Corporate GovernanceCorporate Governance StructureInternal Control System
ComplianceManagement of Confidential Information
Risk Management

Corporate Governance

P43
P44
P44–46
P47
P47–48

Toyota Industries strives to enhance its corporate value in a stable manner over the long term and maintains society’s trust by
earnestly fulfilling its social responsibilities in accordance with its Basic Philosophy. To that end, Toyota Industries endeavors
to further enhance its corporate governance in its efforts to maintain and improve management efficiency and the fairness
and transparency of its corporate activities.

Corporate Governance Structure
Implementation Structure

Further Promoting Initiatives to
Sustain Growth in the Areas of Governance,
Society and the Environment

Financial Section /Corporate Information

Shareholders’ Meetings
Selection/Dismissal

Selection/Dismissal

Reporting

Cooperation

Independent Auditors

Corporate GovernanceP43−48

Executive Compensation
Committee

Management Committee

Relationship with Our Stakeholders

Business Operation Committee

P49−58Environmental Initiatives

P59−74

Vision for Environmental Activities / Structure to Implement Environmental Management /Environmental Impact Flow and Environmental Accounting / Sixth Environmental Action Plan /Establishing a Low-Carbon Emission Society / Establishing a Recycling-Based Society /Reducing Environmental Risk and Establishing a Society in Harmony with Nature / Environmental Management /Third Party Assurance of Environmental Performance Data

Toyota Industries Report 2018

Reporting

Audit & Supervisory Board
Board of Directors

ReportingExchange of Opinions

Executive Appointment
Committee

Corporate Governance Structure / Internal Control System / Compliance / Management of Confidential Information / Risk Management

Relationship with Our Customers / Relationship with Our Business Partners / Relationship with Our Shareholders and Investors /Relationship with Our Associates / Relationship with Our Local Communities

42

Accounting
Audit

Selection/Dismissal

Appointment/Monitoring(Deliberates on important matters from management’s perspective)

Monitoring
Selection/Dismissal
Cooperation

Audit & Supervisory
Board Office
Cooperation

Monitoring*1: Functional
Meetings

President

Human Resources(Follows up on the execution of business operations)Management Council

Discussion/
ReportingDirection/
Supervision

Promotion of
ESG Initiatives

Toyota Industries convenes monthly meetings of the Boardof Directors to resolve important management matters andmonitor the execution of duties by directors. We also appoint
outside directors who have a wealth of experience andknowledge concerning business management. They attend
meetings of the Board of Directors and give opinions and ask
questions as deemed necessary. Through this supervisory
function of outside directors, we ensure the legality and validityof the Board’s decisions as well as directors’ execution ofduties from an objective perspective. In addition, to evaluate
the effectiveness of the Board of Directors we conduct
interviews with outside directors and audit & supervisoryboard members every year and implement measures for
improvement as necessary based on their evaluation andfeedback. The Management Committee, which is composedof directors at the executive vice president level and above
as well as relevant managing officers and audit & supervisoryboard members, deliberates on a variety of issues concerning

Strategies andBusinesses

important management matters such as our corporate vision,
management policies, medium-term business strategies andmajor investments.
Toyota Industries has a divisional organization system,with significant authority delegated to each business division.
For especially crucial matters, however, we have establishedthe Business Operation Committee to enable the president
to meet with the heads of each business division regularly tomonitor and follow the status of their business execution. At
meetings of the Management Council, directors, managing
officers and audit & supervisory board members convene toreport and confirm the monthly status of business operations
and share overall deliberations at Board of Directors meetingsand other management-related information.
In addition, issues pertaining to human resources, quality,
production, procurement and technologies are discussed at
the corresponding functional meetings. We have also put inplace committees to deliberate on more specific matters, suchas corporate social responsibility (CSR), the environment andexport transaction controls. These functional meetings andcommittees discuss important matters and action themes inrespective areas.

Company Introduction

Promotionof ESG
Initiatives*2: Committees
CSR

Reporting
Audit Dept.

Quality

Environmental

Production

Export Transaction
Controls

Procurement

Safety and HealthTechnologies

Profit Improvement(Reports on and confirms execution of business operations)Internal Audit

Functional Meetings*1, Committees*2
Managing Officers

Business Divisions/In-House Company/Departments
Subsidiaries/Affiliates

These entities deliberate andfollow up on issues in respective areas.

(As of June 12, 2018)
Toyota Industries’ Corporate Governance Reports are available at: https://www.toyota-shokki.co.jp/ (in Japanese).

43Corporate Governance

Audit & Supervisory Board System

Four Pillars of Compliance Activities
We believe that compliance means both adhering to laws
and regulations and observing ethics and social norms. In
order to ensure compliance, it is vital to instill an awareness ofcompliance in each and every employee.
Under the strong leadership of top management, we
promote compliance throughout the Toyota Industries
Group by formulating a Code of Conduct and thoroughly
informing employees together with checking and monitoring
compliance.
n Four Pillars of Compliance Activities

Spiral Up

1

2

3

4

Leadership/
Organization

Formulating
Rules

Declaration by
the president

Employee
Code of
Conduct

Thoroughly
Informing
Employees

Checking
andMonitoring

Education on
relevant laws
and regulations

CSR selfassessment

Compliance
Subcommittee

Internal rules

Audit

Manuals

Policies
Compliance Subcommittee

Departments in charge of legal compliance: 12 Supporting department: 1

Toyota Industries
Corporation

Consolidated
subsidiaries in Japan

Consolidated subsidiaries
outside Japan

Compliance committees

Compliance officers

Courses distributed in fiscal 2018

Formulation of Code of Conduct and Dissemination
Toyota Industries has formulated and distributed to executives
and all employees the Toyota Industries Corporation Employee
Code of Conduct, which serves as conduct guidelines thatshould be observed by employees, and has been providing
familiarization training. Subsidiaries in and outside Japan
have formulated their own Code of Conduct appropriate totheir respective business lines and corporate cultures. Toyota
Industries’ 30 consolidated subsidiaries in Japan and 75
consolidated subsidiaries outside Japan have already createdtheir own Code of Conduct and have been working to instill
an awareness among their employees.
Simultaneously, to prevent significant risks of bribery
and violations of antitrust laws, in addition to the Code of
Conduct we have formulated corresponding regulations
and been undertaking activities to familiarize employeeswith these regulations. Regarding bribery, Toyota Industries
formulated the Global Guidelines for Bribery Prevention.
Particularly, in countries with a high risk of bribery, each basehas developed internal rules in accordance with the applicablelaws in respective countries and been conducting activities tofamiliarize employees with them. As for antitrust laws, we have
put in place a system to conduct a check and review before
and after employees of Toyota Industries contact competitors.
We are also familiarizing all employees that they are prohibitedfrom any acts that may possibly constitute a violation of
antitrust laws. Since fiscal 2016, we have set up antitrust law
compliance month and have been conducting enlightenment
activities at relevant departments.

Thoroughly Informing Employees about Applicable
Laws and Regulations

n Internal Control Assessment System (Based on J-SOX)

Internal control activities undertaken by eachdepartment and consolidated subsidiary(Establishment and operation of internal controls)

Annual financial report

Internal Control Report
Review of internal
Improvement of Detection ofcontrols byinternal controls deficiencies Audit Department

Internal Control Audit Report

Audit on internal controls by independent auditors

44

Toyota Industries Report 2018

Establishment and Reinforcement of Implementation
Organization
To promote compliance throughout the Toyota Industries
Group, we have established the Compliance Subcommittee(led by an executive in charge of the Legal Department) as asubordinate organization to the CSR Committee. Every year,
the subcommittee formulates an action policy and conductsa follow-up check on the progress of corresponding activities
twice during that year.

n Example Topics of e-Learning Materials

Toyota Industries provides required legal knowledge toemployees according to their job ranks or positions,familiarizing them with the initial responses that should be
followed upon the occurrence of a problem and educatingthem on risk management. Through new employee education,
rank-based education and workplace meetings, we provide
easy-to-understand guidance on “what to do” and “what not
to do” in order to improve their compliance awareness basedon laws and corporate ethics, using the Toyota Industries
Corporation Employee Code of Conduct as an instructional
material.
Since fiscal 2014, we have created and disseminatede-learning material on one specific topic every month inorder to cultivate a deeper understanding of compliance•Proper use of software programs •Amendments to Japan’s Act on theProtection of Personal Information •Copyrights •Prevention of insider
trading •Product liability •Processing of the consumption tax•Japan’s Building Standards Act •Japan’s subcontracting law(prevention of delay in payment) •Achieving the Safety Vision•Antitrust laws (cartels) •Export transaction controls•Japan’s Act on Prohibition of Unauthorized Computer Access*Provided to all employees of Toyota Industries Corporation and its consolidated subsidiaries
in Japan. Additional and revised courses are under consideration.

In addition, we utilize a video material describing theCode of Conduct, which employees of the Toyota Industries
Group should observe, to assist relevant education in ourconsolidated subsidiaries in and outside Japan.

Japanese-language Code of Conduct
video material

English-language Code of Conduct
video material

Compliance Hotlines
The Toyota Industries Group has in place a whistle-blower
system for employees to report and seek consultation oncompliance-related issues. In Japan, North America, Europe
and China, in particular, we operate a compliance hotline(external helpline) that allows employees and their families
to seek advice from external experts on compliance-related
matters without being exposed to negative consequences.
In fiscal 2018, we received 60 reports and inquiries fromwithin Toyota Industries and from its consolidated subsidiaries
in Japan on such matters as labor management, working
environment and ethics. After verifying each report and inquiry,
we have taken appropriate action regarding each case. Our
responses have been reviewed and judged appropriate byexternal lawyers.
In fiscal 2017, we also started operating a hotline for our
major business partners to report and inquire about possible
compliance violations by Toyota Industries employees. Thishotline is now made available to approximately 120 business
partners.
Through these initiatives, we ensure the early discovery
and prevention of issues and intend to become a “company
on which society places greater trust.”

Financial Section /Corporate Information

In accordance with the Companies Act, in May 2006 Toyota
Industries’ Board of Directors adopted the Basic Policies
for the Establishment of an Internal Control System (Basic
Policies) to ensure compliance, risk management as well as
the effectiveness and efficiency of business operations by
incorporating these policies into each business segment’s
annual policies and day-to-day routine management. The
CSR Committee, at its meeting held in March, assesses the
progress made in implementing the Basic Policies in theyear under review and determines actions for the coming
year, including reviewing the implementation structure andenhancing day-to-day operational management.

Activity reports

Promotion of
ESG Initiatives

Internal Control System

CSR Committee

among employees of Toyota Industries Corporation andits consolidated subsidiaries in Japan and to create
an environment in which employees foster complianceconsciousness on their own.
In fiscal 2018, we invited external lawyers to holdexecutive legal seminars on the “latest trends in information
technology-related laws” and “points to be noted when
conducting corporate public relations and disclosing
information” for directors, managing officers and audit &supervisory board members.

Strategies andBusinesses

Appointment of Independent Members ofManagement
As a publicly listed company, Toyota Industries strives toensure the fairness and transparency of management.
Following the Securities Listing Regulations stipulated by
the Tokyo Stock Exchange and Nagoya Stock Exchange,
respectively, to further enhance our corporate governanceToyota Industries has appointed as independent membersof management two outside directors and two outside
audit & supervisory board members who are deemed tohave no conflicts of interest with our shareholders.

Compliancen Organization for Promoting Compliance

Company Introduction

Toyota Industries has adopted an audit & supervisory board
system. Two full-time audit & supervisory board members
and two outside audit & supervisory board members attend
meetings of the Board of Directors to monitor the executionof duties by directors. At the same time, meetings of the
Audit & Supervisory Board are held once a month to discussand make decisions on important matters related to auditing.
The full-time audit & supervisory board members carryout auditing by attending primary meetings and receiving
reports directly from directors. Additionally, we have assigned
dedicated personnel, while audit & supervisory board
members monitor the legality and efficiency of management
through collaboration with independent auditors and the Audit
Department.

Furthermore, based on the Financial Instruments andExchange Law (so-called Japanese Sarbanes-Oxley Act(J-SOX)), we have established and appropriately operated aninternal control system to maintain the reliability of financial
reporting. The system’s status and progress are reviewed by
the Audit Department and audited by independent auditors.
We determine which Toyota Industries Group companies fallwithin the scope of J-SOX based on the degree of impact on
the reliability of financial reporting. We determined that ourinternal controls over financial reporting as of the end of fiscal
2018 were effective, and accordingly, submitted an Internal
Control Report in June 2018. The report was reviewed byindependent auditors and judged fair in their Internal Control
Audit Report.

45

Corporate Governance■ Activities in China 
In China, compliance officers from seven bases attended theCompliance Officer Conference to promote the creation anddissemination of educational materials for use at all bases in
China and to share the progress in educational activities ofeach company. We also held labor management seminars for
managers of each company as an ongoing effort to increase
legal knowledge and compliance awareness of employees.

Activities in the Toyota Industries GroupWe have set up compliance committees at subsidiaries inJapan and appointed compliance officers at subsidiaries
outside Japan in our efforts to promote autonomous
activities in respective communities in collaboration with theCompliance Subcommittee. In fiscal 2018, we continued tocarry out activities in line with local needs.

n Activities in Asia, Oceania and South America We have been providing compliance officer training withthe aim of upgrading compliance activities. In fiscal 2018,
we held the Asia Oceania Compliance Conference with theparticipation of top managers and compliance officers fromseven bases within the region. Through the conference, we
work to deepen an understanding regarding the leakage ofconfidential information, prevention of bribery and response toreports made by whistle-blowers.

* Lesbian, gay, bisexual and transgender: Individuals having different sexual orientation orgender identity

Asia Oceania Compliance Conference

Implementation Structure
Toyota Industries has set up the Information Security
Subcommittee (led by an executive in charge of the General
Administration Department) as a subordinate organization
to the CSR Committee to promote proper management ofconfidential information, taking appropriate actions against therisk of leakage of confidential information and complying withlaws such as the Unfair Competition Prevention Act and the
Act on the Protection of Personal Information.
To thoroughly implement the initiatives adopted by thesubcommittee, we appoint information security managers*1
and information security administrators*2 at each department.
We strive to raise awareness about information security
among their staff by holding workplace meetings andconducting self-checks regarding their information security
practices.
In fiscal 2018, to counter risk for leakage of confidential
information we implemented the following initiatives.
(1)	Verify the status of confidential
information management at
each workplace	On-site inspection at andimprovement guidance toEngineering and Production
Engineering departments
Incident/accident response trainingn Activity Examples

Compliance officer
in Europe (TMHE)

Compliance officer
in China (TIMC)

Andreas Lundh

Europe:37companies

Activities up to fiscal 2017

Zhu Lingling

North America:

China:

20companies

7companies

Compliance officer
in North America(TINA)

Sheena Seger

Japan:

31companies
Compliance officer
in India (TIEI)

Amit Jain

Asia, Oceania and South America:

13companies

New activities in fiscal 2018

TINA: Toyota Industries North America, Inc.
TMHE: Toyota Material Handling Europe AB
TIMC: Toyota Industries Management (China) Co., Ltd.
TIEI: Toyota Industries Engine India Private Limited46

Toyota Industries Report 2018

Activities by Toyota Industries• Rank-based group education• Restrictions on taking photographs on company premises• Monitoring of email correspondence• Restricting the copying of electronic data on recording media• Attaching a security cable with a lock to all PCs toprevent unauthorized removal off the premises• Requiring employees to sign a confidentiality
agreement and checking the history of electronic
data being taken off the premises upon retirement
Activities in collaboration with other Toyota
Group companies• “Information Security Awareness Month” activities
in May and October to raise employee awarenessand conduct auditing by checking off-the-premises“Information Security
removal of personal computers and recording
Awareness Month”
postermedia, etc.

• Verifying the status of confidential information management at
Engineering and Production Engineering departments• Extending the target group of participants for incident/accident
response training• Providing training on response to targeted attacks through e-mail, etc.

Risk Management
Basic Perspective
Based on the Basic Policies for the Establishment of anInternal Control System in compliance with the Companies
Act, Toyota Industries is working to strengthen regulations
and a structure to promote risk management. We regard
the following aspects as the basics of risk management andimplement initiatives accordingly.
(1)	Incorporating measures to prevent and reduce potential
risks into daily routines and following up on the progress of
implementation(2)	Ensuring quick and precise actions to minimize the impact
on business and society when a risk becomes apparent

Implementation Structure
Business divisions and other departments at the Head Officedevelop and promote annual action policies that integrate
measures to prevent and control risks related to quality, safety,
the environment, personnel, export transactions, disasters
and information security. Progress is assessed and followed
up by each functional management entity such as the CSR
Committee and the Environmental Committee. At the sametime, functional departments at the Head Office such as
those responsible for quality, safety and the environment
formulate rules and regulations and create manuals from aGroup-wide perspective, including consolidated subsidiaries.
By confirming and following up on the progress throughoperational audits and workplace inspections, they provide
support for raising the level of risk management at eachbusiness division and consolidated subsidiary.
We have also formulated the Crisis Response Manual,
which defines our initial response to a problem or a crisis.
This manual lays out basic rules to be followed when a risk
becomes evident and a problem or crisis occurs. The aim isto ensure quick reporting to top management, perform an
accurate assessment of the impact on society and businessactivities and minimize damage through appropriate actions.
The content is reviewed and revised as deemed necessary
in response to changes in businesses and the surrounding
environment.

Financial Section /Corporate Informationn Compliance Committees (in Japan) and Compliance Ofﬁcers (outside Japan) (As of March 31, 2018)*1: Head of each department*2: A person within the department, appointed by the head

Promotion of
ESG Initiatives

n Activities in Europe 
In Europe, we held the Compliance Conference with 30
companies to share the progress of and issues in compliancepromotion activities of each company and discuss future
activities. In response to the EU General Data Protection
Regulation (GDPR) enforced on May 25, 2018, thesecompanies are accelerating their efforts to protect personal
information.

We recognize that the personal information of customers,
employees and business partners as well as information
concerning our technologies and sales activities are assetsthat need to be protected. Accordingly, we are making ourutmost efforts to safeguard confidential information andstrengthen its management as one of the CSR areas.

Strategies andBusinessesn Activities in North America We held the Compliance Officer Conference in North America
with the participation of compliance officers from 21 bases toshare information on the latest topics, including response toLGBTs* and unlawful possession of controlled substances,and discuss action items for the fiscal year. After the
conference, these 21 bases have been conducting activities ina coordinated manner.

Basic Perspective(2) Incident/accident response training	Increasing practical response capabilities by extending
the scope of the training from the General Administration
Departments of the Head Office and each plant toEngineering, Production Engineering and Purchasing
departments
Our consolidated subsidiaries in and outside Japan
also appoint respective information security managers andinformation security administrators. We have also developed
common guidelines concerning management of confidential
information, which have been distributed among thesesubsidiaries, and follow up on their activities on a periodic
basis in our efforts to raise the level of confidential information
management throughout the Toyota Industries Group.
Company Introduction

n Activities in Japan 
We held a conference of compliance personnel from 31
consolidated subsidiaries in Japan to share the latest
information on applicable laws and conducted a case study of
responses to reports made through our compliance hotlines
as an effort to expand relevant knowledge and response
capabilities.

Management of Confidential Information

47

Relationship with
Our Stakeholders

Response to Possible Major Earthquake
We consider the impact of a major earthquake as one of
the most significant risks and have accordingly formulated abusiness continuity plan. Based on the three basic policies of
placing maximum priority on human life, placing top priority on
the recovery of local communities and ensuring the quickest
possible recovery, we are making Company-wide efforts inthree relevant areas, specifically, “precautionary, pre-disastermitigation,” “initial response to be followed immediately after
the disaster” and “restoration of production.”

disaster response, we conduct training in which employees
collect information on damages to both inside and outside thecompany premises, swiftly make decisions and disseminate
these decisions throughout Toyota Industries.
We are setting up a system to ensure prompt responseeven during nighttime or on a weekend or holiday by selecting
members from the functional departments who live close to
the Head Office.

Adhering to a quality first approach, Toyota Industries practices monozukuri (manufacturing) that quickly responds to thediverse, ever-changing needs of customers.

Disaster Prevention Response Headquarters (Established in Kariya Plant)

e-Lab (information
systems headquarters)

Remote Sites

Company dormitories
Company resort
facilities

2. | Training at Plant Response Headquarters
In fiscal 2018, we placed the focus of training on “cultivating
personnel capable of responding to an emergency andreinforcing the response structure” and provided appropriate
training to the head (plant manager) and members of each
Plant Response Headquarters. By conducting training
repeatedly, we intend to create a structure under which every
member understands his or her role and responds to thesituation flexibly.

Affiliated Companies

Suppliers

Tokyo Office
Toyota L&F Customer
Center Tokyo
Toyota L&F Customer
Center Osaka
TMHG Training Center(Handa)Efforts to Cultivate Personnel to Engage in Disaster
Prevention Activities
1. | Training at Disaster Prevention Response| Headquarters
As one important role assigned to the Disaster Prevention
Response Headquarters that oversees Company-wide

n Types of Quality Sought by Toyota Industries
Determining whether to stop operations
and how to provide support activities

Discussing a restoration plan

3. | Training for Restoring Plant Operationsa) Power Restoration Drill
Each plant has developed procedures to restore power
supplies, including electricity and gas, which are essential inrestoring production activities. Each plant conducts genchi
genbutsu (go and see for yourself) training on a periodic
basis. Through the training we are identifying problems andmaking improvements to step up our efforts to ensure quick
restoration activities.
b) System Restoration Drill
The e-Lab, responsible for managing Toyota Industries’ dataservers, has created procedures to restore critical data after adisaster. We conduct restoration drills jointly with Toyoda High
System, Incorporated, a consolidated subsidiary engaged
in development and operation of information infrastructuresand systems, and work to improve our readiness for quick
restoration.
4. | Training for Identifying Disaster Damage
We repeatedly conduct drills jointly with our affiliatedcompanies and business partners in order to familiarize themwith the use of IT tools to quickly identify the damage statusduring a disaster.

Quality levels that
customers truly
expectProduct quality●Safety●Eco-friendliness●Durability●Ease of use

Designquality●Brand strength●Corporate image●Sales●Service●Logistics●Workmanship

Manufacturing capabilities

design review (DR), which allows a product to proceed to thenext stage only when a responsible business division head
examines and approves whether the product has reached thetarget quality level.

Activities Based on the Quality Guidelines
Quality forms the basis of our operations and is essential inattaining the goals of our Vision 2020. As such, we formulated
our Quality Vision 2020, which defines our philosophy inensuring quality.
Quality Vision 2020
All members in the Toyota Industries Group ensure
quality first and build in quality with ownership at
their own workplaces and positions in an effort tocontinuously supply attractive products/services that
anticipate global customers’ needs.
To achieve the goal of this vision, we issue the Quality
Guidelines, which identify priority quality-related issues tobe implemented in each fiscal year, to all production basesin and outside Japan and engage in quality assurance
activities accordingly. The implementation status of theseguidelines is reviewed by top management at the Quality
Functional Meeting chaired by the head of the Production
Headquarters*1 for identifying additional issues and devisingcountermeasures. Issues raised are followed up at meetingsof the Company-wide Council of Heads of Quality Assurance
Departments chaired by the head of the Quality Control
Department*1. The president also checks on the outcome ofthese activities through genchi genbutsu inspections. In thisFinancial Section /Corporate Information

Starting from fiscal 2017, we have been undertaking
enlightenment activities for employees and their families as ameasure to promote disaster prevention and avoid disasterinflicted damage at home. Specifically, we encourage themto take three actions: preventing the overturning of furniture;
deciding a way to account for family members in a disaster;and stockpiling emergency goods, food and other necessities.
Up until fiscal 2018, our activities had targeted personnel incharge of promoting disaster prevention and members of
initial response and production restoration teams. The scope
was extended to all employees in fiscal 2019.

Carrying on the spirit of founder Sakichi Toyoda, Toyota
Industries strongly believes that quality is the lifeblood of acompany. Focusing on quality first and ensuring customer
safety and reassurance are our most important responsibilities
to our customers and form the basis of our approach to CSR.
Toyota Industries strives to maintain and improve thetotal quality of our corporate activities, which encompasses
not only “product quality” but also “marketing quality” and“management quality.” “Product quality” is embodied in
the safety, eco-friendliness, durability, ease of use andworkmanship of our products, while “marketing quality” entails
excellent sales and service in addition to these attributes and“management quality” further enhances our overall corporate
image and brand strength in terms of all of these attributes.

ent
em
nag
lity
g
Ma lity
qua
turin
qua
ufac
ting
Man lity
r ke
Ma
qua

Promoting Disaster Prevention at Home and Related
Enlightenment Activities“A product should never be sold unlessit has been carefully manufactured andfully tested in the commercial trial, withcompletely satisfactory results.”

Promotion of
ESG Initiatives

Kariya Plant
Obu Plant
Kyowa Plant
Nagakusa Plant &Morioka Works
Takahama Plant
Hekinan Plant
Higashichita Plant
Higashiura Plant
Anjo Plant

Educational Sites

Disaster response meeting

Strategies andBusinessesn Disaster Prevention Structure

Reviewing policies on resumption ofoperations and how to return home

Company Introduction

We strive to reinforce our disaster prevention structure toenable smooth transition from the initial response stage to the
production restoration stage.
The Disaster Prevention Response Headquarters, led by
the executive vice president and consisting of representatives
from the functional departments at the Head Office, is
responsible for collecting information from plants and otherrelevant parties and making Company-wide decisions basedon the information collected.

Key Facility

P49–50
P51
P52
P53–56
P57–58Relationship with Our Customers

Disaster Prevention Structure

Plant Response
Headquarters

Relationship with Our
Stakeholders

Relationship with Our Customers
Relationship with Our Business Partners
Relationship with Our Shareholders and Investors
Relationship with Our Associates
Relationship with Our Local Communities“We should express our gratitude to ourcustomers by providing them our best
quality products.”
Under our “Customer First” philosophy, Toyota Industries
undertakes product development that meets customer
expectations by capturing market needs and understanding
how our products are actually used by customers.
At Toyota Industries, development of a new product entails
defining specific goals to incorporate quality in every stage
from product planning and design to production preparation,
production, sales and after-sales services. We perform a
Genchi genbutsu inspection by the president

48

Toyota Industries Report 201849