Environmental Initiatives

Special Feature ＞＞＞ Environmental Design for Lift Trucks

Advancing toward the Realization of
People- and Environment-Friendly Logistics
Lift trucks play a crucial role in logistics. As part of our firm commitment to creating environment-friendly logistics, Toyota
Industries continues to take on challenges in developing lift trucks that take the environment into account.

History of Continual Advances inEnvironmental Technologies for Lift Trucks

regulations, gradually became more forward-looking in anticipation ofregulations for pre-empting various environmental problems. In the 2000s,
we expanded the scope of our efforts by actively applying to our lift trucks
the leading-edge technologies cultivated in the Automobile Segment as amember of the Toyota Group.
With society confronting numerous environmental issues, Toyota
Industries will address environmental needs by pursuing further
technological advances in its lift trucks to realize logistics friendly topeople, the earth as well as the cargo being handled.

As a world-leading company in lift trucks and other materials handlingequipment, Toyota Industries develops technologies for creating productswith outstanding environmental performance to respond to a host ofenvironmental challenges occurring with the changing of the times.
Toyota Industries commenced production of gasoline-powered
lift trucks in 1956. Since then, our environmental technologies for lift
trucks, which initially focused on responding to environmental pollution■ History of Toyota Industries’ Environmentally Responsive Technologies in Lift Trucks

1990
Innovation ofenvironmentally
responsive technologies

2000

Response toregulations

Anticipation ofregulations

2010(Year)

Application of automotive technologies
Continuous
regeneration DPF

Environmentally
responsive items

Common rail
Exhaust gas recirculation+ oxidation catalytic muffler

Curbing global
warming

Counterweightrecycling

Environmental
risk reduction

Three-waycatalyst

Resource
utilization

Exhaust gas filter(diesel particulate filter (DPF))

Improvement ofdegradability
Electronicallycontrolled engine

Idling stop technologies

Fuel-cell
lift trucks
2009 〜 Hybrid lift trucks

2002 〜

Principal types oflift trucks
incorporating
environmental
technologies

1967 〜1961 〜
1956 〜18

Toyota Industries Report 2009

Natural gas-powered lift trucks

Electric lift trucks
Diesel-powered lift trucks
Gasoline-powered lift trucks/liquid petroleum gas (LPG)-powered lift trucks

Interview

Toward an Earth-Friendly Future in
Logistics
The Ideal Future of Environmental Technologies for Lift Trucks
We asked Kazuo Ishikawa, assistant general manager of Toyota Material Handling Japan’sTechnology Research & Development Center, to explain the future of Toyota Industries’
environmental initiatives in lift trucks.

Kazuo Ishikawa
Assistant general manager
Technology Research & Development Center
Toyota Material Handling Japan“I regard environmental initiatives as being equally important as a crucial social
responsibility for us as a manufacturer of lift trucks.”
Can you tell us about Toyota Industries’ environmental
initiatives in lift trucks to the present?
Toyota Industries’ first environmental initiative in lift trucks was thedevelopment of an exhaust-free electric lift truck*1. It was outstanding
from the perspective of preserving a healthy natural environment.
Besides emitting no exhaust, the electric lift truck was superior to theinternal-combustion lift truck in terms of low running costs. However,even though we continued increasing the power of our electric lift
trucks with each model change, they were still unable to match thepower provided by internal-combustion lift trucks. Because of thispower disparity, the electric lift truck was unable to fully satisfy theneeds of customers on the basis of usability.
As a solution, we developed the GENEO-B electric lift truck fittedwith an AC motor drive system. Launched in 1999, the GENEO-B
realized clean emissions, yet achieved high power and high efficiency.
As a result, this product earned extensive acclaim from customers as an“electric lift truck capable of replacing internal-combustion lift trucks.”
I believe the development of the GENEO-B marked the true start of
Toyota Industries’ proactive approach to developing environmental
technologies for lift trucks.
Because lift trucks are used where logistics operations actuallytake place, safety measures are first and foremost an indispensable
prerequisite. At the same time, however, I regard environmental
initiatives as being equally important as a crucial social responsibility
for us as a manufacturer of lift trucks.

What are some of the trends we can expect in yourdevelopment of lift trucks over the next several years?
In the immediate future, we plan to roll out a new hybrid lift truck*2 inDecember 2009.
Regarding the development of internal-combustion lift trucks,
we will continue to collaborate with the Automobile Segment on

improving fuel efficiency. Nevertheless, internal-combustion lift
trucks are powered by burning fossil fuels and this inevitably resultsin CO2 and exhaust emissions. From this perspective, it is easy to saythat electric lift trucks are the solution. Even though the GENEO-B
represented a quantum leap in resolving the major drawback of electric
lift trucks, namely, insufficient power, electric lift trucks are still unable
to completely deliver power on a par with that of internal-combustion
lift trucks. Our answer to this dilemma was the introduction of hybrid
lift trucks to sharply raise fuel efficiency while maintaining the samelevel of power as provided by internal-combustion lift trucks anddramatically reducing CO2 and exhaust emissions.
Our hybrid lift truck concept model unveiled in 2006 operatedusing the same type of motor as electric lift trucks. However, the motor
fitted in this hybrid delivered higher performance than a regular electricmotor and utilized a high-voltage system to boost power. For handlingloads, we adopted a parallel method*3 for the engine and electric motor.
By fitting the hybrid lift truck with a one-class-smaller engine in termsof exhaust emissions, we improved fuel efficiency, while the motor
helped compensate for insufficient engine power when lifting loads. By
taking this approach, we obtained the same level of power as provided
by internal-combustion lift trucks.
Over the immediate
term, a major theme will
be to create the most
optimal type of hybrid lift
trucks by drawing on theextensive power electronics
technologies cultivatedthrough our long years
of involvement in thedevelopment of electric
lift trucks.
Hybrid lift truck
Concept model unveiled in 2006

*1: To maintain clean environments inside warehouses and at food processing plants, Toyota Industries was an early forerunner in developing and introducing electric lift trucks and has worked topromote the widespread use of these vehicles. In 2008, Toyota Industries’ sales of electric lift trucks in Japan reached over 50% of total sales.
*2: In December 2009, Toyota Industries will launch sales in Japan of the 3.5-ton GENEO-HYBRID, which combines a diesel engine, electric motor and battery.
*3: Parallel method: A method for using the power of both the engine and the electric motor. Alternatively, with the series method, the engine generates power only while the electric motor
provides the drive power.

Toyota Industries Report 200919

What do you think lift trucks will look like a little farther
down the road?

Could you briefly touch upon any other key area
besides power source measures?

From a more long-term perspective, I believe that lift trucks shouldhead toward full electrification.
At present, we are naturally pursuing high performance and highefficiency for each individual component, such as controllers andmotors for electric lift trucks. Although we are attaining progress inthese efforts, I believe we can further improve efficiency and reduce
CO2 emissions by transitioning completely to electric power, including
for lifting and steering currently powered hydraulically. The main issue
will be choosing the appropriate power source. In countries with low
CO2 emissions volume per units of sales, battery recharging can serve
as a power source. However, in countries with high CO2 emissions
volume per units of sales that primarily rely on coal-fired electric
power, the use of battery recharging as a power source is unlikely
to significantly reduce CO2 emissions. I believe it is better for suchcountries to consider fuel cells as a power source.
Additionally, some of our customers operate lift trucks around theclock. At present, these customers must recharge lift truck batteries,
a process that requires long time periods, and use lift trucks while
continually interchanging batteries. Under such conditions, I believe
there are two viable choices for lowering running costs, namely, either
rely on fast recharging of batteries or use fuel cells depending on thenumber of lift trucks in operation.
Because both choices have advantages, Toyota Industries must
be able to offer customers proposals for lift trucks that operate on
optimal types of energy. In doing so, we need to evaluate a broad range
of factors such as whether a particular power source is suited to thescale of the customer’s operations, length of operating times and CO2
emissions volume per units of sales, as well as consider such questions
as what is the best power source or whether fuel-cell trucks should be
used from the outset.

One important issue is reducing energy consumption during thehorizontal—forward and backward—operation of lift trucks. Lift trucks
are equipped with a counterweight to maintain balance with the load
being handled. Other than the actual loads handled, the counterweightis one of the heaviest parts of a lift truck and this weight leads to hugeenergy losses during horizontal transportation. One solution envisioned
is dividing the process into two separate operations, specifically,loading and unloading as one operation and horizontal transportation
as another. However, lift trucks are extremely useful precisely because
these vehicles can perform both types of operations and are thus
ideal for use at numerous logistics sites. Given these advantages, it isunlikely that demand for lift trucks will ever disappear. To reduceenergy consumption during horizontal operation, I believe that several
measures will need to be taken. These include reevaluating the actual
structure and configuration of lift trucks to realize weight reductions.

Finally, what role do you envision for Toyota Industries
in the future?
One of Toyota Industries’ strengths is its comprehensive involvement in
virtually all aspects of logistics. While taking an overview of the entire
logistics process, we are able to orient the direction of our developmentfrom the perspective of the optimal types of lift trucks for each logistics
operation. I believe our role in lift truck development is to respond to
the logistics needs of all customers worldwide and propose the bestenergy mix from the dual perspectives of power sources and forms oftransportation.

“I believe our role in lift truck development is to respond to the logistics needsof all customers worldwide and propose the best energy mix from thedual perspectives of power sources and forms of transportation.”
TopicsTakahama Plant Showroom Introduces Toyota
Material Handling Group (TMHG) Products
A showroom was opened at the Takahama Plant to introduce customers to
Toyota Industries’ industrial vehicles, including lift trucks and hybrid lift trucks, aswell as materials handling equipment such as automated storage and retrieval
systems. Also featured are a variety of displays, including a video presentationthat covers the history of our products and introduces current products. These
displays provide customers with a deeper understanding of our industrial
vehicles and other materials handling equipment.
The Takahama Plant’s TMHG Technical Center, which houses theshowroom, was built in fiscal 2008. The center has adopted a host of ecofriendly measures to curb global warming, including the use of solar panels,
rooftop greenery and optical duct systems.

Showroom interior at the Takahama Plant

20

Toyota Industries Report 2009

Environmental Initiatives

Global Environmental Commitment
The Toyota Industries Group will contribute to the compatibility ofenvironmental conservation and economic growth throughout its wide
range of business activities, including automobile, materials handlingequipment, logistics and electronics.

Address environmental concerns by working in harmony
with both regional communities and global society.

Harmony

Basic Policy• The Toyota Industries Group will continue to set challenging targets
aimed at further reducing the environmental impact of its businessactivities, listening carefully to voices of its stakeholders such as
customers, and acting in compliance with the letter and spirit of laws
and regulations.
• The Toyota Industries Group will continuously improve its environmental
management, placing environmental activities among its highest
priorities. In particular, the Company will give priority to the following
items.
Curb global warming
Aiming to reduce energy consumption and the output of greenhousegases through the entire lifecycle of its products, services andproduction activities
Use resources more efficiently
Utilizing raw materials, water and other resources efficiently whileworking to reduce, reuse and recycle waste products
Reduce environmental risk factors
Reducing the use and output of substances of concern while evaluating
environmental risk factors at the planning stage of business activity inorder to prevent pollution

Sustainable
Management
Enhancement

Responsibility

Fulfill our social responsibility
to participate inenvironmental conservation.

Enhance the eco-efficiency of
all our business activities,
products and services.

• The Toyota Industries Group will aim to foster greater communicationand teamwork within a wide range of partnerships, including those withcustomers and suppliers, in order to promote sustainable managementof the environment. In addition, the Toyota Industries Group will act as
an upstanding corporate citizen, taking an active part in the planning ofactivities that contribute to various regional communities as well as toour global society.

July 2005

Tetsuro Toyoda
President

Scope of Group-Wide Environmental Management

EuropeManufacturing
company: 4Asia
Manufacturing
company: 6

Japan
Toyota Industries: 10 plants
Manufacturing
company: 16(As of March 31, 2009)

North America
Manufacturing
company: 9

Non-manufacturing companies
Japan:
64
Outside Japan: 98

Toyota Industries Report 200921

Environmental Initiatives

Environmental Management
Environmental Management System
Toyota Industries uses an ISO 14001-based environmental management
system (EMS) as an effective tool in its efforts to promote environmental
management and fulfill its corporate social responsibility. To further raise
the level of its environmental management, in fiscal 2008 Toyota Industries
reorganized its EMS previously operated independently at respectiveplants and began operating a Company-wide EMS, with the president at
the top. In fiscal 2009, the Company-wide EMS underwent an external
audit for ISO 14001 certification and successfully obtained integrated
certification.
We intend to strengthen our environmental activities and accelerate
decision-making for environmental responses by operating our Companywide EMS in accordance with our business formats. At the same time,
we plan to formulate a medium- and long-term vision for this system andpromote various initiatives to realize ideal environmental management.

Establishment of the Company-Wide CO2Emission Reduction Conference
Toyota Industries’ activities to curb global warming in production activities
have traditionally focused on resource utilization and reducing risk inaddition to determining policies, targets and activity plans at meetings of
the Production Environment Subcommittee.
Nevertheless, with the increased urgency and importance of CO2
reduction activities to attain the targets of the Kyoto Protocol, Toyota
Industries inaugurated the Company-wide CO2 Emission Reduction
Conference, a specialized committee in activities to reduce CO2 emissions
with the aim of further bolstering our initiatives in this area. The Business
Division Working Group, set up as a subordinate organization under
the newly established committee, will devise and implement measures

Environmental Management Structure
President

Environmental
Committee

Internal audit
Responsible internal
auditor•Team leader•Supervising auditors•Auditors

Executive
vice
president
Specialized committees

Product Technology
Subcommittee
Chief environmental
administrator
Secretariat(Plant Engineering& Environment Dept.)

Production Environment
Subcommittee

for attaining the respective fiscal year targets for each business divisionand share related information across the Company. This approach
will maximize the effectiveness of environmental activities in vigorously
promoting CO2 reductions.

Environmental Education
Based on its belief that manufacturing starts with nurturing excellent
personnel, Toyota Industries regards human resources development as
one of its most important management issues, and thus actively provides
environmental education programs and carries out enlightenment activities
for its employees. Toyota Industries has clarified the environmentalrelated knowledge and capabilities required for each job position andrank, and accordingly, is building an environmental education program.
Specifically, we offer rank-based environmental education, introductory
courses for environmental management and environmental audits as wellas environmental product education.
Based on the latest environmental trends and effectiveness ofeducation, we intend to review our environmental education programs tocontinuously nurture personnel well-versed in environmental affairs.

Environmental Audits
Toyota Industries implements annual internal environmental audits as well
as external audits carried out by an independent third-party institute. We
utilize the results of these audits in our Company-wide EMS in working
to reduce environmental risk and continually improve environmental
performance. To ensure the independence and high quality of our internal
audits, we have established an internal audit organization in which thesenior managing director, who is appointed by the president as the
person in charge of audits, selects a team leader. The organization is
also comprised of auditors selected from each business division. In fiscal
2009, we conducted the second internal audits since integrating ourCompany-wide EMS, and the average number of citations declined from1.98 to 1.03. This decline underscores the effectiveness of improvement
activities in response to citations and recommendations for improvement
made through previous audits. These recommendations that benefitedmanagement were reported to the president as audit results and thenunderwent a management review*.
The external audit undertaken in fiscal 2009 for integrated ISO 14001
certification recognized improvements in the quality of the content of ourinternal audits. We are now implementing corrective actions and making
further improvements for five cases of minor non-conformance citedduring that audit.
* Management review: To ensure the appropriateness, adequacy and effectiveness of
the Company-wide EMS, the president receives a report on the status of environmental
activities by the Environmental Committee once a year, and then evaluates the need forchanges and improvements and gives directions on measures to be taken.

CO2 Emission
Reduction Conference

TopicsHead Office

Divisions

Corporate Planning

Materials Handling
Equipment

R&D

VehiclePurchasing

EngineQuality Control

Compressor

Human Resources

Opening an Environmental Dojo at the
Takahama Plant
Business
PromotionCouncilElectronics
Logistics

GeneralAdministration

22

Textile Machinery

Environmental conservation
organization by
manufacturing sites

Environmental Risk
Reduction
Subcommittees(environmental risk management overseen
by plant managers)(respective plants)

Toyota Industries Report 2009

Based on the concept of establishing a “place where eachindividual attains a self-awareness of the ideas embodied
in the Global Environmental Commitment,” we opened the“environmental dojo” at the Takahama Plant. The dojo has seven
theme-based areas, including the “global environment,” “energy
conservation,” “eco-product design” and “what I can do” areasand serves as a venue for enabling Toyota Industries’ specificenvironmental
activities to beexperienced
firsthand.

Environmental Initiatives

Business Activities and Their Environmental Impact
As a manufacturer of a wide variety of products, including automobiles,
car air-conditioning compressors, lift trucks and textile machinery, Toyota
Industries strives to understand the environmental impact of our products
across their entire lifecycle from parts procurement through to production
and disposal.
The most notable environmental impacts generated by Toyota
Industries’ operations include global warming caused by the use of energy
and greenhouse gas emissions; resource depletion from the use of raw
materials; the atmospheric impact of using chemical substances; and theimpact of industrial wastewater on public waterways. Toyota Industries issystematically striving to reduce these kinds of environmental impacts.

CO2 Emission Conversion Factors
Conversion factor(energy-derived)

Conversion factor(logistics-derived)

Electricity（＊1）

0.3817kg-CO2/kWh–

City gas2.3576kg-CO2/m3–

LPG

3.0094kg-CO2/kg

3.00kg-CO2/l

Contents

A heavy oil

2.7000kg-CO2/l–

Kerosene

2.5308kg-CO2/l

–

Coke

3.2502kg-CO2/kg–

Gasoline

2.3609kg-CO2/l

2.32kg-CO2/kWh

Light oil

2.6468kg-CO2/l

2.62kg-CO2/kg

LNG

2.790kg-CO2/kg–

Propylene

3.141kg-CO2/kg–*1: The electricity conversion factor in the table is applied to companies in Japan. Overseas companies use
factors publicly announced in each region.

Environmental Impact FlowINPUTOUTPUT◆Energy

R&D/Design*2

Total consumption

6,977TJ

Electricity
City gas
LPG
A heavy oil
Kerosene
Coke
Petroleum coke
Anthracite coal
Gasoline
Light oil
LNG
Propylene

760,931MWh
89,702km3N
1,846t
ｌ
364ｋ
ｌ
244ｋ
4,825ｔ341ｔ
1,026tｌ
520ｋ
ｌ3,666ｋ687t
11t*2: Terajoule is a unit used to measure heat.
1 TJ = 1012 joules◆Into the Air
Greenhouse gas emissions
570,866t-CO2

Procurement

CO2566,250t-CO2
Other greenhouse gases
4,616t-CO2
SOx (Sulfur oxide)
526kg
NOx (Nitrogen oxide)146t
VOC (Volatile organic compound)
1,914t◆Chemical Substances

Production

Emissions (Japan only)

472t

Transfers (Japan only)

183t◆Raw Materials
Raw materials consumption

434,558t

MetalsNon-metals

431,579t
2,978tTransportation/Sales◆WasteWaste generation (Japan only)
113,472t◆Water
Water consumption

4,294km3◆Into Waterways◆Chemical Substances

Usage

26t

PRTR law*3 designated substances(Japan only)
2,589tWastewater discharge (Japan only)
2,676km3*3: Short for Pollutant Release and Transfer Register, the PRTR
law is a scheme whereby businesses measure the releaseand transfer of PRTR-designated pollutants and report theirperformance to the government. The government thencompiles this data and releases it to the public.

Recovery/Recycling◆Packaging Materials
Packaging materials consumption
5,693tWater pollutants (Japan only)◆CO2 from Logistics
CO2 emissions from logistics
operations
57,829t-CO2

Toyota Industries Report 200923

Environmental Initiatives

Targets and Results of the Fourth Environmental Action Plan
Outline of the Fourth Environmental Action Plan

Calculation FormulaAs one of Toyota Industries’ major approaches to the environment,
we devise and implement a five-year Environmental Action Plan. In the
Fourth Environmental Action Plan (fiscal 2007 to fiscal 2011), curbing
global warming, resource utilization, reducing environmental risk factors
and consolidated management are positioned as the key areas of the
Toyota Industries Group’s environmental activities. Target management
is measured by the concept of “eco-efficiency,” which quantifies theeffectiveness of our environmental activities.

Product
Product functions
Environmental impact of products

Eco-efficiency =Production
Production efficiency =Production indicator (Net sales or production volume, etc.)
Environmental impact of production activities
Production efficiency in subject year

Eco-efficiency =Production efficiency in base year

Progress of the Fourth Environmental Action Plan (Product-Related)
Action Policies

FY2009 Achievements

Specific Actions

Automobile-related products: Promote thedevelopment of technologies that achieve thebest fuel-efficiency performance in each country
and region

Develop high-efficiency car air-conditioning
compressors

Developed new continuous variabledisplacement compressors

CurbingGlobalWarming

Non-automobile related products: Promote thedevelopment of technologies that achieve the bestenergy efficiency in the industry

Develop industry-leading, energy-saving
technologies for textile machinery

Implemented baseline assessment for
reducing air-jet loom’s air consumption→ P25

Promote the development of devices for clean
energy vehicles

Further improve the performance of devices
for hybrid vehicles

Developed compact in-vehicle DC-AC inverters

Reduce greenhouse gases throughout products’
lifecycles

Develop products with high eco-efficiency

Developed new electrically driven compressors

Further promote the use of designs that are basedon the Designs for Recycling (DfR) concept

Improve durability of lift trucks

Improved battery life and durability of parts

Promote stricter control of and further reduction in
the use of substances of concern

Establish chemical substances control system

Commenced full implementation of chemical
substances control system

Reduce exhaust emissions to improve air quality inurban areas in all countries and regions

Introduce top-performing, low-emissions lift
trucksComplied with domestic emissions regulations
for lift trucks

Resource Utilization→ P28
Reducing
Environmental
Risk Factors→ P29

Progress of the Fourth Environmental Action Plan (Production-Related)
Action Policies

Curbing Global
Warming

Promote energy
reduction and energy
conservation throughinnovative production
technologies

Specific Actions
Reduce CO2 from energy use•Streamline production processes•Optimize supplied energy•Promote introduction of alternative energy sources→ P26

Resource
Utilization→ P28

Reducing
Environmental
Risk Factors

→ P29

24

Control Items (FY2011 Target)

FY2009 Achievements
Target Result Assess-ment

Non-consolidated
Energy-derived CO2 eco-efficiency: 1.30
(vs FY1991)

1.42

1.40

×

Consolidated
Energy-derived CO2 eco-efficiency: 1.10
(vs FY2004)

1.10

1.07

×

1.02

1.08

○

1.08

○

Reduce CO2
emissions throughgreen logistics•Promote modal shift

Enhance resource
productivity

Resources•Reduce the volume of discarded materials by taking action at
the source, such as improving yields and other measures

Non-consolidated
External disposal eco-efficiency: 1.05
(vs FY2004)

1.06

Reduce use ofgroundwater•Promote recycling of wastewater•Reduce use of water

Non-consolidated
Groundwater use: 50% reduction (vs FY2004)(Total volume is indicated in parentheses; unit: km3)

58%
72%
reduction reduction(531) (356)○Reduce total
environmental impactsof waste disposal•Eliminate landfill disposal at all consolidated
manufacturing companies

Manufacturing sites in Japan
Landfill volume: less than 1% (vs FY1999)(Total volume is indicated in parentheses; unit: t)

0.74% 0.22%
(74)
(22)

○

Minimize
environmental risks•Establish environmental risk assessment systems
at the planning stage (incorporate measures toreduce environmental impacts in the businessplanning stage)•Strengthen activities to reduce environmental
abnormalities/claims through reciprocal patrols among
plantsConducted
21 plant
inspections○

Non-consolidated
Environmental impact: 10% reduction(vs FY2004)20%
40%
reduction reduction○

Manufacturing sites in Japan
Environmental impact: 5% reduction(vs FY2004)22%45%
reduction reduction○

Further reduce
emissions of
substances ofconcern

Toyota Industries Report 2009

•Reduce emissions of air pollutants, including
volatile organic compounds (VOCs)•Reduce emissions of water contaminants—

Environmental Initiatives

Curbing Global Warming
Approach to Curbing Global Warming
The year 2008 marked the start of the commitment period to reducegreenhouse gas emissions obligated by the Kyoto Protocol, aninternational framework for curbing global warming, amid the emergenceof various problems worldwide attributed to global warming.
In the international community, the focus of discussion is now shifting
toward the establishment of a framework from 2013, following the endof the commitment period of the Kyoto Protocol, and movements toformulate measures to curb global warming are gaining momentum. As
these developments unfold, CO2 emissions in Japan during fiscal 2008
rose 8.7% over levels for fiscal 1991, the base year for the Kyoto Protocol,
highlighting the need for further emission reduction efforts for Japan toattain its targets.
Toyota Industries has designated the curbing of global warming
as one of its most urgent management tasks to help attain the Kyoto
Protocol targets and to realize a low-carbon society. All companies in
the Group are committed to working together in continuing proactive
initiatives for curbing global warming by developing technologies that takethe environment into account, innovating production technologies forenergy conservation and promoting green logistics.

Inauguration of the Study for
Curbing Global Warming
Products

Toyota Industries’ principal businesses are broadly classified into
the Automobile, Materials Handling Equipment, Logistics and Textile
Machinery businesses. Products developed and manufactured in thesebusinesses, such as vehicles, lift trucks and textile machinery, areused widely throughout the world. At the same time, however, Toyota
Industries’ products either directly or indirectly emit CO2, mainly during
the usage stage. Nonetheless, Toyota Industries foresees difficulties
in achieving further large reductions in CO2 emissions by relying onconventional product development methods.
In view of this situation, in fiscal 2009 we initiated the Study for
Curbing Global Warming, which began to carry out various activities forreevaluating our businesses within the context of an ideal society in the
future. The research findings will be reflected in our Fifth Environmental
Action Plan from fiscal 2012.

Scope of Environmentally Friendly
Product Certification System Expanded to
Cover All Group Products
Products

In December 2006, we introduced our proprietary Environmentally Friendly
Product Certification System, with six products certified so far. Basedon the International Standards Organization (ISO) Type II environmental
labeling standard (ISO 14021), this system comprehensively evaluates
our activities in terms of curbing global warming, resource utilization andreduction in environmental risk.
Under the Type II environmental labeling standard, ISO does not
require independent third-party certification (only self-declaration by theenterprise). To create an even more reliable program, however, Toyota
Industries has its self-assessment confirmed by an independent third
party. In recognition of this decision, in fiscal 2008 Toyota Industries
received the Eco-Efficiency Award 2007*1 from the Japan Forum on
Eco-Efficiency.
To step up the promotion of environmentally friendly products, infiscal 2009 we modified stipulations and expanded the system’s scopeof coverage to all Group products. In April 2009, the BT Lifter hand pallettruck, one of the Materials Handling Equipment Business’s warehousetrucks, became the first environmentally friendly product certified underthe expanded scope of coverage. The BT Lifter is more compact andlighter than previous models and has a 1.9 CO2 factor*2 during the
product lifecycle.
*1: This is a program for recognizing the activities of companies making continuous efforts toenhance socio-economic activities while reducing the environmental load.
*2: CO2 factor: Ratio that quantitatively assesses how much a newly developed product’s
eco-efficiency has improved compared with that of the base product with regards toreducing CO2 emissions during its lifecycle

CO2 factor

1.9

Products
10SR Series of Rotary Valve
Compressors Contribute to the Curbing of
Global Warming
Toyota Industries’ 10SR series of rotary valve compressors has attained
a large reduction in power consumption by utilizing a rotary valve in theintake mechanism. Integrating an oil-separating function allows a one-rank
reduction in compressor capacity while also realizing more compact andlightweight compressors. This technology is making major contributions
to enhancing vehicle fuel efficiency and reducing CO2 emissions.

Certificate of Environmentally
Friendly Product

BT Lifter LHM230

Topics10SR Series of Rotary Valve
Compressors Earn the Bronze Prize for
the Aichi Environmental Awards

10SR series of rotary valve
compressors

Toyota Industries earned the Bronze Prize for the Aichi
Environmental Awards for its 10SR series of rotary valve
compressors. The award waspresented in recognition of Toyota
Industries’ contributions to reducing
the environmental load fromvehicles by developing and massproducing compact, lightweight car
air-conditioning compressors that
consume little power and raise the fuelefficiency of vehicles.

Toyota Industries Report 200925

Environmental Initiatives

Curbing Global Warming
Reducing Energy Usage to Curb
CO Emissions

Reducing CO2 Emissions fromTransportation

To combat global warming, Toyota Industries focuses on realizing energy
reductions and conservation via innovations in production technology andpromoting measures to curb global warming in its Fourth Environmental
Action Plan.
In fiscal 2009, Toyota Industries carried out activities on a nonconsolidated and consolidated basis aimed at attaining targets equivalent
to or higher than those in the Fourth Environmental Action Plan.
On a non-consolidated basis, Toyota Industries set the target of
raising eco-efficiency 42% over fiscal 1991 levels. Specific measures
toward achieving this objective included increasing energy efficiency
through the electrification of heat sources for air conditioning at the Kariya
Plant and effectively utilizing steam from cogeneration at the Obu Plant.
On a consolidated basis, Toyota Industries established the targetof raising eco-efficiency 10% over fiscal 2004 levels and promoted
such initiatives as implementing measures against air leakages at all
consolidated companies and conducting energy audits.
With the across-the-board collaboration of departments that manage
the supply of energy and production sites that use this energy, Toyota
Industries continued to implement proactive initiatives that led to a
40,000-ton reduction in CO2 emissions on a non-consolidated basis infiscal 2009.
Nevertheless, although we attained a 40% improvement in ecoefficiency on a non-consolidated basis over fiscal 1991 levels and a 7%
improvement on a consolidated basis over fiscal 2004 levels, these figures
fell short of the targets set for fiscal 2009 due to the rapid deterioration of
the business environment. In working to attain even higher targets in the
future, Toyota Industries will focus on promoting energy reductions andconservation measures.

Reducing CO2 emissions during product shipping and all other phasesof logistics is also another crucial issue. Toyota Industries is currently
collaborating with transportation operators to reduce CO2 emissions
during the logistics process.
In fiscal 2009, we carried out activities aimed at improving ecoefficiency by 2% over fiscal 2007 levels on a non-consolidated basis bypromoting measures such as expanding the rail transport of completed
lift trucks in the Materials Handling Equipment Business and improving
transportation routes in the Logistics Business. As a result, we
dramatically exceeded our target to achieve an 8% improvement overfiscal 2007 levels.

Production
2

Production

Energy-Derived CO2 Emissions & Eco-Efficiency
Non-consolidated

Subsidiaries
in Japan

Overseas subsidiaries

Eco-efficiency(non-consolidated)

Eco-efficiency(consolidated)

Target (non-consolidated)
Target (consolidated)

Total emissions(kt)

Fourth Environmental Action Plan (Eco-efficiency)
Non-consolidated: 30% improvement over FY1991 levels
Consolidated: 10% improvement over FY2004 levels

Eco-efficiency
Good

1.34

1.36

1.42 1.6
1.40
1.4

1.23

1.25

1.2
1.10
1.07 1.0

680

700

745

06

07

08

1.22
1.00

1.01
1.00

800

589

600
400
200
Good 0

1.06

566

273

(FY) 91

04

09

Topics26

Building a Model Production Line that
Utilizes Energy-Saving Devices for
Reducing CO2 Emissions

Case Example of an Improvement at a Model LineFor many years, the Car Air-Conditioning Compressor Business has
adopted a variety of approaches to promote energy conservation at
its production lines. Determined to further strengthen initiatives for
reducing CO2, in fiscal 2009 we once again selected a model linefrom among the production lines for car air-conditioning compressors
at the Kariya Plant and implemented various reduction measures.
Looking at a breakdown of CO2 emission sources at car airconditioning compressor production lines, electricity and compressed
air account for the greatest proportion of CO2 emissions. With this inmind, we are striving to reduce CO2 emissions based on two themes.
Specifically, we will aim for “just in size” by reducing the use of power
required for production to an absolute minimum while eliminating
waste. We will also aim for “zero compressed air” by eliminating its
use. Compressed air causes large losses from the air-generation to
usage stage as a result of
Breakdown of CO2 Emissions atelectric conversion losses
Car Air-Conditioning Compressor
and leaks inside pipes. In
Production Lines
adhering to these themes,
we are identifying what needs
Othersto be done to yield significant
22％
results through partial
Facilities
modifications to facilities(electricity)
Facilities (air)55％
based on the assumption
23％
that these measures will be
deployed across the Group.

Toyota Industries significantly improved the drying process for finishedproducts by shifting to using low-pressure air blowers to dispel
cleaning water instead of high-pressure air. Since using an air nozzle
with the same radius as that for the high-pressure method would notdeliver sufficient force to dispel the cleaning water, we expanded theradius of the air nozzle while increasing the flow volume of the lowpressure air to attain the same effect.
By adopting this method, we have achieved a 35-ton, or 76%,
reduction in CO2 emissions. In tandem, we are carrying out in-housemanufacturing of blowers, which utilize the existing technologiesof the Car Air-Conditioning Compressor Business, thereby yielding
dramatic cost benefits.

Toyota Industries Report 2009

Improving the Drying Process for Finished
Products

CO2 Emissions(t/year)
50

46

25

11
0

BeforeAfter
improvement improvement

Internally manufactured blower(Under development)

Topics

Hazu Academy Global Learning Center
Preserves the Surrounding Rich NaturalLandscape and Protects the Environment
The Hazu Academy, a global learning center opened in May 2009 in
Hazu, Aichi Prefecture, adopts numerous environmentally conscious
measures, including the use of natural energy and rooftop greenery to
curb global warming.

• Solar Power Generation
CO2 emission reduction effect (approximate calculation):
66.8t-CO2/year
Solar cells are installed on the rooftops of the main building andthe outside parking lot and are linked to the center’s electric power
facilities. Surplus power is then sold to electric power companies.

Solar panels• Wind Power Generation

Exterior concept image of the Hazu Academy global learning center• Preserving the Surrounding Landscape
The Hazu Academy makes use of innovative schemes and concepts
in all areas for “creating, protecting and cultivating a rich landscape.”
For example, to maintain the natural topography of the grounds,
which straddle the coastline, the center’s building features asectional configuration to diminish any sense of encroachment into
the surrounding areas. Additionally, extensive efforts were made to
maximize the protection of existing green spaces throughout theentire premises while aiming for harmony with the surrounding naturalenvironment via a well-balanced blending of existing and new green
areas.
As another noteworthy feature, the center’s walkways andparking lot are made from recycled concrete blocks spaced at regularintervals, with the spaces in between the blocks filled with a paving
material that promotes grass growth. This innovative scheme helps
to mitigate rises in summer temperatures of regular road and othersurfaces and increases green spaces.

CO2 emission reduction effect (approximate calculation):
0.05t-CO2/year
Five vertical-axis wind turbines, which
can operate regardless of wind direction,
have been installed at the center. Theseturbines are also ideal for harmonizing
with the surrounding area because theyrotate more quietly and are less subject tobird strikes than propeller-type turbines.

Wind-power unit

• Rooftop Greenery
CO2 emission reduction effect (approximate calculation):
0.4t-CO2/year
By greening part of the rooftop, we are reducing the heat load fromthe center’s roof.

Rooftop greenery• Optical Ducts
Green blocks

CO2 emission reduction effect (approximate calculation):
0.2t-CO2/year
Capturing sunlight with optical ducts forinternal illumination contributes to energy
savings during the daytime.

Optical duct

Toyota Industries Report 200927

Environmental Initiatives

Resource Utilization
Approach to Resource Utilization

Products
Promoting Resource Savings
through Miniaturization and Reduced Weights
By reducing materials used, in fiscal
2009 Toyota Industries achieved an
approximately 36% reduction in cubic
volume and a roughly 33% weight
reduction for its 100W DC-AC inverter,
which is certified as an environmentallyfriendly product. Moreover, recycled
aluminum was used as the primary
covering material for the inverter.

Building a System for Resource
Utilization by Sharing Information among
Business Divisions
Production

To achieve efficient use of finite resources, Toyota Industries promotes
design and development that implements the 3Rs: reduce materials
used by using them more efficiently, reuse products and parts that havecompleted their service life and recycle resources.
We also aim to improve resource efficiency and reduce waste
generation at the source through such measures as increasing yields atevery manufacturing process, while also promoting in-house reuse andrecycling.

Toyota Industries’ Compressor Division examined the possibility of reusing
protective materials (PVC sheets) from inbound deliveries of components,
which it previously discarded, in other business divisions. It was found that
the Textile Machinery Division could reuse these materials as cushioning
materials for auxiliary parts shipped externally.
Accordingly, we set up a dedicated collection box for gathering suchmaterials from the Compressor Division for use by the Textile Machinery
Division. The introduction of this recycling system has led to the complete
elimination of discarded protective materials.
We will continue to promote information sharing through active
interchanges among business divisions and will implement measures thatallow us to utilize resources while eliminating waste.

Production

100W DC-AC inverter

Reduction in Water Consumption

Giving strong consideration to the risks of ground sinkage and effective
use of limited resources, Toyota Industries places particular emphasis on
efforts to curtail the use of groundwater. In fiscal 2009, we achieved ourtarget by realizing a 20% reduction in the use of groundwater comparedwith the previous fiscal year by taking such steps as recycling wastewaterand recovering and reusing steam drainage.

Comparison of Cubic Volume and Weight
Total Water Consumption

Previous products set at a value of 1

1

GroundwaterIndustrial water
Target (Groundwater use)

Approximately 36% reduction Approximately 33% reduction

Public water supply

Fourth Environmental Action Plan (Groundwater use)
Non-consolidated: Less than 50% of FY2004 levels (less than 633km3)

Cubic volume

WeightWater consumption (km3)

4,000

Good

3,028

0
Developed Toyota Industries’
product previous products

Developed Toyota Industries’
product previous products

3,166

3,197
2,534

2,000

1,267
0
Good

Production

3,186

(FY)

04

1,189
06

1,029
07

714
08

531

356

09

Curbing of Waste Generation at

the Source
In fiscal 2009, we carried out production activities targeting a 6% increase ineco-efficiency over fiscal 2004 levels. The Obu Plant switched chemicals
for treating wastewater to reduce the volume of sludge generated. In
addition, we implemented measures to raise the yields of presses at the
Takahama Plant. These initiatives enabled us to attain our target, as we
achieved an 8% improvement in eco-efficiency over fiscal 2004 levels. We
will continue to promote improvement activities with the aim of attaining abalance between operational efficiency and resource efficiency.

Waste Generated
Waste moved offsite

Eco-efficiency

TargetFourth Environmental Action Plan (Eco-efficiency)
Non-consolidated: 5% improvement over FY2004 levels

Waste amount
(kt)

0.98

1.02

110

112

1.00

120

1.12

Eco-efficiency

Good

1.08

1.06

109

111

1.2
1.0

TopicsRainwater Capture System
To make more effective use of water resources, Toyota Industries
has installed a rainwater capture system at the Higashiura
Plant and the Takahama Plant’s TMHG Technical Center. The
system also has been adopted overseas at TD Deutsche
Klimakompressor GmbH (TDDK), our car air-conditioning
compressor manufacturingbase in Germany. At TDDK,
rainwater collected on theroof of the building is stored
in an underground tank andused for washers and othermachines.

0.8

81

80

Cleaning water

40
Boiler
Good

28

0

(FY)

04

Toyota Industries Report 2009

06

07

08

09

Underground rainwater storage tank

Environmental Initiatives

Reduction in Environmental Risk
Approach to Environmental Risks
Toyota Industries recognizes that the prevention of environmental risks,such as environmental pollution and violations of environmental laws
resulting from its business activities, is a crucial corporate responsibility.
Based on this awareness, in developing products, Toyota Industries
works to strengthen the management of chemical substances and reduceamounts of chemicals used, focusing on the entire product lifecycle, fromdevelopment and production to disposal and collection.
In conducting operations, top priority is placed on preventing
risk during the production process, and emergency training drills are
implemented to ensure quick response to any possible contingencies.

Environmental Impact Index
Consolidated (index)

Non-consolidated (index)(index)

Non-consolidated target (index)

Consolidated target (index)

140
120

100

100
80

Fourth Environmental Action Plan (Environmental impact)
Non-consolidated: 10% reduction from FY2004 levels
Consolidated: 5% reduction from FY2004 levels

83.6

68.2

78.8

74.1
55.0

60
40
20

Products

Management of Substances ofGood 0

(FY)

04

06

07

08

09

Concern
To strengthen the management of chemical substances in accordancewith the European REACH*1 regulation, Toyota Industries has completely
rebuilt the MARSY*2 system to ensure the integrated management ofconstituent materials as well as chemical substances contained in all our
products. By revamping this system, we have dramatically strengthened
the system’s functions and handling capabilities.
Under this system, we are now able to tabulate the amounts ofchemical substances contained as well as identify components that use
chemical substances on a cross-divisional, Group-wide basis.
*1: REACH (Registration, Evaluation, Authorisation and Restriction of Chemicals) is a system
for the comprehensive registration, evaluation, authorization and restriction of substancesof concern within the EU, and targets parties involved in the manufacture and import ofsubstances of concern.
*2: MARSY stands for Material-Data Research System.

Production Risk Assessment Program Basedon a Quantified Environmental Impact Index
As articulated in the Fourth Environmental Action Plan, Toyota Industries’
action policies for the reduction of environmental risks in production
are to “minimize environmental risks” and “further reduce emissions of
substances of concern.” As it undertakes its activities, Toyota Industries
implements its own quantified management index to properly calculate
environmental impacts*3.
Toyota Industries has already achieved fiscal 2011 targets containedin the Fourth Environmental Action Plan and has set even higher targets
as we proactively carry out our business activities. For fiscal 2009, wetargeted a 20% reduction in environmental impact on a non-consolidated
basis and a 22% reduction on a consolidated basis (manufacturing
companies in Japan) compared with fiscal 2004 levels. To attain thesetargets, we promoted reduction activities focused mainly on coatingprocesses, which use large amounts of substances of concern. As
specific measures, for the piston coating process, the Compressor
Division promoted a switchover from conventional spray coating to rollcoating, which has better coating adhesion efficiency. In fiscal 2009, wecompleted the switchover at approximately 90% of the coating lines.
Toyota Material Handling Japan and the Vehicle Division also proceededwith a switchover to coatings and thinners containing smaller amounts ofsubstances of concern. As a result of these activities, Toyota Industries
attained a 40% reduction in environmental impact on a non-consolidated
basis and 45% reduction for consolidated operations. The entire Toyota
Industries Group is committed to continuing to achieve further reductions
in emissions of substances of concern.
*3: Environmental impact
In fiscal 2007, we introduced a quantified environmental impact index for the integrated
management of environmental impacts to properly manage different substances ofconcern with environmental and water pollutant properties as well as clarify priority.
<Substances covered by calculations for environmental impact index>• Hydro-fluorocarbon (HFC) and Pollutant Release and Transfer Register (PRTR) lawdesignated substances emission volumes (volatile organic compound (VOC) derived)• Water contaminants (biochemical oxygen demand (BOD), chemical oxygen demand(COD), nitrogen, phosphorous)

Production

Legal ComplianceToyota Industries continually undertakes activities to prevent quality
abnormalities in wastewater, abnormal concentrations of soot and otherrisks occurring in the production process. In fiscal 2009, the chairmanof the Production Environment Subcommittee (executive vice president
in charge of overseeing production) and plant managers inspected
manufacturing plants to make onsite confirmations of the status ofrisk management at each phaseof production. Risk management
methods at each plant are shared
at all Toyota Industries’ plants andutilized to manage risk and prevent
abnormalities.
As part of measures toInspecting the Nagakusa Plant
manage quality of wastewater
discharged from production
processes, we monitored tendencies when using varied amounts ofchemicals during each process to ascertain any changes that would lead
to abnormalities at facilities.
In fiscal 2009, both in Japan and overseas, no infringements ofenvironmental legal standards were committed and Toyota Industries was
not subject to any fines or penalties. Also, no environment-related legal
action was taken against Toyota Industries.

Production Soil and Groundwater Pollution
Countermeasures (Status Report)
Toyota Industries carries out surveys and purification of soil andgroundwater contaminated from its past use of trichloroethylene asa cleaning agent. We report the survey results to local government
authorities and provide information at local community meetings. As
measures to prevent pollution from substances covered by the Soil
Contamination Countermeasures Law as well as from grease and oils, wehave drilled observation wells at all plants to conduct regular checks.

Trichloroethylene Readings (FY2009)
Plant

Weighted Average Concentrationin Groundwater (mg/l)

Current Status

Kariya Plant

0.67

Cleanup in progress

Kyowa Plant

0.72

Cleanup in progress

Toyota Industries Report 200929

Environmental Initiatives

Environmental Communication
Promoting Internal and External
Environmental Communication

TMHU Hosts Tree Planting Events for TMHU
and TIEM Employees and Their Families

The Toyota Industries Group promotes environmental activities closely
linked with society. Placing an emphasis on communicating ourenvironmental activities to the Toyota Industries Groups’ stakeholders,
we strive to disclose a broad array of information to the general publicthrough such means as the Toyota Industries Report, our Website andexhibits. At the same time, we are undertaking concerted efforts tointeract with local communities, holding community roundtables andproviding environmental education programs for local elementary school
students.
Within the Company, we utilize the Environment Section of ourIntranet to communicate and share pertinent information and holdenvironmental lectures for employees, while our monthly in-housemagazine publishes articles on environmental issues to foster greater
environmental awarenessamong our employees
and their families.
We also held
an Environmental
Liaison Conference,
which brings together
personnel responsible forenvironmental programs
at each Group company.
To further deepen
environmental
communications bothwithin the Group andexternally, we willcontinue to focus on
sharing important
Environment information available via Website
environmental(http://www.toyota-industries.com/csr/)
information.

In May 2008, Toyota Material Handling, U.S.A., Inc. (TMHU), a Toyota
Industries Group subsidiary for selling lift trucks, hosted Columbus
Volunteer Tree Planting events at two parks in Columbus, Indiana. In
cooperation with staff in charge of managing green areas in Columbus, 50
trees such as black cherry trees donated by Toyota Industrial Equipment
Mfg., Inc. (TIEM), a subsidiary for manufacturing lift trucks, were planted
at each of the two venues.
Held to enhance green areas in the local community, the events wereattended by numerous TMHU and TIEM employees and their families, andcontributed to raising the environmental awareness of all participants.

Planting trees during Columbus Volunteer Tree
Planting event

Columbus Volunteer Tree Planting
signboardBCSWMD Awards TIEM with a Certificate ofAppreciation
TIEM has been sponsoring an Earth Day recycling event hosted by the
Bartholomew County Solid Waste
Management District (BCSWMD)
since fiscal 2008. In April 2008, a
BCSWMD commissioner awarded
TIEM a certificate of appreciation for
its ongoing support of the recycling
center and its various programs.
Award ceremony

Participating in Eco-Products Exhibition
In December 2008, we exhibited our products at Eco-Products 2008,
held at Tokyo Big Sight, to communicate our environmental initiatives.
Along with presenting environmental technologies by showcasing Toyota
Industries’ hybrid vehicle components, car air-conditioning compressors
and a tugcart (automatic guided vehicle system), an entertaining, easyto-understand visual presentation introduced our environmental activities.
A broad range of people ranging from elementary and junior high school
students to various companies and the general public visited our booth.
We also displayed structural models of car air-conditioning compressors,
representative of Toyota Industries’ long-time dedication to technologicalinnovation. These models attracted a great deal of attention, effectively
enabling visitors to see firsthand how car air-conditioning compressors
have evolved over the years.

Unica Sets Up Environmental Activities
Bulletin Board for Customers and Employees
In April 2008, Unica Co., Ltd. (Unica), a manufacturer of electric
in-house transporters for the Toyota Industries Group, set up anenvironmental activities bulletin board to promote their initiatives tocustomers visiting their office and employees. Through the bulletinboard, Unica strives to raise employees’ environmental awareness andincrease understanding of Unica’s environmental activities both within
the company and externally.

Visiting customers looking at environmental activities bulletin board

Toyota Industries booth30

Toyota Industries Report 2009Entertaining visual presentation to introduce
Toyota Industries’ environmental initiatives

Environmental Initiatives

Environmental Accounting/On-Site Verification
Environmental Accounting

and manufacturing bases cooperated to implement vigorous energy
conservation initiatives, which culminated in the reduction of roughly
40,000 tons in CO2 emissions on a non-consolidated basis alone.

Toyota Industries regards environmental accounting, which evaluates
the effectiveness of its environmental activities from the perspective ofcost, as a critical tool not only for corporate management but also for thedisclosure of quantitative information about the environment. As such, weare continually striving to further enhance our environmental accounting
systems. Environmental accounting data is collected in compliance with
the Ministry of the Environment’s Environmental Accounting Guidelines
2005 Edition.

Economic Benefits of Environmental Conservation
Initiatives
Toyota Industries calculates the actual economic benefits of environmental
conservation initiatives through calculable benefits, including reductions inenergy costs and wastewater treatment costs, as well as profits from thesale of recycled waste products.

Scope of data collection: Toyota Industries, TIBC Corporation
Data collection period: April 1, 2008 – March 31, 2009

On-Site Verification
Up until fiscal 2008, we had asked an external institution for an
independent verification of the accuracy and consistency of environmental
data included in the Toyota Industries Report. In fiscal 2009, however,Toyota Industries’ Plant Engineering & Environment Department primarily
conducted on-site verification by utilizing accumulated know-how.

Fiscal 2009 Results
Environmental Conservation Costs*

1

The total cost of environmental conservation programs in fiscal 2009was ¥9.4 billion. Global environmental conservation costs primarily
included the introduction of a solar power generating system, wind power
generating system and optical duct system at the Hazu Academy, a global
learning center, in Hazu, Aichi Prefecture.
Research and development costs included the development of
the following products: a diesel engine hybrid lift truck, which reduces
the CO2 emissions and fuel consumption by approximately 50% while
maintaining the same level of performance as the current diesel engine lift
truck, as well as the ES14 electric compressor developed specifically forthe latest Prius that is roughly 20% smaller and lighter than the previous
compressor.

[On-site Verification Sites]
Nagakusa Plant: Manufacture of automobiles
Nishina Industrial Co., Ltd.: Manufacture and sales of devices for industrial
vehicles and construction machinery[Items to be Verified]
1. Adequacy of the scope of data collection; validity of data measurement,collection and calculation methods; validity of internal verification
2. Trustworthiness and accuracy of collected/calculated data as well as
data reported to the Head Office; accuracy of reporting method to the
Head Office*1: Depreciation expenses are not included in environmental conservation costs. Costs andinvestments that include objectives other than environmental aspects either have thedifference aggregated or the component removed.

Environmental Conservation Benefits[Results]

The benefits of environmental conservation indicate the accumulated
outcomes of yearly environmental conservation measures.
In fiscal 2009, CO2 emissions were reduced by a total of 72,000
tons. As a major achievement, the Energy Supply Control Section

1. The verified sites retained original data (evidence) for all statistics,
which were confirmed valid.
2. All discrepancies identified during verification have been corrected.

Environmental Conservation Costs
Category

Businessarea costs

Pollution prevention costs-Preventing air pollution-Preventing water pollution
Global environmental
conservation costs
Resource utilization costs

Upstream/downstream costs(Millions of yen)

FY2009Investment Expenses
1,014

1,074

753

Achievements
72,000t decrease

VOC

538t decrease

Generation of waste products

24,982t decrease

1,075

3,665

934

3,055

123

1,545

225

1,718

SOX

–

–

–

25

NOX

34t decrease

COD

5.6kg decrease

109

1,068

48

906

–

393

–

909

Social contribution activity costs

7

30

8

14

Environmental remediation costs

–

9

1

20

1,644

7,724

2,290

7,400

Total

Environmental Impact
CO2

330

Research and development costs

Management costs

Environmental Conservation Benefits

FY2008Investment Expenses

9,368

9,690

901,000m3 decrease

Water

0.1t decrease

Economic Benefits of Environmental(Millions of yen)
Conservation Initiatives
Item

Details

AmountRevenue

Returns from sale of recycled waste
products

5,635

Cost
Reduction*2

Energy cost reductions

2,591

Total

Cost reduction by resource savings(including reductions in amount ofwater use and amount of wastewater)

94

8,320

*2: Cost reduction is calculated by multiplying the volume of reduction inenvironmental impacts by the unit cost.

Toyota Industries Report 200931