Company Introduction

Realizing Toyota Industries’ Vision
based on Our Basic Philosophy

Strategies and Businesses Promotion of ESG Initiatives

Corporate Information

Realizing Toyota Industries’ Vision
based on Our Basic Philosophy

Based on our basic philosophy, we aim to contribute to making the earth a better place to live, enrich lifestyles andpromote a compassionate society by making the most of the core assets and strengths we have accumulated todate in promoting our diverse businesses such as materials handling equipment, logistics solutions, vehicle, engine,car air-conditioning compressor, car electronics and textile machinery and by engaging in value creation.

Toyoda Precepts

Basic Philosophy

Meeting Social Demands
based on Vision 2030

CSR Materiality

Toyoda Precepts (Corporate Creed)

Basic Philosophy

Vision 2030

Identifying Our Materiality in Connection
with SDGs * Please see page 55.

Always be practical and avoid frivolousness.
Always strive to build a homelike atmosphere at workthat is warm and friendly.
Always have respect for God, and remember to be
grateful at all times.

[Respect for Others]
Toyota Industries is respectful of thepeople, culture, and traditions of eachregion and country in which it operates. It
also works to promote economic growthand prosperity in those regions andcountries.
[Respect for the Natural Environment]
Through its corporate activities, Toyota
Industries works to contribute to regional
living conditions and social prosperity andalso strives to offer products and services
that are clean, safe, and of high quality.
[Respect for Customers]
Toyota Industries conducts intensive
product research and forward-looking
development activities to create new value
for its customers.

We encapsulated the spirit of founder Sakichi Toyoda in the Toyoda
Precepts, which serve as Toyota Industries’ corporate creed and uponwhich our Basic Philosophy is based.

Contribute to making the earth a better place
to live, enrich lifestyles, and promote acompassionate society by supporting industrial
and social infrastructure around the world
through the continuous supply of products/
services that anticipate customers’ needs.
ve, enrich lifestyles, and promote aplace to li
compa
better
ssion
rth a
a
ate s
e
e
ocie
e th
k
in
f
r
l
a
a
i
s
ty
c
t
a
r
o
u
cture arouMl and s
a
i
r
t
s
n
u
d
the w
t ind
r
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e/
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a
b
f
a
e
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,
o
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o
“
m
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,
orld
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nd “
o
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/zer
ean
rt”
“Cl
Create new values by being studious and creative

Automobile

Materials
Handling
Equipment /Logistics

Take on challenges and enter into new businesses

Textile Machinery
TPS

Team

Manufacturing foundation strength

Link to details on
Vision 2030.

Toyoda Precepts

Social Demands
SDGs[Respect for Employees]
Toyota Industries nurtures theinventiveness and other abilities of its
employees. It seeks to create a climate ofcooperation, so that employees and theCompany can realize their full potential.

Global social issues adopted at the United
Nations summit in 20152
4

Toyota Industries Report 2020
豊田自動織機レポート2020

As stated in Vision 2030, toward the realization of a sustainable society,contribute to “make the earth a better place to live,
enrich lifestyles, and promote a compassionate society”

CSR Materiality

SDGs to Contribute■ Mitigation of Global
Warming

Resolving Social Issues through Our Business

Always be studious and creative, striving to stayahead of the times.

[Respect for the Law]
Toyota Industries is determined to comply
with the letter and spirit of the law, inJapan and overseas, and to be fair andtransparent in all its dealings.

■ Contribution to
Circular Economy■ Creation of Innovative
Values■ Products and Services
Which Contribute to Safety,
Security and Comfort■ Mutual Prosperity throughPartnerships with Local
Communities

Foundation Supporting
Our Business Operations

Always be faithful to your duties, thereby contributing
to the Company and to the overall good.

■ Safe and Healthy Work Environments■ Leveraging Diversity and Inclusion■ Sustainable Procurement■ Compliance and Risk Management

Resolving social issues through corporate activities

3
5

Company Introduction

Toyota Industries’ 3 Businesses andTheir Characteristics

Strategies and Businesses Promotion of ESG Initiatives

Corporate Information

Toyota Industries’ 3 Businesses andTheir Characteristics

Using our resources and strengths as the foundation, we strive for growth in the Materials Handling Equipment,
Automobile and Textile Machinery businesses. At the same time, we aim to enhance our competitiveness byleveraging synergies among these businesses.

Segment BusinessBusiness activities

Roles of each business

Main products and systems

Performance

Lift Truck

Materials Handling Equipment

Internal-combustion
lift truck

Development

Production

Sales(for users)

After-sales
services

Electric lift truck

Reach-type
electric lift truck

Low lift truck

Automated lift truck Aerial work platform(¥ Billion)

1,500

120

1,200

100
80

900

60
40
20

Logistics
Solutions
EngineToyota Industries works closely with subsidiaries Bastian Solutions
LLC and Vanderlande Industries Holding B.V. by leveraging eachcompany’s strengths to contribute to resolving customers’ logistics
issues through a combination of various logistics equipment andsystems.

With its strengths as a leader in safety, the environment, quality,
cost and delivery among Toyota Group companies, the Vehicle
Business plans, develops and produces the RAV4 for markets inand outside Japan.

In addition to automotive diesel engines produced under a structure
ranging from planning and development to production, we also
produce gasoline engines and industrial engines.

0

Development

Production

Sales(for users)

After-sales
services
Automated storage
and retrieval system

Development

Production

Sales(for Toyota
Motor)

Simple AGV(automatic guided vehicle)

SorterCar AirConditioning
Compressor

The Car Electronics Business plans, develops and produces
electronics products primarily for electrified vehicles such as hybrid
vehicles.

High-speed storage
and picking system

Development

Production

Development

Production

Sales(for automakers
aroundthe world)

Production

We undertake fully integrated operations from planning, development
and production to sales and after-sales services for spinningmachines that spin twisted fiber bundles into yarn and weaving
machines that weave spun yarn into fabrics. Our air-jet looms havecaptured the world-leading market share in terms of unit sales*.

Development

Production

Sales(for users)

19

20

Automobile
Operating Profit

Net Sales

After-sales
services(¥ Billion)(¥ Billion)

600

30

400

20

200

10

0

18

(FY)

Gasoline engine

Turbocharger

Oxygen-supplying air
compressor for fuel cell vehicles

Hydrogen circulation pumpfor fuel cell vehicles

19

20

0

(FY)

18

Percentage of
Net Sales

19

20

28.3%

After-sales
services
Variable-displacement
type compressor

Fixed-displacement
type compressor

Textile MachineryOperating Profit

Net Sales

Development

18

After-sales
services

Electric compressor

Sales(for automakers
aroundthe world)

0

(FY)

66.2%

After-sales
services
DC-DC
converter

4WD rear inverter

On-board charger(¥ Billion)(¥ Billion)

80

8

60

6

40

4

20

2

(FY)

TextileMachinery20

Airport baggage
handling system

RAV4

Sales
(for Toyota
Motor)

19

Percentage of
Net Sales

Diesel engine

Toyota Industries’ car air-conditioning compressors are highly
acclaimed in terms of their reliability at high operating speeds andquiet operation in addition to such excellent environmental
performance features as compactness, light weight and fuelefficiency. The Car Air-Conditioning Compressor Business captures
the world-leading market share in unit sales*.

18

(FY)

0

TextileMachinery

Operating Profit

Net Sales(¥ Billion)

300

Car
Electronics

Automobile

Toyota Industries plans, develops, produces, sells and provides aftersales services for industrial vehicles centered around a full lineup of lift
trucks (0.5- to 43-ton capacities). Lift trucks, which capture the top
global market share*, are delivered to customers around the world. In
addition to the sale of lift trucks, we strive to meet a variety of customer
needs through sales financing, after-sales services and proposals forlogistics efficiencies.

600

VehicleMaterials Handling Equipment

Link to product details.

18

19

20

Percentage of
Net Sales

After-sales
services

Air-jet loom

Ring spinning frame

0

(FY)

18

19

20

2.8%

Quality measurement instrument
for fiber, yarn and fabric* Survey by Toyota Industries Corporation4

Toyota Industries Report 20205

Company Introduction

Message from the Chairman and President

Inside cover–1

Realizing Toyota Industries’ Vision based on Our Basic
Philosophy

2–3

Toyota Industries’ 3 Businesses and Their Characteristics

4–5

Contents
Consolidated Financial and Non-Financial Highlights
Consolidated Eleven-Year Summary

Editorial policy
In aiming to realize a deeper understanding of the Toyota
Industries Group among a broad spectrum of stakeholders,the Annual Report and Social and Environmental Report havebeen combined into the Toyota Industries Report from thefiscal year ended March 31, 2008.
In addition to the Toyota Industries Group’s management
policies, the report provides easy-to-understand information
regarding its business, corporate governance, social andenvironmental activities over the past year as well as its future
direction.
Period covered by the report
This report focuses on activities carried out in fiscal 2020 (April
1, 2019 to March 31, 2020), but also includes some
information outside this period.
Organizations covered in the report
Toyota Industries Corporation and its consolidated
subsidiaries
Reference guidelines• Global Reporting Initiative (GRI) Standard• ISO 26000• Japan’s Ministry of the Environment Environmental
Accounting Guidelines (2005 Version)• Japan’s Ministry of the Environment Environmental
Reporting Guidelines (2018 Version)• International Integrated Reporting Framework byInternational Integrated Reporting Council (IIRC)

Top Message
1 Strengths of Our Materials Handling Equipment Business

Aiming for Sustainable Growth

2 Leveraging the Strengths of Diverse Businesses to

Adapt to Changes and Seek Sustainable Growth

Reach-type
electric lift truck

Low lift truck

es
s

31–36

Relationship with Our Customers
Relationship with Our Business Partners
Relationship with Our Shareholders and Investors
Relationship with Our Associates
Materials Handling Equipment

Relationship with Our Local Communities

Operating Profit

Net Sales(¥ Billion)(¥ Billion)

1,500

120

1,200

100
80

900

60

600

40
20

300

es
s

Air-jet loom

6

Toyota Industries Report 2020

Ring spinning frame

Quality measurement instrument
for fiber, yarn and fabric90.5 billion

Net Sales

Operating Profit/Operating Profit Ratio(¥ Billion)(¥ Billion)
150
2,214.9

2,000

2,003.9

2,171.3¥

2,438.8 billion

120

7.4
147.4

6.1

5.9

134.6

128.2

Profit before Income Taxes(%)(¥ Billion)

10
8
6

250
209.8

200

202.2

196.2

2019

2020

90
1,500

150

1,000

38–43

0

Determining CSR Materiality
Special Feature on the Environment:
TMHMS’ Path toward Zero CO2 Emissions(¥ Billion)(¥ Billion)

(FY)

(FY)

0

(FY)

44–45
46
47

(¥ Billion)

2
18

19

20

Percentage of
Net Sales

0(FY)

Major Bases

18

19

20

Investor Information
2.8%

2019

2020

62–63
63–65
65–67

Operating Profit Ratio (right)

Investments in Tangible Assets

Depreciation(¥ Billion)

200

120
168.1
152.7

150

145.8

115.4

113.7

100

100
106.0
77.7

60
40

40
20

0
2018

2019

2020

0

0

(FY)

Note: The figures for profit attributable to owners of the parent are presented.

(FY)

Research and Development Expenses

Cash Dividends Per Share/Dividend Payout Ratio

Total Assets/Share of Equity Attributable to Owners of the Parent/
Ratio of Share of Equity Attributable to Owners of the Parent(¥ Billion)

(¥)

(%)

(¥ Billion)

100

200

35

6,000

88.8
80

2018

2020

34.1

90.5

77.6

2019

31.5
150

30

27.7

160
25

150
100

72

90.4

60

20
(FY)

85.6

80

80

60

70–71

2018

(¥ Billion)

155

68–69

0
(FY)

Note: Operating profit in fiscal 2018 includes a one-time effect of ¥14.3
billion arising from changes in retirement benefit plans.

Profit

50

61–62

2020

(¥ Billion)

56–57

60–61

2019

Operating Profit

2018

100

60

2018

0

55

58–59

50

0
(FY)

48–52
53–54

100

30

500

(FY)

(FY)

20

The fiscal year ended March 31, 2020 is referred to as fiscal 2020 andother fiscal years are referred to in a corresponding manner.

37

Relationship with Our Stakeholders(¥ Billion)

es
s

¥

106.0 billion

Share of Equity Attributable to
Owners of the Parent

Research and Development Expenses

90.4 billion

2,500

Corporate Governance Structure / Internal Control System / Compliance /Information Security / Risk Management

0

es
s

22–25

Automobile

Corporate Governance

(FY)

es
s

¥

18–21

26–30

18 19 20
18 19 20
This report contains projections and other forward-looking statementsthat involve risks and uncertainties. The use of the words “expect,”Environmental Initiatives
Percentage of
Net Sales“anticipate,” “estimate,” “forecast,” “plan” and similar expressions is
66.2%
SorterHigh-speed storage
Airport baggage
Automated storage
Simple AGV
intendedtoidentify
suchforward-looking
statements.
Projections
andandpickingsystemhandling
systemSixth Environmental Action Planand retrieval system(automatic guided vehicle)
forward-looking statements are based on the current expectations andestimates of the Toyota Industries Group regarding its plans, outlook,
Vision for Environmental Activities
strategies and results for the future. All such projections and forwardAutomobile
looking statements are based on management’s assumptions andStructure to Implement Environmental Management
beliefs derived from the information available at the time of producing this Net Sales
Operating Profit
report and are not guarantees of future performance.
Toyota Industries
RAV4
Establishing a Low-Carbon Emission Society
30
undertakes no obligation to publicly update or revise any forward-looking 600
20statements in this report, whether as a result of new information, future 400
Establishing a Recycling-Based Society
200
10
events or otherwise. Therefore, it is advised that you should not rely0solely upon these projections and forward-looking statements in making 0 18 19 20
18 19 Reducing
20
Environmental Risk andyour investment decisions. You should also be aware that certain risks
Percentage of
Establishinga Society in Harmony with Nature
Diesel enginecould cause theGasoline
engineTurbocharger
and uncertainties
actualresults of Toyota
Industries
Net Sales
28.3%
to differ materially from any projections or forward-looking statements
Environmental
Management
discussed in this report. These risks and uncertainties include, but are
not limited to, the following: (1) reliance on certain customers, (2) productdevelopment capabilities, (3) intellectual property rights, (4) productdefects,Variable-displacement(5) price competition,(6) relianceonairsuppliersof rawmaterials
Electric compressor
Fixed-displacement
Oxygen-supplying
Hydrogencirculationpump
Textile MachineryCorporate Information
type compressor
compressor
compressor for fuel cell vehicles
for fuel cell vehicles
and components,(7) type
environmental
regulations, (8) successor failure ofstrategic alliances with other companies, (9) exchange rate fluctuations,Operating Profit
Net Sales
Directors, Audit & Supervisory Board Members,(10) share price fluctuations, (11) effects of disasters, power blackouts
80
8
Senior Executive Officers and Executive Officers
and other incidents, (12) latent risks associated with international
60
6DC-DC (13) retirement benefit liabilities.
activities and40
4converter
4WD rear inverter
On-board charger

es
s

¥

12–17

Promotion of ESG Initiatives

Performance

Cautionary Statement with Respect to Forward-Looking Statements

128.2 billion¥

60

Link to product details.

Automated lift truck Aerial work platform

2,171.3 billion
Depreciation

Materials Handling Equipment
Textile Machinery

Main products and systems* Requires Internet connection.

¥

Investments in Tangible Assets

10–11

Business Activities■ How to use this reportElectric lift truck

6
7–9

Operating Profit

Special Features

This PDF file is linked to related Websites .

ess(FY2020)

Net Sales

Strategies and Businesses

Toyota Industries Report 2020 PDF

Internal-combustion
lift truck

Consolidated Financial and Non-Financial Highlights
Financial Information

Company Introduction

to related

Corporate Information

Consolidated Financial and
Non-Financial Highlights

CONTENTS

Click onWebsites.

Strategies and Businesses Promotion of ESG Initiatives

5,000

2020

(%)
48.6
5,258.550
47.1
5,261.1

4,000

2,000
50

20

2019

46.2
45
5,279.6
40

3,000

40

2,553.3

2,479.7

2,438.8

2018

2019

2020

1,000
0

0
(FY)

2018

2018

2019

2020

(FY)

0
2018
Cash Dividends Per Share

2019

2020
Dividend Payout Ratio (right)(FY)

Total Assets
Share of Equity Attributable to Owners of the Parent
Ratio of Share of Equity Attributable to Owners of the Parent (right)

7

Company Introduction

Strategies and Businesses Promotion of ESG Initiatives

Corporate Information

Consolidated Financial and
Non-Financial Highlights

Consolidated Financial and Non-Financial Highlights
Non-Financial Information (CSR)(FY2020)

Non-Financial Information (Environment)(FY2020)

Consolidated Number of Employees

Ratio of Non-Japanese Employees

Consolidated Subsidiaries

Energy Consumption (Consolidated)

CO2 Emissions (Consolidated)

Water Consumption (Consolidated)

66,478 persons

67.1 %

256 companies

17,212 TJ

923,314 t-CO2

4,521 km3

Number of Female Associates Holding
Assistant Manager or Higher Position

Ratio of Associates with
Disabilities (Non-Consolidated)

Number of Participants of Social Contribution
Activities of Employee Associations

Discharge of Treated Wastewater(Consolidated)

Raw Material Consumption (Consolidated)

Waste Generation (Consolidated)

2,522 km3

784,366 t

112,796 t

141 persons

2.41*%

1,175 persons* As of June 1, 2019

Consolidated Number of Employees/
Ratio of Non-Japanese Employees(Persons)
70,00065.2

60,00050,00061,15266.6
64,64167.1
66,478

Consolidated Subsidiaries

Participants of Japan’s Subcontracting
Law Seminar

Energy Consumption (Consolidated)

CO2 Emissions (Consolidated)

Water Consumption (Consolidated)(%)(Companies)(Persons)(TJ)(t-CO2)

(km3)

70

300

1,200
254

254

256

60

250

50

200

800

150

600

100

400

50

200

1,000

20,0001,141

1,000,000
16,939978825

17,51415,00040,0005,000

10,000

0

0
(FY)

2018

2019

Consolidated Number of Employees

2020

(FY)

0

0
2018

2019

2020

(FY)

941,371923,3145,000

800,000

4,000

600,000

3,000

400,000

2,000

200,000

1,000

4,873

4,620

4,521

2019

2020

10,00030,00020,000913,123

17,212

2018

2019

2020

(FY)

0

0
2018

2019

2020

(FY)

2018

2019

2020

(FY)

2018

Ratio of Non-Japanese Employees (right)

Frequency Rate of Lost Workday Injuries(Non-Consolidated)

Participants of Age-Based Health Education(Non-Consolidated)

Rate of Undergoing a Stress Check(Non-Consolidated)

Discharge of Treated Wastewater(Consolidated)

Raw Material Consumption (Consolidated)

Waste Generation (Consolidated)(%)(Persons)

(%)

(km3)

(t)

(t)

0.50

3,000

100

1,000,000

150,000

2,500

0.40

2,422

2,470

2,357

2,000

0.30

97

99

99

2,500

2,407

2,463

2,522

830,58880

2,000

800,000 790,022

60

1,500

600,000

90,00040

1,000

400,000

60,00020500

200,000

30,000784,366

120,000

122,521
110,466

112,796

2019

2020

1,500

0.22
0.20
0.12
0.10

1,000
500

0.03
0
(FY)

0

0
2018

2019

2020

Number of Female Associates Holding
Assistant Manager or Higher Position

(FY)

(%)

150

2.5

120

120

2019

2020

Ratio of Associates with Disabilities(Non-Consolidated)(Persons)
141

2018

2.26

2.37

2.41

0

0
2018

2019

2020

(FY)

2018

2020

30

0.5

0
(FY)

2019

2020

(FY)

(Persons)
2,000

1,500

400

1,175

Toyota Industries Report 2020

380

1,291

1,200

1,548

1,178

364

375

2020

(FY)

1,500
1,283
1,200

300

1,176

1,168

2018

2019

900

900
200

600
100

300

2018

2019

2020

(FY)

300
0

0

0

0
2019

2018

VOC*2 Emissions (Non-Consolidated)

500

2018

(FY)

(t)

600

Note: As of June 1 of each fiscal year

8

2020

(t)

1,251

0
2018

2019

(t)

1,000
1.0

0
2018

Emissions/Transfer of PRTR Law DesignatedSubstances (Non-Consolidated)

1.5

60

(FY)

PRTR*1 Law Designated Substances(Non-Consolidated)

1,500

104

2019

Number of Participants of Social Contribution
Activities of Employee Associations

1,326

2.0

90

(FY)

2018

2019

2020

*1: Short for Pollutant Release and Transfer Register, the PRTR law is a scheme whereby
businesses measure the release and transfer of PRTR designated pollutants and reporttheir performance to the government. The government then compiles this data andreleases it to the public.

(FY)

2018

2019

2020

(FY)

2020

*2: Short for Volatile Organic Compounds

9Company Introduction

Strategies and Businesses Promotion of ESG Initiatives

Corporate Information

Consolidated Eleven-Year Summary

Consolidated Eleven-Year Summary
Link to details.

Toyota Industries Corporation
Years ended March 31

Millions of yen
International Financial Reporting
2020

2019

Standards (IFRS)Generally Accepted Accounting Principles in Japan (JGAAP)

2018

2017

2016

2015

2014

2013

2012

2011

2010

For the YearNet sales

2,171,355

2,214,946

2,003,973

1,675,148

2,243,220

2,166,661

2,007,856

1,615,244

1,543,352

1,479,839

1,377,769

Operating profit (loss)

128,233

134,684

147,445

127,345

134,712

117,574

107,691

77,09870,092

68,79822,002

Profit before income taxes*1

196,288202,225

209,827

181,986

185,398

170,827

138,133

86,83680,86673,911

31,756

Profit (loss)*2

145,881

152,748

168,180

131,398

183,036

115,263

91,705

53,11958,59447,205(26,273)

Investments in tangible assets*3

106,058

113,748

115,458

77,39375,438126,395

109,479

89,45958,404

38,25426,963

Depreciation*3

90,48885,63977,73873,25377,36670,78264,153

57,954

59,83062,372

73,238

Research and development expenses

90,56088,807

77,647

69,52465,44047,78546,32639,05732,07027,78826,826

Basic

469.85491.97541.67420.78582.58367.06292.76170.36188.02151.51(84.33)

Diluted469.85491.97541.67420.78582.57366.99292.57170.35188.02151.51(84.33)7,854.87

7,986.59

8,223.82

7,125.37

6,481.97

7,500.16

5,640.08

4,719.66

3,662.26

3,300.17

3,390.02

160.00155.00150.00125.00120.00110.00

85.00

55.00

50.00

50.00

30.00

Total assets

5,279,653

5,261,174

5,258,500

4,558,212

4,199,196

4,650,896

3,799,010

3,243,779

2,656,984

2,481,452

2,589,246

Share of equity attributable to owners of the parent

2,438,807

2,479,718

2,553,391

2,240,293

2,113,948

2,425,929

1,829,326

1,524,933

1,197,841

1,075,939

1,104,929

Per share of common stock (yen):
Earnings (loss) per share*2, *4

Share of equity attributable to owners of the parent
Cash dividends per share
At year-end

Capital stock

80,46280,46280,46280,46280,46280,46280,46280,46280,46280,46280,462

Number of shares outstanding (excluding treasury stock) (thousands)

310,483

310,485

310,487

310,489314,226

314,155

313,730

312,207311,687

311,564

311,570

Net cash provided by operating activities

313,199

270,306

268,567

239,094

240,169

182,191

155,059

151,299

101,718

153,661

203,452

Net cash used in investing activities(182,598)(395,000)(340,324)(86,925)(531,561)(160,769)(118,483)(274,210)(9,403)(187,574)(36,855)(7,094)

40,467

153,303789

130,923(8,918)

6,183

7,050

10,279(85,728)(38,230)

358,144

239,140

323,830

243,685

92,399248,706

226,406

179,359

296,811

195,566

317,590

Cash flows

Net cash provided by (used in) financing activities
Cash and cash equivalents at end of year
Indices
Operating profit ratio (%)

5.9

6.1

7.4

7.6

6.0

5.4

5.4

4.8

4.5

4.6

1.6

EBITDA (millions of yen)*5

336,415

323,998

313,055

276,193369,857

248,854

216,175

155,234

161,876

150,481

90,521Return on equity (ROE) (%)*6

5.9

6.1

7.0

6.1

8.3

5.6

5.7

4.1

5.4

4.5

(2.6)

Return on assets (ROA) (%)*7

2.8

2.9

3.4

3.0

4.1

2.7

2.6

1.8

2.3

1.9

(1.1)

D/E ratio (%)*8

54.9

52.3

45.7

43.6

43.7

32.0

39.9

45.4

53.8

56.8

60.3

Ratio of share of equity attributable to owners of the parent*9

46.2

47.1

48.6

49.1

48.5

50.7

46.6

45.4

43.0

41.4

40.8

66,47864,641

61,152

52,62351,45852,52349,33347,41243,51640,82538,903

Number of employees (persons)*1: The figures prior to fiscal 2017 are ordinary income under JGAAP.
*2: Profit (loss) attributable to owners of the parent*3: Investments in tangible assets and depreciation apply to property, plant and equipment. They do not include materials handling equipment leased
under operating leases.
*4: Earnings (loss) per share is computed on the average number of shares for each year.
*5: Profit before income taxes + Interest expenses – Interest and dividends income + Depreciation and amortization (including assets other than property,
plant and equipment)*6: Profit (loss) attributable to owners of the parent / Average share of equity attributable to owners of the parent at the beginning and the end of the
fiscal year
*7: Profit (loss) attributable to owners of the parent / Average total assets at the beginning and the end of the fiscal year
*8: Interest-bearing debt / (Share of equity attributable to owners of the parent – Subscription rights to shares)*9: (Share of equity attributable to owners of the parent – Subscription rights to shares) / Total assets
Notes: 1. Toyota Industries has adopted IFRS beginning from the end of fiscal 2017.
		 2. Operating profit in fiscal 2018 includes a one-time effect of ¥14.3 billion arising from changes in retirement benefit plans.

10

Toyota Industries Report 202011