payments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Less - Amount representing interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

29,649(7,732)356(93)

Present value of net minimum lease payments . . . . . . . . . . . . . . . . . . . . . . . .
Less - Current obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

21,917(4,283)263(51)

Long-term capital lease obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥17,634$212

Years ending March 31,

Rental expenses under operating leases for the years ended March 31, 2009, 2010 and 2011 were
¥106,653 million, ¥93,994 million and ¥89,029 million ($1,071 million), respectively.

F-54

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
The minimum rental payments required under operating leases relating primarily to land, buildings andequipment having initial or remaining non-cancelable lease terms in excess of one year at March 31, 2011 are as
follows:
Yen in millions

U.S. dollars
in millions

2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Thereafter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 9,198
7,439
5,687
4,648
4,061
13,146

$111
89
68
56
49
158

Total minimum future rentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥44,179$531

Years ending March 31,

23. Other commitments and contingencies, concentrations and factors that may affect future operations:
Commitments
Commitments outstanding at March 31, 2011 for the purchase of property, plant and equipment and otherassets totaled ¥83,506 million ($1,004 million).
Guarantees
Toyota enters into contracts with Toyota dealers to guarantee customers’ payments of their installment
payables that arise from installment contracts between customers and Toyota dealers, as and when requested by
Toyota dealers. Guarantee periods are set to match maturity of installment payments, and at March 31, 2011,
range from 1 month to 35 years; however, they are generally shorter than the useful lives of products sold.
Toyota is required to execute its guarantee primarily when customers are unable to make required payments.
The maximum potential amount of future payments as of March 31, 2011 is ¥1,662,225 million($19,991 million). Liabilities for guarantees totaling ¥20,450 million ($246 million) have been provided as ofMarch 31, 2011. Under these guarantee contracts, Toyota is entitled to recover any amount paid by Toyota fromthe customers whose original obligations Toyota has guaranteed.
Legal Proceedings
Product Recalls
From time-to-time, Toyota issues vehicle recalls and takes other safety measures including safety campaigns
relating to its vehicles. In November 2009, Toyota announced a safety campaign in North America for certain
models of Toyota and Lexus vehicles related to floor mat entrapment of accelerator pedals, and later expanded it
to include additional models. In January 2010, Toyota announced a recall in North America for certain models of
Toyota vehicles related to sticking and slow-to-return accelerator pedals. Also in January 2010, Toyota recalledin Europe and China certain models of Toyota vehicles related to sticking accelerator pedals. In February 2010,
Toyota announced a worldwide recall related to the software program that controls the antilock braking system(ABS) in certain vehicles models including the Prius. Set forth below is a description of various claims, lawsuits
and government investigations involving Toyota in the United States relating to these recalls and other safetymeasures.

F-55

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Class Action and Consolidated Litigation
There are approximately 200 putative class actions that have been filed since November 2009 alleging thatcertain Toyota, Lexus and Scion vehicles contain defects that lead to unintended acceleration. Many of theputative class actions allege that malfunctions involving the floor mats and accelerator pedals do not cover thefull scope of possible defects related to unintended acceleration. Rather, they allege that Electronic Throttle
Control System-intelligent (ETCS-i) is the true cause and that Toyota has failed to inform consumers despite its
awareness of the problem. In general, these cases seek recovery for the alleged diminution in value of thevehicles, injunctive and other relief. In April 2010, the approximately 190 federal cases were consolidated for
pretrial proceedings into a single multi-district litigation in the United States District Court for the Central
District of California. In addition, of the approximately 325 individual product liability personal injury cases
relating to unintended acceleration pending against Toyota, the federal cases have been or are likely to beconsolidated into the multi-district litigation. The remaining individual product liability personal injury cases
relating to unintended acceleration remain pending in various state courts in the United States. This consolidated
federal action suit is in its early stages and has included document production, depositions and various motions.
Additionally, there are approximately ten putative class actions in various state courts, including California.
The claims are similar to the class actions in federal court. One of the putative California class actions was filedby the Orange County District Attorney and, among other things, seeks statutory penalties alleging that Toyota
sold and marketed defective vehicles and that consumers have been harmed as a result of diminution in value of
their vehicles.
Beginning in February 2010, Toyota has also been sued in approximately 20 putative class actions alleging
defects in the antilock braking systems in various hybrid vehicles that cause the vehicles to fail to stop in a timely
manner when driving in certain road conditions. The plaintiffs seek an order requiring Toyota to repair thevehicles and claim that all owners and lessees of vehicles, including those for which recalls have been
implemented, should be compensated for the defects related to the antilock braking systems. These cases havebeen consolidated into two actions, one in federal court in the United States District Court for the Central Districtof California and one in state court in the Los Angeles County Superior Court.
From February through April 2010, Toyota was also sued in six putative shareholder class actions on behalfof investors in Toyota American Depository Shares and common stock. The cases have been consolidated into asingle action in the United States District Court for the Central District of California, and a lead plaintiff has been
appointed. The consolidated complaint, filed October 4, 2010, alleges violations of the Securities Exchange Actof 1934 and Japan’s Financial Instruments and Exchange Act on the basis that defendants made statements thatwere false or misleading in that they failed to disclose problems with, or the causes of, unintended acceleration ina number of vehicle models. Plaintiffs seek monetary damages in an amount to be proven at trial, interest andattorneys’ fees and costs.
On May 21, 2010, a shareholder derivative action was filed against certain officers and directors of Toyota
in the Superior Court of the State of California, County of Los Angeles. The complaint alleged that thedefendants breached their fiduciary duties of care and loyalty in their handling of design defects in Toyota
vehicles, alleging facts similar to those alleged in the securities class action. On April 20, 2011, the Court issued
an order dismissing the case and entered judgment in favor of defendants.
On July 22, 2010, Toyota was sued in the Superior Court of the State of California, County of Los Angeles
in a putative bondholder class action filed on behalf of purchasers of Toyota and Toyota Motor Credit
Corporation bonds traded on foreign securities exchanges. The complaint alleges violations of California
securities law, fraud, breach of fiduciary duty, and other state law claims. On September 15, 2010, Toyota
F-56

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
removed the putative bondholder class action to the United States District Court for the Central District ofCalifornia. On January 10, 2011, the District Court issued an order dismissing the case with prejudice, andentered judgment in favor of defendants. Plaintiff has filed a notice of appeal to the United States Circuit Courtof Appeals for the Ninth Circuit.
Toyota believes that it has meritorious defenses to all of the cases and will vigorously defend against them.
Government Investigations
In February 2010, Toyota received a subpoena from the U.S. Attorney for the Southern District of New
York and a voluntary request and subpoena from the U.S. Securities and Exchange Commission (“SEC”). The
subpoenas and the voluntary request primarily seek documents related to unintended acceleration and certain
financial records. This is a coordinated investigation and has included interviews of Toyota and non-Toyota
witnesses, as well as production of documents. In June 2010, Toyota received a second voluntary request andsubpoena from the SEC and a subpoena from the U.S. Attorney for the Southern District of New York. The
subpoenas and the voluntary request primarily seek production of documents related to the recalls of the steering
relay rod.
During the first two quarters of calendar year 2010, Toyota received four inquires from the National
Highway Traffic Safety Administration (“NHTSA”). The first two, TQ10-001 and TQ10-002, address the timingof the announcement of the recalls related to floor mat entrapment and sticking accelerator pedals, respectively.
The third, RQ10-003, addresses the scope of the recalls and unintended acceleration generally. On April 19,
2010, Toyota and NHTSA announced a settlement resolving TQ10-002 pursuant to which Toyota paid $16.4
million to the U.S. Treasury. Toyota denied the allegations that it violated the Motor Vehicle Safety Act or its
implementing regulations but agreed to the settlement to avoid a protracted dispute and to concentrate on
regaining customer confidence.
On May 10, 2010, Toyota received an inquiry from NHTSA on the timing of its announcement of the 2005
recall of certain pickup trucks and sport utility vehicles for a possible issue with the steering relay rod(TQ10-004). On December 20, 2010, Toyota and NHTSA announced that they had reached a settlement withrespect to TQ10-001 and TQ10-004 pursuant to which Toyota paid approximately $32.4 million in the aggregate
to the U.S. Treasury. As in the April 2010 settlement resolving TQ10-002, Toyota denied that it violated theMotor Vehicle Safety Act or its implementing regulations but agreed to the settlement to avoid a protracted
dispute and to concentrate on regaining customer confidence. In addition, on March 1, 2011, RQ10-003 wasofficially resolved.
Toyota has also received subpoenas and formal and informal requests from various states’ attorneys general,
including the Executive Committee for a group of 28 states’ attorney general, and certain local governmental
agencies regarding various recalls, the facts underlying its recent recalls and customer handling related to thoserecalls.
Toyota is cooperating with the government agencies in their investigations, which, except as noted above,
are on-going.
The recalls and other safety measures described above have led to a number of claims, lawsuits andgovernment investigations against Toyota in the United States as set forth in the preceding paragraphs. Amounts
accrued as of March 31, 2011 related to these legal proceedings and governmental investigations are not material
to Toyota’s financial position, results of operations, or cash flow. Toyota cannot currently estimate its potential
liability, damages or range of potential loss, if any, beyond the amounts accrued; however, the resolution of thesematters could have an adverse effect on Toyota’s financial position, results of operations or cash flows.
F-57

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
United States Antitrust Proceedings
In February 2003, Toyota, GM, Ford, DaimlerChrysler, Honda, Nissan, BMW and their sales subsidiaries in
the Unites States and Canada, as well as the National Automobile Dealers Association and the Canadian
Automobile Dealers Association were named as defendants in approximately 85 purported federal and state classaction lawsuits on behalf of all purchasers of new motor vehicles who purchased their vehicles in the UnitedStates on or after January 1, 2001. As of April 1, 2005, the federal lawsuits were consolidated in the State ofMaine, and lawsuits in the State of California and the State of New Jersey were also consolidated within therespective states. Lawsuits in the state courts have been stayed until the federal lawsuits proceed.
The complaints allege that the defendants violated the Sherman Antitrust Act or state anti-trust law byconspiring among themselves and with their dealers to prevent the sale to United States citizens of vehicles
produced for the Canadian market, resulting in higher prices to United States consumers. Toyota believes that its
actions have been lawful. In the interest of resolving these legal actions, however, Toyota entered into asettlement agreement with the plaintiffs in February 2006. The settlement agreement remains subject to court
approval. In the meantime, the federal court granted summary judgment in favor of the remaining defendants andthe time to appeal has lapsed. Current activity is centered in the California state courts, although that action isstayed against Toyota pending a ruling on the pending Toyota settlement. In February 2011, the federal court
held a hearing with respect to approval of Toyota’s settlement agreement. If final approval is granted, thatapproval should resolve this matter for Toyota.
Other Proceedings
Toyota has various other legal actions, other governmental proceedings and other claims pending against it,
including other product liability claims in the United States. Although the claimants in some of these actions seek
potentially substantial damages, Toyota cannot currently estimate its potential liability, damages or range ofpotential loss, if any, beyond the amounts accrued, with respect to these claims. However, based upon
information currently available to Toyota, Toyota believes that its losses from these matters, if any, would nothave a material adverse effect on Toyota’s financial position, results of operations or cash flows.
Environmental Matters and Others
In October 2000, the European Union brought into effect a directive that requires member states topromulgate regulations implementing the following: (i) manufacturers shall bear all or a significant part of thecosts for taking back end-of-life vehicles put on the market after July 1, 2002 and dismantling and recycling
those vehicles. Beginning January 1, 2007, this requirement became applicable to vehicles put on the market
before July 1, 2002; (ii) manufacturers may not use certain hazardous materials in vehicles to be sold after July
2003; (iii) vehicles type-approved and put on the market after December 15, 2008, shall be re-usable and/or
recyclable to a minimum of 85% by weight per vehicle and shall be re-usable and/or recoverable to a minimumof 95% by weight per vehicle; and (iv) end-of-life vehicles must meet actual re-use of 80% and re-use as material
or energy of 85%, respectively, of vehicle weight by 2006, rising respectively to 85% and 95% by 2015. A law toimplement the directive came into effect in all member states including Bulgaria, Romania that joined theEuropean Union in January 2007. Currently, there are uncertainties surrounding the implementation of theapplicable regulations in different European Union member states, particularly regarding manufacturer
responsibilities and resultant expenses that may be incurred.
In addition, under this directive member states must take measures to ensure that car manufacturers,
distributors and other auto-related economic operators establish adequate used vehicle collection and treatment

F-58

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
facilities and to ensure that hazardous materials and recyclable parts are removed from vehicles prior toshredding. This directive impacts Toyota’s vehicles sold in the European Union and Toyota is introducing
vehicles that are in compliance with such measures taken by the member states pursuant to the directive.
Based on the legislation that has been enacted to date, Toyota has provided for its estimated liability related
to covered vehicles in existence as of March 31, 2011. Depending on the legislation that will be enacted subject
to other circumstances, Toyota may be required to revise the accruals for the expected costs. Although Toyota
does not expect its compliance with the directive to result in significant cash expenditures, Toyota is continuing
to assess the impact of this future legislation on its results of operations, cash flows and financial position.
Toyota purchases materials that are equivalent to approximately 10% of material costs from a supplier
which is an affiliated company.
The parent company has a concentration of labor supply in employees working under collective bargaining
agreements and a substantial portion of these employees are working under the agreement that will expire on
December 31, 2011.
24. Segment data:
The operating segments reported below are the segments of Toyota for which separate financial information
is available and for which operating income/loss amounts are evaluated regularly by executive management indeciding how to allocate resources and in assessing performance.
The major portions of Toyota’s operations on a worldwide basis are derived from the Automotive andFinancial Services business segments. The Automotive segment designs, manufactures and distributes sedans,
minivans, compact cars, sport-utility vehicles, trucks and related parts and accessories. The Financial Services
segment consists primarily of financing, and vehicle and equipment leasing operations to assist in themerchandising of the parent company and its affiliate companies products as well as other products. The All
Other segment includes the design, manufacturing and sales of housing, telecommunications and other business.

F-59

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
The following tables present certain information regarding Toyota’s industry segments and operations bygeographic areas and overseas revenues by destination as of and for the years ended March 31, 2009, 2010 and2011.
Segment operating results and assets As of and for the year ended March 31, 2009:
Yen in millions

Automotive

Financial
Services

All Other

Inter-segment
Elimination/
UnallocatedAmountConsolidated

Net revenues
Sales to external customers . . . . . . . . ¥18,550,501 ¥ 1,355,850 ¥ 623,219 ¥— ¥20,529,570
Inter-segment sales and transfers . . . .
14,222
21,698561,728(597,648)—
Total . . . . . . . . . . . . . . . . . . . . . .
Operating expenses . . . . . . . . . . . . . .

18,564,723
18,959,599

Operating income (loss) . . . . . . . . . . . ¥ (394,876) ¥1,377,548
1,449,495

1,184,947
1,175,034(71,947) ¥(597,648)(593,547)

9,913 ¥

20,529,570
20,990,581(4,101) ¥ (461,011)

Assets . . . . . . . . . . . . . . . . . . . . . . . . . ¥11,716,316 ¥13,631,662 ¥1,131,400 ¥2,582,659 ¥29,062,037
Investment in equity method
investees . . . . . . . . . . . . . . . . . . . . .
1,606,013
168,057—
36,036
1,810,106
Depreciation expense . . . . . . . . . . . . .
1,072,848
389,937
32,385—
1,495,170
Capital expenditure . . . . . . . . . . . . . .
1,343,572
883,968
35,33462,0232,324,897
As of and for the year ended March 31, 2010:
Yen in millions

Automotive

Financial
Services

All Other

Inter-segment
Elimination/
UnallocatedAmountConsolidated

Net revenues
Sales to external customers . . . . . . . . ¥17,187,308 ¥ 1,226,244 ¥ 537,421 ¥— ¥18,950,973
Inter-segment sales and transfers . . . .
10,12019,163
410,194(439,477)—
Total . . . . . . . . . . . . . . . . . . . . . .
Operating expenses . . . . . . . . . . . . . .
Operating income (loss) . . . . . . . . . . . ¥17,197,428
17,283,798(86,370) ¥1,245,407
998,480
246,927 ¥947,615
956,475(8,860) ¥(439,477)(435,296)(4,181) ¥18,950,973
18,803,457
147,516

Assets . . . . . . . . . . . . . . . . . . . . . . . . . ¥12,359,404 ¥13,274,953 ¥1,119,635 ¥3,595,295 ¥30,349,287
Investment in equity method
investees . . . . . . . . . . . . . . . . . . . . .
1,692,702
129,745—
44,993
1,867,440
Depreciation expense . . . . . . . . . . . . .
1,018,935
348,820
46,814—
1,414,569
Capital expenditure . . . . . . . . . . . . . .
616,216774,10221,751
25,532
1,437,601

F-60

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
As of and for the year ended March 31, 2011:
Yen in millions

Automotive

Financial
Services

All Other

Inter-segment
Elimination/
UnallocatedAmountConsolidated

Net revenues
Sales to external customers . . . . . . . . ¥17,322,753 ¥ 1,173,168 ¥ 497,767 ¥— ¥18,993,688Inter-segment sales and transfers . . . .
14,567
19,037474,485(508,089)—
Total . . . . . . . . . . . . . . . . . . . . . .
Operating expenses . . . . . . . . . . . . . .
Operating income . . . . . . . . . . . . . . . . ¥17,337,320
17,251,347
85,973 ¥1,192,205
833,925
358,280 ¥972,252
937,010(508,089)(496,873)

18,993,688
18,525,409

35,242 ¥ (11,216) ¥468,279

Assets . . . . . . . . . . . . . . . . . . . . . . . . . ¥11,341,558 ¥13,365,394 ¥1,146,720 ¥3,964,494 ¥29,818,166
Investment in equity method
investees . . . . . . . . . . . . . . . . . . . . .
1,784,539
3,519
3,045
26,885
1,817,988
Depreciation expense . . . . . . . . . . . . .
819,075
330,865
25,633—
1,175,573
Capital expenditure . . . . . . . . . . . . . .
691,867
991,330
21,058(13,064)
1,691,191

Automotive

U.S. dollars in millions
Inter-segment
Elimination/
Financial
UnallocatedServices
All OtherAmountConsolidated

Net revenues
Sales to external customers . . . . . . . . $Inter-segment sales and transfers . . . .

208,331 $176

14,109 $229

5,987 $
5,706

— $(6,111)

228,427—

Total . . . . . . . . . . . . . . . . . . . . . .
Operating expenses . . . . . . . . . . . . . .

208,507
207,473

14,33810,029

11,693
11,269(6,111)(5,976)228,427
222,795

Operating income . . . . . . . . . . . . . . . . $1,034 $

4,309 $

424 $

(135) $

5,632

Assets . . . . . . . . . . . . . . . . . . . . . . . . . $Investment in equity method
investees . . . . . . . . . . . . . . . . . . . . .
Depreciation expense . . . . . . . . . . . . .
Capital expenditure . . . . . . . . . . . . . .

136,399 $

160,738 $

13,791 $47,679 $358,60721,462
9,851
8,321

42
3,979
11,922

37
308
253

323
—
(157)

21,864
14,13820,339F-61

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Geographic Information As of and for the year ended March 31, 2009:
Yen in millions

Japan

North
America

Europe

Asia

Other

Inter-segment
Elimination/
UnallocatedAmountConsolidated

Net revenues
Sales to externalcustomers . . . . . . . . . . ¥ 7,471,916 ¥ 6,097,676 ¥2,889,753 ¥2,450,412 ¥1,619,813 ¥— ¥20,529,570
Inter-segment sales andtransfers . . . . . . . . . . . . 4,714,821
125,238
123,375
268,917
263,087 (5,495,438)—
Total . . . . . . . . . . . . 12,186,737
6,222,914 3,013,128 2,719,329 1,882,900 (5,495,438) 20,529,570
Operating expenses . . . . . 12,424,268
6,613,106 3,156,361 2,543,269 1,795,252 (5,541,675) 20,990,581
Operating income(loss) . . . . . . . . . . . . . . ¥ (237,531) ¥ (390,192) ¥ (143,233) ¥ 176,060 ¥ 87,648 ¥46,237 ¥ (461,011)
Assets . . . . . . . . . . . . . . . ¥11,956,431 ¥10,685,466 ¥2,324,528 ¥1,547,890 ¥1,446,505 ¥ 1,101,217 ¥29,062,037
Long-lived assets . . . . . . 3,658,719
2,726,419
410,185
372,330
234,028—7,401,681

As of and for the year ended March 31, 2010:
Yen in millions

Japan

North
America

Europe

Asia

Other

Inter-segment
Elimination/
UnallocatedAmountConsolidated

Net revenues
Sales to externalcustomers . . . . . . . . . . ¥ 7,314,813 ¥ 5,583,228 ¥2,082,671 ¥2,431,648 ¥1,538,613 ¥— ¥18,950,973
Inter-segment sales andtransfers . . . . . . . . . . .
3,905,490
87,29864,378
223,679
135,248 (4,416,093)—
Total . . . . . . . . . . . . 11,220,303
5,670,526 2,147,049 2,655,327 1,673,861 (4,416,093) 18,950,973
Operating expenses . . . . 11,445,545
5,585,036 2,180,004 2,451,800 1,558,287 (4,417,215) 18,803,457
Operating income(loss) . . . . . . . . . . . . . ¥ (225,242) ¥85,490 ¥ (32,955) ¥ 203,527 ¥ 115,574 ¥
1,122 ¥ 147,516
Assets . . . . . . . . . . . . . . . ¥12,465,677 ¥10,223,903 ¥2,060,962 ¥1,925,126 ¥1,803,703 ¥ 1,869,916 ¥30,349,287
Long-lived assets . . . . . .
3,347,896
2,401,172
351,037
361,296249,500—
6,710,901

F-62

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
As of and for the year ended March 31, 2011:
Yen in millions

Japan

North
America

Europe

Asia

Other

Inter-segment
Elimination/
UnallocatedAmountConsolidated

Net revenues
Sales to externalcustomers . . . . . . . . . . . ¥ 6,966,929 ¥5,327,809 ¥1,920,416 ¥3,138,112 ¥1,640,422 ¥— ¥18,993,688Inter-segment sales andtransfers . . . . . . . . . . . .
4,019,317
101,327
61,081
236,422
168,694 (4,586,841)—
Total . . . . . . . . . . . . . 10,986,246 5,429,136 1,981,497 3,374,534 1,809,116 (4,586,841) 18,993,688
Operating expenses . . . . . 11,348,642 5,089,633 1,968,349 3,061,557 1,648,987 (4,591,759) 18,525,409
Operating income(loss) . . . . . . . . . . . . . . ¥ (362,396) ¥ 339,503 ¥ 13,148 ¥ 312,977 ¥ 160,129 ¥
4,918 ¥ 468,279
Assets . . . . . . . . . . . . . . . . ¥11,285,864 ¥9,910,828 ¥1,931,231 ¥2,138,499 ¥2,044,379 ¥ 2,507,365 ¥29,818,166
Long-lived assets . . . . . . .
3,123,042 2,276,332
305,627
344,304
259,855—
6,309,160
U.S. dollars in millions

Japan

Net revenues
Sales to externalcustomers . . . . . . . . . . . $Inter-segment sales andtransfers . . . . . . . . . . . .
Total . . . . . . . . . . . . .
Operating expenses . . . . .
Operating income(loss) . . . . . . . . . . . . . . $Assets . . . . . . . . . . . . . . . . $Long-lived assets . . . . . . .

NorthAmerica

Europe

Asia

Other

Inter-segment
Elimination/
UnallocatedAmountConsolidated

83,787 $64,075 $23,096 $37,740 $19,729 $—$48,339132,126
136,484

1,218
65,293
61,210734
23,83023,672

2,844
40,58436,8202,028
21,757
19,831(4,358) $4,083 $

158 $3,764 $

1,926 $

59 $

5,632

135,729 $ 119,192 $37,55927,37623,226 $3,676

25,719 $4,141

24,587 $3,125

30,154 $—358,60775,877(55,163)(55,163)(55,222)

228,427—
228,427
222,795“Other” consists of Central and South America, Oceania and Africa.
Revenues are attributed to geographies based on the country location of the parent company or thesubsidiary that transacted the sale with the external customer.
There are no any individually material countries with respect to revenues, operating expenses, operating
income, assets and long-lived assets included in other foreign countries.
Unallocated amounts included in assets represent assets held for corporate purposes, which mainly consistof cash and cash equivalents and marketable securities. Such corporate assets were ¥3,225,901 million,¥4,205,402 million and ¥4,613,672 million ($55,486 million), as of March 31, 2009, 2010 and 2011,
respectively.
Transfers between industries or geographic segments are made at amounts which Toyota’s management
believes approximate arm’s-length transactions. In measuring the reportable segments’ income or losses,
operating income consists of revenue less operating expenses.
F-63

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Overseas Revenues by destination The following information shows revenues that are attributed to countries based on location of customers,
excluding customers in Japan. In addition to the disclosure requirements under U.S.GAAP, Toyota discloses thisinformation in order to provide financial statement users with valuable information.
Yen in millions

For the years ended March 31,
2009
2010
2011

North America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥6,294,230
Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,861,351
Asia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,530,352
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3,421,881¥5,718,381
2,023,280
2,641,471
2,838,671¥5,398,278
1,793,932
3,280,384
3,196,114“Other” consists of Central and South America, Oceania, Africa and the Middle East, etc.

F-64

U.S. dollars
in millions
For the year
ended
March 31,2011

$64,922
21,57539,451
38,438TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Certain financial statement data on non-financial services and financial services businesses The financial data below presents separately Toyota’s non-financial services and financial services
businesses.
Balance sheets Yen in millions
March 31,
2010
2011

Non-Financial Services Businesses
Current assets
Cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Marketable securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Trade accounts and notes receivable, less allowance for
doubtful accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Inventories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Prepaid expenses and other current assets . . . . . . . . . . . . . . . .

U.S. dollars
in millions
March 31,2011

¥ 1,338,821
1,783,629¥ 1,300,553
1,036,555$ 15,641
12,466

1,908,884
1,422,373
1,793,622

1,483,551
1,304,128
1,383,616

17,842
15,684
16,640Total current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

8,247,329

6,508,403

78,273

Investments and other assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Property, plant and equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . .

4,549,658
4,996,321

5,825,966
4,608,309

70,06555,422

Total Non-Financial Services Businesses assets . . . . . . .

17,793,308

16,942,678

203,760

Financial Services Businesses
Current assets
Cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Marketable securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Finance receivables, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Prepaid expenses and other current assets . . . . . . . . . . . . . . . .

526,9259,536
4,209,496
653,798

780,156
188,880
4,136,805
636,249

9,383
2,272
49,751
7,651

Total current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

5,399,755

5,742,090

69,057

Noncurrent finance receivables, net . . . . . . . . . . . . . . . . . . . . . . . .
Investments and other assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Property, plant and equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . .

5,630,680
529,938
1,714,580

5,556,746
365,7071,700,851

66,828
4,398
20,455

Total Financial Services Businesses assets . . . . . . . . . . .

13,274,953

13,365,394

160,738

Eliminations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(718,974)(489,906)(5,891)

Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥30,349,287¥29,818,166$358,607

Assets in the non-financial services include unallocated corporate assets.

F-65

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Yen in millions
March 31,
2010
2011

Non-Financial Services Businesses
Current liabilities
Short-term borrowings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Current portion of long-term debt . . . . . . . . . . . . . . . . . . . . . .
Accounts payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income taxes payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥575,890
289,447
1,954,147
1,627,228
140,210
931,727¥

478,646
243,817
1,497,253
1,666,748
104,392
1,024,662

U.S. dollars
in millions
March 31,
2011

$

5,756
2,932
18,00720,045
1,256
12,323

Total current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . .

5,518,649

5,015,518

60,319Long-term liabilities
Long-term debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued pension and severance costs . . . . . . . . . . . . . . . . . . .
Other long-term liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,095,270
672,905
604,903

839,611
660,918
554,402

10,097
7,949
6,667

Total long-term liabilities . . . . . . . . . . . . . . . . . . . . . . . .

2,373,078

2,054,931

24,713

Total Non-Financial Services Businesses liabilities . . . .

7,891,727

7,070,449

85,032Financial Services Businesses
Current liabilities
Short-term borrowings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Current portion of long-term debt . . . . . . . . . . . . . . . . . . . . . .
Accounts payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income taxes payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

3,118,938
1,968,908
13,063
113,559
13,177519,0112,986,700
2,541,479
19,472
110,348
9,555
538,026

35,91930,565
234
1,327
115
6,471

Total current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . .

5,746,656

6,205,580

74,631Long-term liabilities
Long-term debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued pension and severance costs . . . . . . . . . . . . . . . . . . .
Other long-term liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . .

6,060,349
5,772
433,641

5,669,456
7,104
435,508

68,18485
5,238

Total long-term liabilities . . . . . . . . . . . . . . . . . . . . . . . .

6,499,762

6,112,068

73,507

Total Financial Services Businesses liabilities . . . . . . . .

12,246,418

12,317,648

148,138

Eliminations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(719,301)(489,955)(5,892)

Total liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

19,418,844

18,898,142

227,278

Total Toyota Motor Corporation shareholders’ equity . . . . . . . . . .

10,359,723

10,332,371

124,262

Noncontrolling interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

570,720587,653

7,067

Total shareholders’ equity . . . . . . . . . . . . . . . . . . . . . . . .

10,930,443

10,920,024

131,329

Total liabilities and shareholders’ equity . . . . . . . . . . . .

¥30,349,287¥29,818,166$358,607

F-66

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Statements of income Yen in millions

For the years ended March 31,
2009
2010
2011

U.S. dollars
in millions
For the year
ended
March 31,2011

Non-Financial Services Businesses
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥19,182,161 ¥17,732,143 ¥17,826,986 $214,395
Costs and expenses
Cost of revenues . . . . . . . . . . . . . . . . . . . . . . . . . . 17,470,791 15,973,442 15,986,741 192,264
Selling, general and administrative . . . . . . . . . . . .
2,097,674
1,854,710
1,723,071
20,722
Total costs and expenses . . . . . . . . . . . . . . . . 19,568,465 17,828,152 17,709,812 212,986
Operating income (loss) . . . . . . . . . . . . . . . . . . . . . . . .
(386,304)(96,009)
117,174
1,409
Other income (expense), net . . . . . . . . . . . . . . . . . . . . .
(71,925)
144,625
88,840
1,069
Income (loss) before income taxes and equity inearnings of affiliated companies . . . . . . . . . . . . . . . .
(458,229)
48,616
206,014
2,478
Provision for income taxes . . . . . . . . . . . . . . . . . . . . . .
(10,152)
42,342
178,795
2,150
Equity in earnings of affiliated companies . . . . . . . . . .
53,226109,944214,229
2,576
Net income (loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(394,851)
116,218
241,448
2,904
Less: Net (income) loss attributable to thenoncontrolling interest . . . . . . . . . . . . . . . . . . . . . . .
26,282(32,103)(54,055)(650)
Net income (loss) attributable to Toyota Motor
Corporation- Non-Financial Services Businesses . .
(368,569)
84,115
187,393
2,254
Financial Services Businesses
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1,377,548
1,245,407
1,192,205
14,338
Costs and expenses
Cost of revenues . . . . . . . . . . . . . . . . . . . . . . . . . .
994,191
716,997
636,374
7,653
Selling, general and administrative . . . . . . . . . . . .
455,304
281,483
197,551
2,376
Total costs and expenses . . . . . . . . . . . . . . . .
1,449,495
998,480
833,925
10,029Operating income (loss) . . . . . . . . . . . . . . . . . . . . . . . .
(71,947)
246,927
358,280
4,309
Other income (expense), net . . . . . . . . . . . . . . . . . . . . .
(30,233)(3,923)
1,349
16
Income (loss) before income taxes and equity inearnings of affiliated companies . . . . . . . . . . . . . . . .
(102,180)
243,004
359,629
4,325
Provision for income taxes . . . . . . . . . . . . . . . . . . . . . .
(46,298)
50,362
134,094
1,613
Equity in earnings (losses) of affiliated companies . . .
(10,502)(64,536)787
10
Net income (loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(66,384)
128,106
226,322
2,722
Less: Net income attributable to the noncontrollinginterest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(2,004)(2,653)(3,251)(39)
Net income (loss) attributable to Toyota Motor
Corporation - Financial Services Businesses . . . . . .
(68,388)
125,453
223,0712,683
Eliminations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
20(112)(2,281)(28)
Net income (loss) attributable to Toyota Motor
Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ (436,937) ¥ 209,456 ¥ 408,183 $ 4,909
F-67

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Statement of cash flows Yen in millions
Yen in millions
For the year ended March 31, 2009
For the year ended March 31, 2010
Non-Financial Financial
Non-Financial Financial
Services
Services
Services
Services
Businesses Businesses Consolidated Businesses Businesses Consolidated
Cash flows from operating activities
Net income (loss) . . . . . . . . . . . . . . . . . . . . . . . . ¥ (394,851) ¥Adjustments to reconcile net income (loss) to
net cash provided by operating activities
Depreciation . . . . . . . . . . . . . . . . . . . . . . . .
1,105,233
Provision for doubtful accounts and credit
losses . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(1,663)Pension and severance costs, lesspayments . . . . . . . . . . . . . . . . . . . . . . . . .
(21,428)
Losses on disposal of fixed assets . . . . . . .
68,546
Unrealized losses on available-for-salesecurities, net . . . . . . . . . . . . . . . . . . . . .
220,920
Deferred income taxes . . . . . . . . . . . . . . . .
(132,127)
Equity in (earnings) losses of affiliatedcompanies . . . . . . . . . . . . . . . . . . . . . . . .
(53,226)
Changes in operating assets and liabilities,
and other . . . . . . . . . . . . . . . . . . . . . . . . .
(223,101)
Net cash provided by operating
activities . . . . . . . . . . . . . . . . . . . . .
Cash flows from investing activities
Additions to finance receivables . . . . . . . . . . . . .
Collection of and proceeds from sales of financereceivables . . . . . . . . . . . . . . . . . . . . . . . . . . .
Additions to fixed assets excluding equipment
leased to others . . . . . . . . . . . . . . . . . . . . . . . .
Additions to equipment leased to others . . . . . . .
Proceeds from sales of fixed assets excluding
equipment leased to others . . . . . . . . . . . . . . .
Proceeds from sales of equipment leased toothers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Purchases of marketable securities and security
investments . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proceeds from sales of and maturity ofmarketable securities and security
investments . . . . . . . . . . . . . . . . . . . . . . . . . . .
Payment for additional investments in affiliatedcompanies, net of cash acquired . . . . . . . . . . .
Changes in investments and other assets, andother . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(66,384) ¥ (461,215) ¥116,218 ¥

128,106 ¥244,212389,937

1,495,170

1,065,749

348,820

1,414,569

259,096

257,433

1,905

98,870100,775

470
136(20,958)
68,682

55
46,661

1,199
276

1,254
46,937—(62,871)

220,920(194,990)

2,486(14,183)—
39,7592,486
25,537

10,502(42,724)(109,944)

64,536(45,408)

186,234

154,587

733,338

133,275

768,168

717,120

1,476,905

1,842,285

814,8412,558,530—(14,230,272) (8,612,111)—(13,492,119) (7,806,201)—

13,959,045—

13,107,531

7,517,968(599,154)(64,345)(5,382)(768,720)(604,536)(833,065)

568,303(1,358,518)(82,411)8,155,094(6,064) (1,364,582)(877,904)(960,315)

41,285

6,101

47,386

46,0706,403

52,47355,896472,853

528,749

36,668428,424

465,092(418,342)(217,688)(636,030)(2,310,912)

1,295,561

180,316

1,475,877

1,012,781

95,9601,108,741

(45)

—

(45)

(1,020)—(1,020)135,757(259,089)

102,497(337,454)

129,834(2,091)(101,270) (2,412,182)

Net cash used in investing
activities . . . . . . . . . . . . . . . . . . . . .

(336,740)(715,704) (1,230,220)(2,139,001)(626,676) (2,850,184)

Cash flows from financing activities
Proceeds from issuance of long-term debt . . . . .
Payments of long-term debt . . . . . . . . . . . . . . . .
Increase (decrease) in short-term borrowings . . .
Dividends paid . . . . . . . . . . . . . . . . . . . . . . . . . .
Purchase of common stock, and other . . . . . . . .

545,981(150,097)
138,387(439,991)(70,587)

3,030,029 3,506,990(2,580,637) (2,704,078)
239,462
406,507—(439,991)—(70,587)

492,300(77,033)(249,238)(172,476)(10,251)

2,733,465 3,178,310(2,926,308) (2,938,202)(251,544)(335,363)—(172,476)—(10,251)

Net cash provided by (used in)financing activities . . . . . . . . . . . . .

23,693688,854698,841(16,698)(444,387)(277,982)

Effect of exchange rate changes on cash and cash
equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(80,214)(49,579)(129,793)

4,092(12,990)(8,898)Net increase (decrease) in cash and cash
equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cash and cash equivalents at beginning of year . . . . .

175,042
1,473,101

640,691
155,446

815,733
1,628,547(309,322)
1,648,143(269,212)
796,137(578,534)
2,444,280

Cash and cash equivalents at end of year . . . . . . . . . . ¥ 1,648,143 ¥

F-68

796,137 ¥ 2,444,280¥ 1,338,821 ¥

526,925 ¥ 1,865,746

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Yen in millions
U.S. dollars in millions
For the year ended March 31, 2011
For the year ended March 31, 2011
Non-Financial Financial
Non-Financial Financial
Services
Services
Services
Services
Businesses Businesses Consolidated Businesses Businesses Consolidated
Cash flows from operating activities
Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 241,448 ¥Adjustments to reconcile net income to net cash
provided by operating activities
Depreciation . . . . . . . . . . . . . . . . . . . . . . . . .
844,708
Provision for doubtful accounts and credit
losses . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1,806
Pension and severance costs, lesspayments . . . . . . . . . . . . . . . . . . . . . . . . . .
(24,867)
Losses on disposal of fixed assets . . . . . . . . .
36,076
Unrealized losses on available-for-salesecurities, net . . . . . . . . . . . . . . . . . . . . . . .
7,915
Deferred income taxes . . . . . . . . . . . . . . . . .
(17,258)
Equity in earnings of affiliatedcompanies . . . . . . . . . . . . . . . . . . . . . . . . .
(214,229)
Changes in operating assets and liabilities,
and other . . . . . . . . . . . . . . . . . . . . . . . . . .
591,378
Net cash provided by operating
activities . . . . . . . . . . . . . . . . . . . . . .
Cash flows from investing activities
Additions to finance receivables . . . . . . . . . . . . . .
Collection of and proceeds from sales of financereceivables . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Additions to fixed assets excluding equipment
leased to others . . . . . . . . . . . . . . . . . . . . . . . . .
Additions to equipment leased to others . . . . . . . .
Proceeds from sales of fixed assets excluding
equipment leased to others . . . . . . . . . . . . . . . .
Proceeds from sales of equipment leased toothers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Purchases of marketable securities and security
investments . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proceeds from sales of and maturity ofmarketable securities and security
investments . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Payment for additional investments in affiliatedcompanies, net of cash acquired . . . . . . . . . . . .
Changes in investments and other assets, andother . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

226,322 ¥465,485$ 2,904

330,865

1,175,573

10,1593,979

14,138

2,334

4,140

22

28

50

1,453
138

(23,414)
36,214

(299)
434

17
2

(282)
436

—
103,035

7,915
85,710

95
(208)

—
1,239

95
1,031

(787)

(215,016)(2,576)(10)(2,586)(106,416)

487,402

7,112(1,279)5,862

556,9442,024,009

17,643

6,698

24,342—(14,323,261) (8,438,785)—(172,258)(101,488)—

13,887,751—

167,020

96,259(7,472)(945)(97)(11,825)(7,569)(12,770)

1,466,977(621,302)(78,559)

8,003,940(8,024)(629,326)(983,306) (1,061,865)

$

2,722

$

5,598

50,742600

51,342

611

7

618

17,700468,995

486,695

213

5,640

5,853

(4,063,499)(358,308) (4,421,807)(48,870)(4,309)(53,179)

3,423,618

292,538

3,716,156

41,174

3,518

44,692

(299)

—

(299)

(4)

—

(4)

18,303

177,605

4,744

221

2,136

Net cash used in investing activities . . .

(877,120)

394,479(1,004,712) (2,116,344)(10,549)(12,083)(25,452)

Cash flows from financing activities
Proceeds from issuance of long-term debt . . . . . .
Payments of long-term debt . . . . . . . . . . . . . . . . .
Increase (decrease) in short-term borrowings . . . .
Dividends paid . . . . . . . . . . . . . . . . . . . . . . . . . . .
Purchase of common stock, and other . . . . . . . . .

15,318(309,862)(86,884)(141,120)(28,617)2,934,588 2,931,436(2,306,139) (2,489,632)
122,619
162,260—(141,120)—(28,617)184(3,727)(1,045)(1,697)(344)

35,293(27,735)
1,475——

35,255(29,942)
1,951(1,697)(344)

Net cash provided by (used in)financing activities . . . . . . . . . . . . . .

(551,165)

751,068

434,327(6,629)

9,033

5,223

Effect of exchange rate changes on cash and cash
equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(76,960)(50,069)(127,029)

(926)

(602)

(1,528)Net increase (decrease) in cash and cash
equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cash and cash equivalents at beginning of year . . . . . .

(38,268)
1,338,821

253,231526,925

214,963
1,865,746(461)
16,102

3,046
6,337

2,585
22,439780,156 ¥ 2,080,709$ 15,641

9,383$ 25,024

Cash and cash equivalents at end of year . . . . . . . . . . . ¥ 1,300,553 ¥

F-69

$

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
25. Per share amounts:
Reconciliations of the differences between basic and diluted net income (loss) attributable to Toyota Motor
Corporation per share for the years ended March 31, 2009, 2010 and 2011 are as follows:

For the year ended March 31, 2009
Basic net loss attributable to Toyota Motor
Corporation per common share . . . . . . . . . .
Effect of dilutive securities
Assumed exercise of dilutive stock
options . . . . . . . . . . . . . . . . . . . . .
Diluted net loss attributable to Toyota Motor
Corporation per common share . . . . . . . . . .
For the year ended March 31, 2010
Basic net income attributable to Toyota Motor
Corporation per common share . . . . . . . . . .
Effect of dilutive securities
Assumed exercise of dilutive stock
options . . . . . . . . . . . . . . . . . . . . .
Diluted net income attributable to Toyota
Motor Corporation per common share . . . . .
For the year ended March 31, 2011
Basic net income attributable to Toyota Motor
Corporation per common share . . . . . . . . . .
Effect of dilutive securities
Assumed exercise of dilutive stock
options . . . . . . . . . . . . . . . . . . . . .
Diluted net income attributable to Toyota
Motor Corporation per common share . . . . .

Yenin millions

Thousandsof shares

Net income(loss)
attributable to
Toyota Motor
Corporation

Weightedaverage
shares¥(436,937) 3,140,417(0)U.S. dollars
Yenin millions
U.S. dollars
Net income(loss)Net income
attributable to Net income attributable to
Toyota Motor attributable to Toyota Motor
Corporation Toyota Motor Corporation
per share
Corporation
per share¥(139.13)—¥(436,937) 3,140,417¥(139.13)¥ 209,456

3,135,986¥ 66.79—12¥ 209,456

3,135,998¥ 66.79¥ 408,183

3,135,881¥ 130.17(0)34¥ 408,183

3,135,915$4,909$1.57(0)¥ 130.16$4,909$1.57

Assumed exercise of certain stock options was not included in the computation of diluted net loss
attributable to Toyota Motor Corporation per share for the year ended March 31, 2009 because it had anantidilutive effect due to the net loss attributable to Toyota Motor Corporation for the period.
Certain stock options were not included in the computation of diluted net income attributable to Toyota
Motor Corporation per share for the years ended March 31, 2010 and 2011 because the options’ exercise prices
were greater than the average market price per common share during the period.
In addition to the disclosure requirements under U.S.GAAP, Toyota discloses the information below inorder to provide financial statement users with valuable information.
F-70

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
The following table shows Toyota Motor Corporation shareholders’ equity per share as of March 31, 2010
and 2011. Toyota Motor Corporation shareholders’ equity per share amounts are calculated by dividing Toyota
Motor Corporation shareholders’ equities’ amount at the end of each period by the number of shares issued andoutstanding, excluding treasury stock at the end of the corresponding period.
Yenin millions

As of March 31, 2010 . . . . . . . . . . . . . . .
As of March 31, 2011 . . . . . . . . . . . . . . .

Yen

U.S. dollars
in millions

U.S. dollars

Toyota Motor
Corporation
Shareholders’equityThousandsof shares
Shares issued
andoutstandingat the end of
the year(excluding
treasurystock)

Toyota Motor
Corporation
Shareholders’equityper share

Toyota Motor
Corporation
Shareholders’equityToyota Motor
Corporation
Shareholders’equityper share¥10,359,723
10,332,371

3,135,995
3,135,699¥3,303.49
3,295.08$124,262$39.63

26. Fair value measurements:
In accordance with U.S.GAAP, Toyota classifies fair value into three levels of input as follows which areused to measure it.
Level 1: Quoted prices in active markets for identical assets or liabilities
Level 2: Quoted prices for similar assets or liabilities in active markets; quoted prices for identical orsimilar assets or liabilities in markets that are not active; inputs other than quoted prices that are
observable for the assets or liabilities
Level 3: Unobservable inputs for assets or liabilities
The following table summarizes the fair values of the assets and liabilities measured at fair value on arecurring basis at March 31, 2010 and 2011:

Level 1

AssetsCash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 677,442
Time deposits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
—Marketable securities and other securities investments
Government bonds . . . . . . . . . . . . . . . . . . . . . . . . . . 2,654,829
Common stocks . . . . . . . . . . . . . . . . . . . . . . . . . . . .
852,775
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
37,296
Derivative financial instruments . . . . . . . . . . . . . . . . . . . .
—Yen in millions
March 31, 2010
Level 2
Level 3——¥ 747,144
173,500——
370,933
349,556——
13,134
19,4372,654,829
852,775
421,363
368,993¥4,222,342¥ 963,691¥ 32,571¥5,218,604

Liabilities
Derivative financial instruments . . . . . . . . . . . . . . . . . . . .

¥—¥(259,184) ¥(13,545) ¥ (272,729)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥—¥(259,184) ¥(13,545) ¥ (272,729)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

F-71¥ 69,702
173,500¥

Total

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Yen in millions
March 31, 2011
Level 2
Level 3

Level 1

AssetsCash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Time deposits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Marketable securities and other securities investments
Government bonds . . . . . . . . . . . . . . . . . . . . . . . . . .
Common stocks . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Derivative financial instruments . . . . . . . . . . . . . . . . . . .

58,281
120,000¥——¥ 787,850
120,000

3,127,170
960,229
37,842———539,109405,524———
11,782

3,127,170
960,229
576,951
417,306¥4,854,810¥1,122,914¥11,782¥5,989,506

Liabilities
Derivative financial instruments . . . . . . . . . . . . . . . . . . .

¥—¥ (215,283) ¥ (4,988) ¥ (220,271)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥—¥ (215,283) ¥ (4,988) ¥ (220,271)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 729,569
—

¥

Total

U.S. dollars in millions
March 31, 2011
Level 2
Level 3

Level 1

AssetsCash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Time deposits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Marketable securities and other securities investments
Government bonds . . . . . . . . . . . . . . . . . . . . . . . . . .
Common stocks . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Derivative financial instruments . . . . . . . . . . . . . . . . . . .

$

8,774
—

$

37,60911,548
455
—

701
1,443

$

—
—
6,484
4,877

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$58,386$

13,505

Liabilities
Derivative financial instruments . . . . . . . . . . . . . . . . . . .

$

—

$

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$

—

$

—
—

Total

$

—
—
—
142
$

142

9,475
1,443
37,60911,548
6,939
5,019

$

72,033(2,589) $(60) $(2,649)(2,589) $(60) $(2,649)The following is description of the assets and liabilities measured at fair value, information about thevaluation techniques used to measure fair value, key inputs and significant assumption:
Cash equivalents and time deposits Cash equivalents include money market funds and other investments with original maturities of threemonths or less. Time deposits include negotiable certificate of deposit with original maturities over three months.
These are highly liquid investments, and quoted market prices are used to determine the fair value of theseinvestments.
Marketable securities and other securities investments Marketable securities and other securities investments include government bonds, common stocks and otherinvestments. Government bonds include 76% of Japanese government bonds, and 24% of U.S. and European
F-72

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
government bonds as of March 31, 2010, and 77% of Japanese government bonds, and 23% of U.S. andEuropean government bonds as of March 31, 2011. Listed stocks on the Japanese stock markets represent 88%
and 86% of common stocks as of March 31, 2010 and 2011, respectively. Toyota uses quoted market prices for
identical assets to measure fair value of these securities. “Other” includes primarily commercial paper. Generally,
Toyota uses quoted market prices for similar assets or quoted non-active market prices for identical assets tomeasure fair value of these securities. As of March 31, 2010, marketable securities and other securities
investments classified as Level 3 primarily included retained interests in securitized financial receivables, which
are measured at fair value using assumptions such as interest rate, loss severity and other factors.
Derivative financial instruments See note 20 to the consolidated financial statements about derivative financial instruments. Toyota estimates
the fair value of derivative financial instruments using industry-standard valuation models that require observable
inputs including interest rates and foreign exchange rates, and the contractual terms. The usage of these models
does not require significant judgment to be applied. In other certain cases when market data is not available, key
inputs to the fair value measurement include quotes from counterparties, and other market data. Toyota assesses
the reasonableness of changes of the quotes using observable market data. Toyota’s derivative fair value
measurements consider assumptions about counterparty and our own non-performance risk, using such as credit
default probabilities.
The following table summarizes the changes in Level 3 assets and liabilities measured at fair value on arecurring basis for the periods ended March 31, 2009, 2010 and 2011:
Yen in millions
For the year ended March 31, 2009Marketablesecurities andDerivative
other securities
financialinvestments
instruments
Total

Balance at beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total gains (losses)
Included in earnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Included in other comprehensive income (loss) . . . . . . . . . . . .
Purchases, issuances and settlements . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥23,818¥ 25,499¥ 49,317

586(1,398)(1,665)(1,760)(38,538)
—
7,026
279

(37,952)(1,398)5,361(1,481)

Balance at end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥19,581¥ (5,734)¥ 13,847

Yen in millions
For the year ended March 31, 2010
Marketablesecurities andDerivative
other securities
financialinvestments
instruments
Total

Balance at beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total gains (losses)
Included in earnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Included in other comprehensive income (loss) . . . . . . . . . . . .
Purchases, issuances and settlements . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥19,581¥ (5,734)¥ 13,847

(641)
(99)
(6,376)669

25,057—(13,582)
151

24,416(99)(19,958)
820

Balance at end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥13,134¥ 5,892¥ 19,026

F-73

TOYOTA MOTOR CORPORATIONNOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
Yen in millions
For the year ended March 31, 2011Marketablesecurities andDerivative
other securities
financialinvestments
instruments
Total

Balance at beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total gains (losses)
Included in earnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Included in other comprehensive income . . . . . . . . . . . . . . . . .
Purchases, issuances and settlements . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥ 13,134¥ 5,892¥ 19,026

433
779
(810)
(13,536)

31,338—(8,381)(22,055)

31,771779(9,191)(35,591)

Balance at end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

¥—¥ 6,794¥ 6,794

U.S. dollars in millions
For the year ended March 31, 2011Marketablesecurities andDerivative
other securities
financialinvestments
instruments
Total

Balance at beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total gains (losses)
Included in earnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Included in other comprehensive income . . . . . . . . . . . . . . . . .
Purchases, issuances and settlements . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$Balance at end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$

158

$

5
10
(10)
(163)
—

71

$

377
—
(101)
(265)
$

82

229
382
10
(111)
(428)

$

82

In the reconciliation table above, derivative financial instruments are presented net of assets and liabilities.
The other amount primarily includes the impact of currency translation adjustments for the years ended
March 31, 2009 and 2010 and includes consolidated retained interests in securitized financial receivables of¥(13,165) million ($(158) million), certain derivative financial instruments transferred into Level 2 due to bemeasured at observable inputs of ¥(21,413) million ($(258) million) and the impact of currency translation
adjustments for the year ended March 31, 2011.
Certain assets and liabilities are measured at fair value on a nonrecurring basis. During the years ended
March 31, 2010 and 2011, Toyota measured certain finance receivables at fair value of ¥13,343 million and¥15,893 million ($191 million) based on the collateral value, resulting in loss of ¥2,485 million and gain of¥2,083 million ($25 million). This fair value measurement on a nonrecurring basis was classified as level 3.
During the year ended March 31, 2010, Toyota measured certain investment in affiliated company at fairvalue of ¥119,821 million based on the quoted market price resulting in impairment loss of ¥63,575 million. This
fair value measurement on a nonrecurring basis was classified as level 1.

F-74

ITEM 19. EXHIBITS
Index to Exhibits
1.1

Amended and Restated Articles of Incorporation of the Registrant (English translation)

1.2

Amended and Restated Regulations of the Board of Directors of the Registrant (English translation)

1.3

Amended and Restated Regulations of the Board of Corporate Auditors of the Registrant (English
translation) (incorporated by reference to Exhibit 3.3 to Toyota’s Registration Statement on Form F-3
filed with the SEC on November 7, 2006 (file no. 333-138469))

2.1

Amended and Restated Share Handling Regulations of the Registrant (English translation)(incorporated by reference to Exhibit 2.1 to Toyota’s Annual Report on Form 20-F for the fiscal year
ended March 31, 2009 filed with the SEC on June 24, 2009 (file no. 001-14948))

2.2

Form of Deposit Agreement among the Registrant, The Bank of New York (predecessor of The Bank of
New York Mellon), as depositary, and the owners and beneficial owners from time to time of American
Depositary Receipts, including the form of American Depositary Receipt (incorporated by reference to
Exhibit 1 to Toyota’s Registration Statement on Form F-6, filed with the SEC on November 7, 2006
(file no. 333-138477))

2.3

Form of ADR (included in Exhibit 2.2)

8.1

List of Principal Subsidiaries (See “Organizational Structure” in “Item 4. Information on the
Company”)

11.1

Code of Ethics of the Registrant applicable to its directors and managing officers, including its principal
executive officer, principal financial officer, principal accounting officer or controller, or persons
performing similar functions (English translation)

12.1

Certifications of the Registrant’s Chairman of the Board and Executive Vice President, Member of theBoard pursuant to Section 302 of the Sarbanes-Oxley Act

13.1

Certifications of the Registrant’s Chairman of the Board and Executive Vice President, Member of theBoard pursuant to Section 906 of the Sarbanes-Oxley Act

15.1

Consent of Independent Registered Public Accounting Firm

131

SIGNATURES
The registrant hereby certifies that it meets all of the requirements for filing on Form 20-F and that it has
duly caused and authorized the undersigned to sign this annual report on its behalf.
TOYOTA MOTOR CORPORATION

Date: June 24, 2011

By:

/s/

TAKAHIKO IJICHI

Name:
Title:

Takahiko Ijichi
Director, Senior Managing Officer

Exhibit 1.1(TRANSLATION)
ARTICLES OF INCORPORATIONOFTOYOTA MOTOR CORPORATION(As amended on June 17, 2011)
CHAPTER I.
GENERAL PROVISIONS
Article 1. (Trade Name)
The name of the Corporation shall be “Toyota Jidosha Kabushiki Kaisha” to be expressed in English as“TOYOTA MOTOR CORPORATION”.
Article 2. (Purpose)
The purpose of the Corporation shall be to engage in the following businesses:(1) the manufacture, sale, leasing and repair of motor vehicles, industrial vehicles, ships, aircraft, othertransportation machinery and apparatus, spacecraft and space machinery and apparatus, and parts
thereof;(2) the manufacture, sale, leasing and repair of industrial machinery and apparatus and other generalmachinery and apparatus, and parts thereof;(3) the manufacture, sale, leasing and repair of electrical machinery and apparatus, and parts thereof;(4) the manufacture, sale, leasing and repair of measuring machinery and apparatus, and medical
machinery and apparatus, and parts thereof;(5) the manufacture and sale of ceramics and products of synthetic resins, and materials thereof;(6) the manufacture, sale and repair of construction materials and equipment, furnishings and fixtures forresidential buildings;(7) the planning, designing, supervision, execution and undertaking of construction works, civilengineering works, land development, urban development and regional development;(8) the sale, purchase, leasing, brokerage and management of real estate;(9) the service of information processing, information communications and information supply, and thedevelopment, sale and leasing of software;(10) the design and development of product sales systems that utilize networks such as the Internet; sale,leasing, maintenance of computers included within such systems, and sale of products by utilizing such
systems;(11) the inland transportation, marine transportation, air transportation, stevedoring, warehousing andtourism businesses;(12) the printing, publishing, advertising and publicity, general leasing, security and workers dispatch
businesses;(13) the credit card operations, purchase and sale of securities, investment consulting, investment trust
operation, and other financial services;(14) the operation and management of such facilities as parking lots, showrooms, educational facilities,
medical care facilities, sports facilities, marinas, airfields, food and drink stands and restaurants,
lodging facilities, retail stores and others;

(15) the non-life insurance agency business and life insurance agency business;(16) the production and processing by using biotechnology of agricultural products including trees, and thesale of such products;(17) the sale of goods related to each of the preceding items and mineral oil;(18) the conducting of engineering, consulting, invention and research relating to each of the preceding
items and the utilization of such invention and research; and(19) any businesses incidental to or related to any of the preceding items.
Article 3. (Location of Principal Office)The principal office of the Corporation shall be located in Toyota City, Aichi Prefecture, Japan.
Article 4. (Public Notices)
Public notices of the Corporation shall be given electronically; provided, however, that in the case that anelectronic public notice is impracticable due to an accident or any other unavoidable reason, public notices of the
Corporation shall be given in the newspaper “The Nihon Keizai Shimbun”.

CHAPTER II.
SHARES
Article 5. (Total Number of Authorized Shares)
The total number of shares which the Corporation is authorized to issue shall be ten billion(10,000,000,000).
Article 6. (Number of Shares Constituting One Unit (tangen) and Rights to Shares Constituting Less than
One Unit (tangen))1.

The number of shares constituting one unit (tangen) of shares of the Corporation shall be one hundred (100).

2.

The shareholders of the Corporation are not entitled to exercise any rights to shares constituting less than
one unit (tangen) of shares held by the shareholders, other than the rights provided for in each Item of
Article 189, Paragraph 2 of the Corporation Act (Kaisha-hou).

Article 7. (Acquisition of Own Shares)
The Corporation may acquire its own shares by a resolution of the Board of Directors in accordance with theprovisions of Article 165, Paragraph 2 of the Corporation Act.
Article 8. (Transfer Agent)
1.

The Corporation shall have a transfer agent (Kabunushimeibo-Kanrinin).

2.

The transfer agent and the location of its office shall be designated by a resolution of the Board of Directors,
and public notice thereof shall be given.

3.

The register of shareholders and the register of stock acquisition rights shall be kept at the office of thetransfer agent. The entry or recording into the register of shareholders and the register of stock acquisitionrights, the purchase of shares constituting less than one unit (tangen) and any other matters related to theshares and stock acquisition rights shall be handled by the transfer agent and not by the Corporation.

Article 9. (Share Handling Regulations)
The procedures for and fees for the entry or recording into the register of shareholders and the register ofstock acquisition rights, purchasing shares constituting less than one unit (tangen) and any other matters relating
to the handling of shares and stock acquisition rights shall be subject to the Share Handling Regulations
established by the Board of Directors.
Article 10. (Record Date)
1.

The Corporation shall deem any shareholder entered or recorded in the final register of shareholders as ofMarch 31 in such year to be a shareholder entitled to exercise its rights at the ordinary general meeting ofshareholders for that business year.

2.

In addition to the case provided for in the preceding paragraph, the Corporation may, after giving priorpublic notice, fix a date as the record date, where it deems it necessary to do so.

CHAPTER III.
GENERAL MEETINGS OF SHAREHOLDERS
Article 11. (Ordinary General Meetings and Extraordinary General Meetings of Shareholders)1.

The ordinary general meeting of shareholders of the Corporation shall be convened in June of each year.
Extraordinary general meetings of shareholders may be called whenever necessary.

2.

Each general meeting of shareholders may be convened at the place where the principal office of the
Corporation is located, or at a place adjacent thereto, or in Nagoya City.

Article 12. (Resolutions)1.

All resolutions of a general meeting of shareholders shall be adopted by a majority of the votes of theshareholders present at the meeting who are entitled to vote, unless otherwise provided by laws andregulations or these Articles of Incorporation of the Corporation.

2.

Special resolutions as specified by Article 309, Paragraph 2 of the Corporation Act shall be adopted by notless than two-thirds (2/3) of the votes of the shareholders present at the meeting who hold shares
representing in aggregate not less than one-third (1/3) of the voting rights of all shareholders who areentitled to vote.

Article 13. (Chairman of General Meeting)
1.

The Chairman of the Board or the President of the Corporation shall preside as chairman at a general
meeting of shareholders.

2.

In the event that the positions of both the Chairman of the Board and the President are vacant or that both ofthem are prevented from so presiding as chairman, another Director of the Corporation shall preside in theirplace according to the order of precedence previously established by the Board of Directors.

Article 14. (Exercise of Voting Rights by Proxy)1.

A shareholder may exercise its voting rights by proxy, provided, however, that the proxy shall be ashareholder of the Corporation who is entitled to exercise its own voting rights.

2.

In cases where the preceding paragraph applies, the shareholder or its proxy shall file with the Corporation adocument establishing the proxy’s power of representation for each general meeting of shareholders.

3.

The Corporation may refuse a shareholder having two (2) or more proxies attend a general meeting ofshareholders.

Article 15. (Deemed Delivery of Reference Documents, etc. for General Meeting of Shareholders)Upon convening a general meeting of shareholders, the Corporation may deem that the information which is
required to be described or indicated in reference documents for the general meeting of shareholders, business
reports, financial statements and consolidated financial statements shall be provided to the shareholders, in theevent that it is disclosed, pursuant to laws and regulations, through the method by which shareholders may
receive such information through an electronic means.
CHAPTER IV.
DIRECTORS AND BOARD OF DIRECTORS
Article 16. (Number of Directors)
The Corporation shall have no more than twenty (20) Directors.
Article 17. (Election of Directors)
1.

Directors shall be elected by a resolution of a general meeting of shareholders.

2.

A resolution for the election of Directors shall be adopted by a majority vote of the shareholders present at
the meeting who hold shares representing in aggregate not less than one-third (1/3) of the voting rights of all
the shareholders who are entitled to vote.

3.

The election of Directors shall not be made by cumulative voting.

Article 18. (Term of Office of Directors)
1.

The term of office of Directors shall expire at the closing of the ordinary general meeting of shareholders tobe held for the last business year of the Corporation ending within one (1) year after their election.

2.

The term of office of any Director elected in order to increase the number of Directors or to fill a vacancy
shall be the balance of the term of office of the other Directors who hold office at the time of his/ herelection.

Article 19. (Board of Directors)
1.

The Corporation shall have a Board of Directors.

2.

Notice of a meeting of the Board of Directors shall be dispatched to each Director and each Corporate
Auditor at least three (3) days before the date of the meeting. In case of urgency, however, such period may
be shortened.

3.

With respect to matters to be resolved by the Board of Directors, the Corporation shall deem that suchmatters were approved by a resolution of the Board of Directors when all the Directors express theiragreement in writing or by electronic records. Provided, however, that this provision shall not apply when
any Corporate Auditor expresses his/her objection to such matters.

4.

In addition to the preceding two (2) paragraphs, the management of the Board of Directors shall be subject
to the Regulations of the Board of Directors established by the Board of Directors.

Article 20. (Representative Directors and Executive Directors)
1.

The Board of Directors shall designate one or more Representative Directors by its resolution.

2.

The Board of Directors may appoint one Chairman of the Board, one President and one or more Vice
Chairman of the Board and Executive Vice Presidents by its resolution.

Article 21. (Honorary Chairmen and Senior Advisors)
The Board of Directors may appoint Honorary Chairmen and Senior Advisors by its resolution.

Article 22. (Exemption from Liability of Directors)
In accordance with the provisions of Article 426, Paragraph 1 of the Corporation Act, the Corporation may,by a resolution of the Board of Directors, exempt Directors (including former Directors) from liabilities provided
for in Article 423, Paragraph 1 of the Corporation Act within the limits stipulated by laws and regulations.
CHAPTER V.
CORPORATE AUDITORS AND BOARD OF CORPORATE AUDITORS
Article 23. (Establishment of Corporate Auditors and Number of Corporate Auditors)
The Corporation shall have no more than seven (7) Corporate Auditors.
Article 24. (Election of Corporate Auditors)
1.

Corporate Auditors shall be elected by a resolution of a general meeting of shareholders.

2.

A resolution for the election of Corporate Auditors shall be adopted by a majority vote of the shareholders
present at the meeting who hold shares representing in aggregate not less than one-third (1/3) of the voting
rights of all the shareholders who are entitled to vote.

Article 25. (Term of Office of Corporate Auditors)
1.

The term of office of Corporate Auditors shall expire at the closing of the ordinary general meeting ofshareholders to be held for the last business year of the Corporation ending within four (4) years after theirelection.

2.

The term of office of any Corporate Auditor elected to fill a vacancy shall be the balance of the term ofoffice of the Corporate Auditor whom he/she succeeds.

Article 26. (Board of Corporate Auditors)
1.

The Corporation shall have a Board of Corporate Auditors.

2.

Notice of a meeting of the Board of Corporate Auditors shall be dispatched to each Corporate Auditor atleast three (3) days before the date of the meeting. In case of urgency, however, such period may be
shortened.

3.

In addition to the provisions of the preceding paragraph, the management of the Board of Corporate
Auditors shall be subject to the Regulations of the Board of Corporate Auditors established by the Board of
Corporate Auditors.

Article 27. (Full-time Corporate Auditor)
The Board of Corporate Auditors shall, by its resolution, select one or more full-time Corporate Auditors.
Article 28. (Exemption from Liability of Corporate Auditors)
In accordance with the provisions of Article 426, Paragraph 1 of the Corporation Act, the Corporation may,by a resolution of the Board of Directors, exempt Corporate Auditors (including former Corporate Auditors)
from liabilities provided for in Article 423, Paragraph 1 of the Corporation Act within the limits stipulated bylaws and regulations.
Article 29. (Liability Limitation Agreement with Outside Corporate Auditors)
In accordance with the provisions of Article 427, Paragraph 1 of the Corporation Act, the Corporation may
enter into an agreement with outside Corporate Auditors, limiting liabilities provided for in Article 423,
Paragraph 1 of the Corporation Act.

CHAPTER VI.
ACCOUNTING AUDITOR
Article 30. (Accounting Auditor)
The Corporation shall have an Accounting Auditor (kaikeikansa-nin).

CHAPTER VII.
ACCOUNTS
Article 31. (Business Year)The business year of the Corporation shall be one (1) year from April 1 of each year until March 31 of thefollowing year.
Article 32. (Dividends from Surplus, etc.)
1.

Dividends from Surplus of the Corporation shall be paid to the shareholders or registered share pledgees
entered or recorded in the final register of shareholders as of March 31 of each year.

2.

The Corporation may, by a resolution of the Board of Directors, distribute dividends from surplus asprovided for in Article 454, Paragraph 5 of the Corporation Act to the shareholders or registered sharepledgees entered or recorded in the final register of shareholders as of September 30 of each year.

3.

In addition to the preceding two (2) paragraphs, the Corporation may, by a resolution of the Board of
Directors, decide on matters provided for in each Item of Article 459, Paragraph 1 of the Corporation Act.

4.

No interest shall be paid on unpaid dividends from surplus.

Article 33. (Dispensation from Payment of Dividends from Surplus, etc.)
In the case where the dividends from surplus are paid by cash, the Corporation shall not be obliged to pay
any dividends from surplus after three (3) years have expired from the date of tender thereof.

Exhibit 1.2(TRANSLATION)REGULATIONS OF
THE BOARD OF DIRECTORSOFTOYOTA MOTOR CORPORATION
Established: February 27, 1952
As last amended on June 17, 2011
(Aa004-13)
Article 1. (Regulations of the Board of Directors)
Except as provided for in laws, ordinances or the Articles of Incorporation, matters relating to the Board of
Directors of Toyota Motor Corporation (the “Company”) shall be governed by the provisions of theseRegulations.
Article 2. (Purpose and Composition)
1.

The Board of Directors shall be composed of all the Directors and shall make decisions on the execution ofbusiness, supervise the execution of the duties of Directors, and designate and dismiss the Representative
Directors.

2.

Corporate Auditors shall be present and, whenever necessary, give their opinions at a meeting of the Boardof Directors.

3.

Senior Managing Officers and Managing Officers shall be present only to the extent required to give
explanation for matters to be resolved and to be reported in case of such attendance permitted by Board of
Directors related to the matters to be resolved and reported. However, Senior Managing Officers andManaging Officers are not able to participate in resolutions.

Article 3. (Person to Convene Meeting and Notice of Meeting)1.

A meeting of the Board of Directors shall be convened by the Chairman of the Board or the President. In theevent that the positions of both the Chairman of the Board and the President are vacant or that both of themare prevented from convening, such meeting shall be convened by the Vice Chairman of the Board, theExecutive Vice President or other Board of Directors in that order and according to their rank, if there are
multiple persons holding the same position.

2.

Notice of convening a meeting of the Board of Directors shall be dispatched to each Director and each
Corporate Auditor at least three (3) days before the date of the meeting. In the case of urgency, however,such period may be shortened.

3.

A meeting of the Board of Directors may be held without following the convening procedure, if consented
to by all the Directors and the Corporate Auditors.

Article 4. (Chairmanship and Method of Adopting Resolutions)
1.

The Chairman of the Board or the President shall preside as chairman at a meeting of the Board of
Directors. In the event that the positions of both the Chairman of the Board and the President are vacant orthat both of them are prevented from so presiding as chairman, the Vice Chairman of the Board, theExecutive Vice President or other Board of Directors, shall preside as chairman in that order and according
to their rank in the case that there are multiple persons holding the same position.

2.

Resolutions of the Board of Directors shall be adopted at meetings at which a majority of the Directors whoare entitled to vote shall be present, by a majority of the Directors so present.

3.

With respect to matters to be resolved by the Board of Directors, the Company shall deem that such matterswere approved by a resolution of the Board of Directors when all the Directors express their agreement inwriting or by electronic records. Provided, however, that this provision shall not apply when any Corporate
Auditor expresses his/her objection to such matters.

4.

With respect to matters to be reported to the Board of Directors, Directors, Corporate Auditors or
Accounting Auditors shall not be required to report such matters to the Board of Directors when suchmatters are notified to all the Directors and Corporate Auditors.

Article 5. (Matters to be Resolved)
The following matters shall be subject to the resolution of the Board of Directors:(1) Matters provided for in the Corporation Act or other laws or ordinances;(2) Matters provided for in the Articles of Incorporation;(3) Matters delegated to the Board of Directors by resolution of a general meeting of shareholders; and(4) Other important managerial matters.
Article 6. (Matters to be Reported)
Directors shall report to the Board of Directors on the following matters:(1) State of execution of business and such other matters as are provided for in the Corporation Act orother laws or ordinances; and(2) Such other matters as the Board of Directors may deem necessary.
Article 7. (Minutes)
1.

Minutes shall be prepared each time a meeting of the Board of Directors is held and such minutes shall be
kept on file at the head office for ten years.

2.

Minutes shall set forth matters provided for in the laws or ordinances and the Directors and Corporate
Auditors present shall sign or affix their names and seals thereto.

Supplementary Provisions
Article 1. (Effective Date)
These Regulations shall become effective as of June 17, 2011.
Article 2. (Amendment to Regulations)
Any amendment to these Regulations shall be made by a resolution of the Board of Directors.

Exhibit 11.1
The Code of Ethics for Directors, Senior Managing Officers and Managing Officers
Article 1. (Purpose)
This document comprises a code of ethics (the “Code”) for directors, senior managing officers andmanaging officers (the “Officers”) of Toyota Motor Corporation (the “Company”) that sets forth the basic rules
that, in addition to those outlined in “Guiding Principles at Toyota”, “Toyota Code of Conduct” and otherguidelines and internal regulations of the Company, each Officer shall comply with in the performance of theirprofessional management duties.
Article 2. (Objective)
This Code seeks to ensure honest and ethical conduct by all Officers, as well as their compliance withapplicable laws and regulations.
Article 3. (Scope of Application)
This Code shall be applicable to all Officers.
Article 4. (Disclosure of this Code of Ethics)
This Code shall be appropriately disclosed in accordance with applicable laws and regulations.
Article 5. (Honest and Ethical Conduct)
1.

Each Officer shall act honestly and ethically in the course of any business activity of the Company.

2.

No Officer may engage in or otherwise enter into any act or transaction that gives rise to an actual or
potential conflict of interest between such Officer and the Company without first reporting such matterto the Board of Directors and obtaining prior approval therefrom in accordance with the applicableprovisions of the Japanese Commercial Code and the internal regulations of the Company. Such
Officer may not participate in the determination of the Board of Directors resolution relating to the
granting of such approval.

Article 6. (Ensuring Fairness and Accuracy of Financial Disclosure; Appropriate Disclosure)1.

The chairman of the board, president, accounting and financial officers and persons performing similarfunctions shall be responsible for ensuring that documents submitted to applicable governmental
authorities and other information made public by the Company with respect to the Company’s financial
position and financial statements are fair and readily comprehensible in content and the method ofpresentation, and that such documents and information are timely disclosed.

2.

The chairman of the board, president, accounting and financial officers and persons performing similarfunctions shall be responsible for establishing and maintaining disclosure controls and internal controls
for documents and information specified in the previous paragraph.

3.

In connection with the preparation of the Company’s financial statements, an Officer may not act in a
way that may cause a material misunderstanding to or otherwise materially mislead any employee or
independent public accountant involved in the preparation of such financial statements.

Article 7. (Compliance with Laws and Regulations)
The Officers shall comply with all applicable laws, rules and regulations, including those related to theprohibition of insider trading, in each of the countries and regions in which the Company operates.

Article 8. (Reporting of Unlawful Acts and Unethical Conduct)
1.

Each Officer shall promptly report to the Board of Directors, Representative Director, Disclosure
Committee, CSR Committee, or other responsible division or person appointed by these committees, inthe event that such Officer or other Officers have acted in violation of the applicable laws or ethics.

2.

Officers may contact the “Compliance Hotline” set up by the Company at an outside law firm with any
legal or ethical inquiries or to report any breach of applicable laws or ethics. Upon receiving suchreport or other such inquiry, the designated law firm shall conduct necessary investigations and provide
a report or recommendation to the Company while ensuring the anonymity of the person making such acontact. The Company shall then take appropriate measures based on such report or recommendation.

Article 9. (Accountability for Adherence to the Code)1.

Each Officer recognizes that legal compliance and ethical conduct form the basis for all corporate
activities, and is obligated to comply with this Code.

2.

The Company shall take appropriate disciplinary action in accordance with applicable laws and internal
regulations of the Company against any Officer who acts in violation of the Code.

3.

Officers who are subject to disciplinary action pursuant to the previous paragraph may not participate
in any meeting, relating to the determination of such disciplinary action, of the Board of Directors,
Disclosure Committee, CSR Committee, or other investigative committees appointed thereby.

Article 10. (Exemption)
An exemption from the Code shall only be granted pursuant to a resolution of the Board of Directors, andany such exemption shall be appropriately disclosed in accordance with applicable laws.
Article 11. (Amendment)
1.

Any amendment of this Code shall only be effected by a resolution of the Board of Directors.

2.

The CSR Committee shall be responsible for regularly evaluating the appropriateness of this Code, andfor making recommendations relating to any necessary amendments of the Code to the Board of
Directors.

Supplementary Provision
Article 1. (Effective Date)
This Code shall become effective on April 1, 2011.

Exhibit 12.1
CERTIFICATIONS
I, Fujio Cho, certify that:1.

I have reviewed this annual report on Form 20-F of Toyota Motor Corporation (the “Company”);

2.

Based on my knowledge, this report does not contain any untrue statement of a material fact or omit tostate a material fact necessary to make the statements made, in light of the circumstances under whichsuch statements were made, not misleading with respect to the period covered by this report;

3.

Based on my knowledge, the financial statements, and other financial information included in thisreport, fairly present in all material respects the financial condition, results of operations and cash
flows of the Company as of, and for, the periods presented in this report;

4.

The Company’s other certifying officer and I are responsible for establishing and maintaining
disclosure controls and procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) andinternal control over financial reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for
the Company and have:(a) Designed such disclosure controls and procedures, or caused such disclosure controls andprocedures to be designed under our supervision, to ensure that material information relating to
the Company, including its consolidated subsidiaries, is made known to us by others within thoseentities, particularly during the period in which this report is being prepared;(b) Designed such internal control over financial reporting, or caused such internal control overfinancial reporting to be designed under our supervision, to provide reasonable assurance
regarding the reliability of financial reporting and the preparation of financial statements forexternal purposes in accordance with generally accepted accounting principles;(c) Evaluated the effectiveness of the Company’s disclosure controls and procedures and presented inthis report our conclusions about the effectiveness of the disclosure controls and procedures, as ofthe end of the period covered by this report based on such evaluation; and(d) Disclosed in this report any change in the Company’s internal control over financial reporting that
occurred during the period covered by the annual report that has materially affected, or isreasonably likely to materially affect, the Company’s internal control over financial reporting; and5.

The Company’s other certifying officer and I have disclosed, based on our most recent evaluation ofinternal control over financial reporting, to the Company’s auditors and the Board of Corporate
Auditors (or persons performing the equivalent functions):(a) All significant deficiencies and material weaknesses in the design or operation of internal control
over financial reporting which are reasonably likely to adversely affect the Company’s ability torecord, process, summarize and report financial information; and(b) Any fraud, whether or not material, that involves management or other employees who have asignificant role in the Company’s internal control over financial reporting.

Date: June 24, 2011
/S/

FUJIO CHO

Fujio Cho
Chairman of the Board
Toyota Motor Corporation

CERTIFICATIONS
I, Satoshi Ozawa, certify that:1.

I have reviewed this annual report on Form 20-F of Toyota Motor Corporation (the “Company”);

2.

Based on my knowledge, this report does not contain any untrue statement of a material fact or omit tostate a material fact necessary to make the statements made, in light of the circumstances under whichsuch statements were made, not misleading with respect to the period covered by this report;

3.

Based on my knowledge, the financial statements, and other financial information included in thisreport, fairly present in all material respects the financial condition, results of operations and cash
flows of the Company as of, and for, the periods presented in this report;

4.

The Company’s other certifying officer and I are responsible for establishing and maintaining
disclosure controls and procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) andinternal control over financial reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for
the Company and have:(a) Designed such disclosure controls and procedures, or caused such disclosure controls andprocedures to be designed under our supervision, to ensure that material information relating to
the Company, including its consolidated subsidiaries, is made known to us by others within thoseentities, particularly during the period in which this report is being prepared;(b) Designed such internal control over financial reporting, or caused such internal control overfinancial reporting to be designed under our supervision, to provide reasonable assurance
regarding the reliability of financial reporting and the preparation of financial statements forexternal purposes in accordance with generally accepted accounting principles;(c) Evaluated the effectiveness of the Company’s disclosure controls and procedures and presented inthis report our conclusions about the effectiveness of the disclosure controls and procedures, as ofthe end of the period covered by this report based on such evaluation; and(d) Disclosed in this report any change in the Company’s internal control over financial reporting that
occurred during the period covered by the annual report that has materially affected, or isreasonably likely to materially affect, the Company’s internal control over financial reporting; and5.

The Company’s other certifying officer and I have disclosed, based on our most recent evaluation ofinternal control over financial reporting, to the Company’s auditors and the Board of Corporate
Auditors (or persons performing the equivalent functions):(a) All significant deficiencies and material weaknesses in the design or operation of internal control
over financial reporting which are reasonably likely to adversely affect the Company’s ability torecord, process, summarize and report financial information; and(b) Any fraud, whether or not material, that involves management or other employees who have asignificant role in the Company’s internal control over financial reporting.

Date: June 24, 2011/S/

SATOSHI OZAWA

Satoshi Ozawa
Executive Vice President, Member of the Board
Toyota Motor Corporation

Exhibit 13.1
CERTIFICATION
Pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002,
each of the undersigned officers of Toyota Motor Corporation, a Japanese corporation (the “Company”), does
hereby certify that, to such officer’s knowledge:
1. The accompanying Annual Report of the Company on Form 20-F for the period ended March 31, 2011
(the “Report”) fully complies with the requirements of Section 13(a) or 15(d) of the Securities Exchange Act of1934; and2. Information contained in the Report fairly presents, in all material respects, the financial condition andresults of operations of the Company.

By:

/s/

Name:
Title:

FUJIO CHO

Fujio Cho
Chairman of the Board

Date: June 24, 2011

By:
Name:
Title:/s/

SATOSHI OZAWA

Satoshi Ozawa
Executive Vice President, Member of the Board

Date: June 24, 2011
(A signed original of this written statement required by Section 906 has been provided to Toyota Motor
Corporation and will be retained by Toyota Motor Corporation and furnished to the Securities and Exchange
Commission or its staff upon request.)

Exhibit 15.1
CONSENT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
We hereby consent to the incorporation by reference in the Registration Statements on Form S-8 (No. 333125977, 333-107322, 333-143955 and 333-160081) of Toyota Motor Corporation of our report dated June 24,2011 relating to the financial statements and the effectiveness of internal control over financial reporting, whichappears in this Form 20-F.
/s/ PricewaterhouseCoopers Aarata
Nagoya, Japan
June 24, 2011