Corporate Social Responsibility

Corporate Governance

Aiming for Sound and Efficient Management
to Maintain the Trust of Society
Governance Structure

Basic Perspective of Corporate Governance

Board of Directors meetings, in addition to deliberating on responses to abroad range of management issues. In addition to delegating significant
authority to each business division under the divisional organization
system, we have established the Business Operation Committee to enable
the president to meet with heads of each business division regularly tomonitor and follow the status of execution of the business policies in eachdivision. At meetings of the Management Council, which are held after
Board of Directors meetings, directors, managing officers and corporate
auditors convene to share management information with regards tomatters resolved at respective Board of Directors meetings as well as
the monthly status of the operations of each business. Furthermore,
specialized committees are set up to discuss and follow through on suchthemes as compliance, quality, safety, the environment, human resources,
export transaction controls and information disclosure.

Toyota Industries believes that it is of utmost importance to enhance
the long-term stability of corporate value and maintain society’s trust byimplementing the Basic Philosophy of “Respect for the Law,” “Respect for
Others,” “Respect for the Natural Environment,” “Respect for Customers”
and “Respect for Employees,” and earnestly fulfilling our corporate social
responsibilities. Together with contributing to the enrichment of society
through our business activities, we also believe it is important to build anamicable relationship with all stakeholders, starting from shareholders andcustomers to business partners, local communities and employees. Acting
on this conviction, we are striving to maintain and enhance management
efficiency and the fairness and transparency of our corporate activities bybuilding a corporate governance structure that can respond quickly andflexibly to changes in the business environment. At the same time, we arebolstering management supervision and emphasizing the timely disclosureof accurate information as part of efforts to upgrade our corporate
governance.

Corporate Auditor System
Toyota Industries has adopted a corporate auditor/board of corporate
auditors system. Two standing corporate auditors and three external
corporate auditors attend meetings of the Board of Directors to monitor
the execution of duties by directors. Meetings of the Board of Corporate
Auditors are held once a month to discuss and make decisions on suchimportant matters as auditing policy. The standing corporate auditors
collect management information by attending primary meetings including
those of the Management Committee and receiving reports directlyfrom directors. This also enables the standing corporate auditors tomonitor the execution of duties by directors. Additionally, the Corporate
Auditor’s Office has been established with a staff of dedicated personnel

Implementation Structure
Toyota Industries convenes monthly Board of Directors meetings to
discuss and resolve important management matters and monitor the
execution of the duties by directors. Important matters such as corporate
vision, management policies, medium-term business strategies and major
investments are discussed at meetings of the Management Committee
composed of directors above the executive vice president level, corporate
auditors and other relevant directors. The committee thoroughly discusses
a variety of matters before such matters are passed on for debate at

Shareholders’ Meetings
Appointment/
Dismissal

Appointment/
Dismissal

ReportingAppointment/
Dismissal

Reporting

Cooperation

Independent
Auditors

Board of Corporate Auditors
Monitoring

Board of Directors

ReportingAccounting
Audit

Monitoring Monitoring
Appointment/
Monitoring

Corporate Auditor’s Office

ReportingDiscussion/
ReportingPresident
Directives
Directives

Management
Committee

Management
CouncilBusiness Operation
Committee(Deliberates on important mattersfrom management’s perspective)(Reports on execution ofbusiness operations)(Follows up on the execution ofbusiness operations)

Directives

Discussion/
ReportingDirectives

Reporting(monthly)

Committees*1

Directors/Managing Officers
Business Divisions/In-House Company/Departments
Subsidiaries/Affiliates

Audit Dept.
Internal
Audit

Policies
ReportingCommittees*1
Emergency Profit
Improvement Committee

ReportingDirectives
Reporting

Reporting

CSR Committee*2
Environmental Committee

ReportingExport Transaction
Control Committee
Stock Option Committee
etc.
*2 Name changed from Corporate Code of Conduct Committee to CSR Committee from June 19, 2009

Emergency Profit Improvement Committee
In response to the rapid downturn in our business environment, Toyota Industries has established the Emergency Profit Improvement Committee on December 1, 2008 directly under thepresident. Under the Emergency Profit Improvement Committee, we have set up 14 different subcommittees, such as the General Expenses Subcommittee, and are actively working on profit
improvement activities throughout the Company.
To the present, together with management and all employees, we have focused on thoroughly implementing cost reduction activities. We will also enhance planning and the executionof measures to increase sales and income.

32

Toyota Industries Report 2009

who are independent from the chain of command of directors to assist
in the auditing tasks of corporate auditors and reinforce the auditingof duties carried out by the directors. The corporate auditors also
exchange opinions and cooperate with independent auditors and the
Audit Department to ensure the legality, soundness and efficiency ofmanagement.

Timing of Meetings

Timely Disclosure

Upon submission of the securities report (June)
Upon submission of the quarterly financial reports (August,November, February)
Upon submission of the financial summary (July, October,
January, April)
Convened when necessary in cases where important mattersmust be determined or arise

Board of Directors
ReportingPresident

Timely Information Disclosure
Toyota Industries has established the Information Disclosure Committee
to provide all stakeholders with important corporate information, even
if the information is unfavorable, to ensure management transparency
and accountability. The committee discusses and determines thecomprehensiveness and appropriateness of timely disclosure of
information in such documents as the securities report.

Board of Corporate Auditors/Corporate Auditors

Reporting

ReportingInformation Disclosure Committee
Information Disclosure Committee Secretariat
Important information to be disclosed

Business Divisions/In-House Company/Departments

Internal Control System
In accordance with the Corporate Law, in May 2006 Toyota Industries’
Board of Directors adopted the Basic Policies for the Establishment of anInternal Control System to ensure compliance, risk management as wellas the effectiveness and efficiency of business operations. Furthermore,
based on the Financial Instruments and Exchange Law, we are building,operating and evaluating a system to maintain the reliability of financial
reporting, while assessing the effectiveness of our internal controls andundergoing audits by independent auditors.

Compliance Implementation Structure

Corporate Ethics Hotline
As one channel for employee consultation on compliance-related
matters, we established the corporate ethics hotline staffed by outside
lawyers. By strictly protecting employee privacy to ensure they are notplaced in a disadvantageous position, we are building a structure thatenables employees to rest assured when seeking advice on a variety ofcompliance-related matters. As part of a structure capable of properly
responding to compliance matters, we have also set up various typesof consultation desks to address opinions and requests of customers
and local residents as well as to respond to an array of concerns andquestions from employees and their families.

Basic Perspective
Toyota Industries believes that compliance transcends the mere
adherence to laws and regulations and also encompasses practicing
corporate ethics and respecting local cultures and customs in a mannerthat is in step with the changing times. We believe each and every
employee must behave fairly and sincerely with a high law-abiding spirit
and an acute sense of ethics.

Implementation Structure
Based on the Basic Policies for the Establishment of an Internal Control
System, we are putting in place a compliance implementation structure.
We have designated the Legal Department at the Head Office and 10
other departments as departments in charge of legal compliance, whichkeep abreast of the enactment and amendment of laws and regulations,engage in activities to familiarize employees with compliance mattersthrough education and the Intranet as well as monitor and provide
guidance on compliance. The progress of such activities is reported atmeetings of the Corporate Code of Conduct Committee, which are held
twice a year and attended by the president, directors, managing officers
and corporate auditors. If deemed necessary, further measures are
discussed and decided to reinforce these activities.
Furthermore, we have compiled specific conduct guidelines in the
Handbook for Corporate and Employee Conduct (first edition issued in
1998, revised in 2006) and require all employees to engage in soundconduct. The handbook focuses closely on laws and corporate ethics andclearly describes acceptable and unacceptable behavior. We continuously
strive to promote a deeper penetration of these guidelines via educationand training as well as distribution of a portable handbook. The Group
companies outside Japan have also compiled conduct guidelines inaccordance with their respective countries’ laws and practices to familiarize
their employees with these guidelines through education and training. We
also conduct legal education based on career path and position.

Risk Management

Basic Perspective
Based on the Basic Policies for the Establishment of an Internal Control
System, we are establishing regulations and systems regarding risk
management that may entail any losses or damages. When a risk ora danger of a risk becomes evident, we classify it as either a problem
or a crisis judging by potential losses on business operations and themagnitude of social impact. We are putting in place a quick and precise
initial-response system that will enable us to solve a problem at an earlystage in which its impact is relatively small and to prevent such problems
from developing into a crisis.

Implementation Structure
Risks related to quality, safety, the environment, human resources andexport transaction controls are discussed by the respective committees.
If deemed necessary, we make new rules and manuals, familiarize
employees with them and monitor operations to minimize risks. The
Corporate Code of Conduct Committee makes decisions regarding
policies and has established a prevention system for risks regarding
compliance, earthquake responses and information security. As an
example, we have compiled the Rules in Case of Earthquakes (first edition
issued in March 2003, revised in October 2007) and distributed thehandbook to all employees. We require them to carry this handbook at all
times to facilitate precise action and response in the event an earthquake
occurs.

Toyota Industries Report 200933

Corporate Social Responsibility

Responsibility to Our Customers

Aiming for Further Quality Improvement with Customer-First Principle
Quality a Key Management Issue
Carrying on the spirit of the teachings of Toyota Industries’ founder Sakichi
Toyoda that “A product should never be sold unless it has been carefully
manufactured and has been tested thoroughly and satisfactorily,” Toyota
Industries believes quality is its lifeline and a key management issue.
Maintaining and improving quality is our most important responsibility to
our customers and forms the basis of our corporate social responsibilities.
Toyota Industries encourages all employees to be an active partof its efforts to maintain and improve quality in all areas of its corporate
activities, most notably “product quality,” “marketing quality” and “total
quality.” “Product quality” is embodied in the durability, safety and ecofriendliness of our products, “marketing quality” in excellent sales andservice and “total quality” in our overall corporate image and brandstrength.

Types of Quality Sought by Toyota Industries

Quality levels that
customers truly expect

Total
quality● Eco-friendliness●Durability ● Safety● Sales●Workmanship ● Service● Brandstrength● Corporate
image, etc.

Product quality
Brand identity

Quality Assurance Systems
Based on the stance of “customer first,” Toyota Industries develops andprovides products from the customer’s viewpoint.
Whenever any of Toyota Industries’ business divisions develops a new
product, a design review (DR) system is utilized to evaluate quality at allstages from product planning and development to production preparation,
production and customer satisfaction assessment. This ensures that theprocess of product development progresses to the next stage only whena division head thoroughly checks to confirm that established quality
target levels have been achieved. Once customer information reaches thequality assurance departments of each business division after the productlaunch, it is fed back to the responsible department (such as design andmanufacturing) to quickly devise countermeasures. At the same time,
the DR system is reviewed as necessary to prevent the recurrence of any
problems in subsequent models.

34

Toyota Industries Report 2009

We constantly strive to deliver products that satisfy customers. To thisend, we always listen to customer voices and pour our efforts into R&D on
new products and new functions that anticipate the needs of the times.
As an example, in its efforts to ensure that customers can use
our products in an excellent condition without any inconveniences,
the Materials Handling Equipment Business provides services not only
through distributors and dealers but also by directly interfacing withcustomers through customer consultation desks and visiting customers to
conduct actual usage fact-finding surveys.
Comments and requests received from customers in this way arepromptly fed back to the relevant department, such as design, and a
response is subsequently provided to the customer through dealers. At
the same time, we make good use of these comments and requests in
product improvements and new product development.
We procure parts from our entire global supply chain, including
affiliates and business partners all over the world, while supplying
products to the global market. We engage in quality assurance activities
by sharing our customer-first stance throughout the supply chain.

Distributing Quality Guidelines

Marketingquality

Manufacturing
quality
Designquality

Improving Quality throughout the Global
Supply Chain

Every year, we issue the Quality Guidelines that identifies importantquality improvements to all manufacturing bases in and outside ofJapan. Respective business divisions hold Quality Functional Committee
meetings attended by management to confirm the implementation of theguidelines and follow through via on-site inspections.
In order to meet customer expectations, in fiscal 2010 we are goingback to the basics of our customer-first activities and identifying eachbusiness division’s and department’s shortcomings, further enhancing our
DR evaluation system and reviewing prerequisites for manufacturing nondefective products.
Toyota Industries is committed to improving the degree of customer
satisfaction. In attaining this objective, predetermined procedures
are carried out in all processes according to instructions to ensure
no defective products are sent to post-processes, thereby achieving
manufacturing through self-conclusion of the process that guarantees
zero defects. We are implementing this practice at manufacturing bases
not only in Japan but throughout the world.

Corporate Social Responsibility

Responsibility to Our Business Partners

Aiming for Co-Existence and Co-Prosperity with Business Partners
Procuring Parts, Materials and Equipment fromaround the World through Fair Trading Practices

Environmentally Friendly Products Based on“Green Procurement”

Toyota Industries procures parts, materials and equipment in a varietyof areas from business partners all over the world. We work toward therealization of co-existence and co-prosperity with our business partners
from a long-term perspective. Through fair trading practices, we purchasehigh-quality products at lower costs while cooperating with our business
partners in responding to environmental conservation and other social
demands.

In order to create environmentally friendly products, we aim to procureparts, materials and equipment that have low environmental impact
from business partners that always give sufficient consideration to theenvironment. Based on our Green Procurement Guidelines, we require
our business partners to establish an environmental management system.
We make it a rule for business partners to acquire external certificationon their environmental management systems such as ISO 14001 for
Toyota Industries to procure parts and raw materials. In order to adhere
to regulations regarding the use of substances of concern, we require thesuspension and reduction of use as well as the management of usage ofthese substances if they are included in our products or manufacturing
processes.
For products that will become a component of Toyota Industries’
products or that will be used in our manufacturing processes, ourprocurement system requires our business partners to submit in advancea non-use declaration of prohibited substances as well as data on
substances of concern, including a report on the substances contained inparts. Only after confirmation is carried out do we purchase these parts.
In addition, we visit our business partners’ production plants as
deemed necessary in order to carry out process inspections. Furthermore,in an effort to strengthen management of substances of concern, analysis
equipment was introduced in fiscal 2005 to carry out random inspectionsof supplied products.

Fair Competition Based on an Open-Door Policy
We have an open and fair entry process that allows all potential business
partners, regardless of nationality, size and experience, the same
opportunity to offer us their products or services through our Website
to achieve broad and open procurement. To apply, potential business
partners must register the status of their environmental certifications, suchas ISO 14001, as well as other basic information that includes their main
product lineup and contact information.
We evaluate our business partners based on economic reasons
such as the quality, price and volume of their products, as well as on theiradherence to delivery times. In addition, we comprehensively evaluate
such matters as environmental awareness, company stability andtechnological development ability.

Amicable Relationship of Mutual Benefit
Based on Mutual Trust
We work hard to realize an amicable relation of mutual benefit withour business partners based on mutual trust. We hold procurement
policy meetings for major business partners in order to explain annual
procurement policies and to gain their understanding and cooperation.
We also hold topic-based meetings for important matters related tocorporate social responsibilities so that our business partners can share
information on our respective needs and reinforce our relationships withthem.
We also support business partners’ efforts to improve their
management platform in order to consistently procure better products.
For major business partners, we proactively support quality and cost
improvements, safety and health management as well as environmental
conservation.
In fiscal 2009, a total of 892 people attended quality training
programs held for our business partners on 35 occasions, and a totalof 84 people attended technical skill training programs. In addition
to providing guidance and cooperation directed toward improving
manufacturing processes at business partners’ production sites on 48
occasions, we also held a Safety, Health and Environment Convention.
Furthermore, to facilitate the development and strengthening of personnel
well-versed in the Toyota Production System (TPS), we encourage major
business partners to enroll in the TPS dojo* as part of such efforts. In
fiscal 2009, we accepted four people from four business partners.
* TPS dojo: A training program established in January 2000 for employees to experience forthemselves a basic education in the TPS as a means of developing “thoughts
and actions” and acquiring kaizen (continuous improvement) skills

Localization of Business Based on Good
Corporate CitizenshipAs a company that undertakes local production overseas, we promote
procurement from local business partners in order to contribute to the
local community.

Compliance with the Law
It is Toyota Industries’ and our business partners’ policy to strictly
abide by both the letter and spirit of laws and regulations and to also
carefully handle and protect our business partners’ confidential corporate
information.
Toyota Industries stresses compliance with the Act against Delay inPayment of Subcontract Proceeds, etc., to Subcontractors (hereinafter
Subcontracting Act) in its commitment to fair trading practices. Asof March 2009, some 750 business partners are covered by the
Subcontracting Act among our approximately 1,300 business partners
worldwide.
In fiscal 2009, the Purchasing Department at the Head Office, whichis responsible for ensuring compliance with the Subcontracting Act, held
71 in-house training seminars regarding this act, training a total of about
4,400 employees involved in procurement in their respective businessdivisions.
In response to growing demand for greater corporate social
responsibility, we require all business partners to fully comply with laws
and regulations.
In April 2008, we held a Procurement Policy Explanatory Meeting,in which we presented a summary of related laws and regulations andrequested full compliance by major business partners. We also held atotal of four study sessions on various laws and regulations in an effort tohelp raise the level of knowledge and compliance awareness among ourbusiness partners. We plan to continue these programs according to aprearranged annual schedule.

Toyota Industries Report 200935

Corporate Social Responsibility

Responsibility to Our Associates

Aiming to Create a Workplace Where Associates Can Work Actively and Safely
Ensuring Occupational Health and Safety

Human Resources

Initiatives for Realizing “Zero Danger”

Enhancing Team Strength and Spirit andAssociate Relations Built on Mutual TrustIn accordance with our fundamental policy of “creating workplaces andpeople capable of autonomously maintaining occupational health andsafety,” Toyota Industries strives to prevent industrial accidents and realize
better work environments to achieve “improvement from zero accidents tozero danger.”In fiscal 2009, activities in this area were carried out under threemajor policies, namely, reconfiguring an occupational health and safety
management system (OHSMS) to enhance workplace strengths, pursuingequipment safety and nurturing safety-oriented associates.

1. Reconfiguring an Occupational Health and Safety Management System
We reviewed our risk assessment activities and strove to reconfigure amore effective activity structure.
2. Pursuing Equipment Safety
In order to prevent collisions between people and in-building vehicles,
we instituted measures to isolate associates from vehicles inside
factory buildings and other facilities.
3. Nurturing Safety-Oriented Associates
Each manufacturing base launched its own safety dojo to nurtureassociates able to engage in safe behavior.
On May 7, 2008, an explosion regrettably occurred at the Obu
Plant. Reflecting on this accident, we thoroughly investigated thecause of the explosion and devised preventive countermeasures. A
decisive course of action was ingrained in each and every associate
through meetings held at all workplaces, and confirmations andcountermeasures were carried out via on-site inspections.
Since industrial accidents are on the rise among relatively
experienced associates, we focused our attention on the review ofstandard procedures for non-routine work such as measures regarding
extraordinary incidents. We are also making a concerted effort toprevent industrial accidents and occupational illnesses as well as
engaging in other measures to prevent disasters.

Frequency Rate

Severity Rate

1.50 Management and Improvement
0.30
Health
1.01

1.02

1.12*

0.55

0.55

0.58*

1.00

0.20

0.50

0.10
0.17

0.07

0.18
0

0
(FY)

ToyotaIndustries

0.27

07

08

09

Transport equipment
industry in Japan

0.11
0.09
0.07
0.009

0.08
0.006

07

08

(FY)

0.12*
0.10*

09

Manufacturingindustry in Japan

Frequency rate
Number of occupational injuries resulting in lost workdays ÷ Total working hours x 1,000,000(Value indicates the frequency of occurrence of occupational injuries per 1 million working hours.)
Severity rate
Workdays lost ÷ Total working hours x 1,000(Value indicates the severity of occupational injuries per 1,000 working hours.)*Figures for fiscal 2009 are taken from the Industrial Accident Trend Survey.

Health Management and Improvement
In response to the medium-term task of promoting Company-wide
health improvement programs concerning risks associated with aging
and greater stress, we have implemented a variety of measures tohelp support and maintain the health of our associates. Efforts include
providing health guidance for persons with metabolic syndrome from fiscal
2008, as well as holding one-day health education courses (mandatory)targeting associates reaching certain ages to prevent lifestyle diseases.
Mental health care activities include strengthening self-care/line-care
education and consultation hotlines as well as introducing a preparatory
work system, which allows associates to work half days.

36

Toyota Industries Report 2009

In order for each associate
Technical Skills
Management Skills
to be enthusiastic about theirExpertise,
TPS, QC, SQC, etc.
skillsandknow-how
Skills developed by identifying
work, as well as to ensure
problem areas and finding
continued development of thesolutionsManagement to unite a broad
Company, increasing teamTeamrange of abilities
Strength
strength (organizational power)
Leadershipis essential.
To pursue improvements
Team strength is comprised
thoroughly and continuouslyof technical skills, which serve
Teamwork
as the originating source of
Spirit of harmony
Well-rounded humanity
manufacturing; management
skills, which fully utilize technicalskills; and teamwork, which supports the first two skills. While further
enhancing our team strength, which also serves as a strong asset of the
Toyota Industries Group, we are striving to extend and hand down teamstrength beyond business domains, generations and geographic regions.

Nurturing Associates to Realize Sustainable
Growth of Toyota Industries Group
With approximately half of our associates working at Group companies
outside Japan, Toyota Industries isundertaking efforts to develop humanresources capable of playing globally
active roles that transcend regions andcountries. In May 2009, we establishedthe Hazu Academy, a global learning
center, in Hazu, Aichi Prefecture, as ourbase for developing truly global leaders
Hazu Academy
in and outside of Japan. Despite theharsh management environment, we will provide training on improving
capabilities to devise management strategies along with other courses,
while committing ourselves to developing human resources who will be
the bearers of Toyota Industries’ sustainable growth.
In 2007, Toyota Industries established the Technical Learning Centerto nurture engineers possessing expertise and execution capabilities aswell as highly skilled technicians capable of handling the fundamentals
of manufacturing. Aiming for the improvement of techniques and skills of
associates throughout the Toyota Industries Group, including affiliates, weare providing training on technical skills, the cornerstone of manufacturing.
As testimony to these efforts, 14 Toyota Industries associates
participated in five categories of the 46th National Skills Competition
held in Chiba Prefecture from October 31 to November 3, 2008, andearned medals in all categories. Among the participants, Yuichi Mori, whocompeted in the electrical welding category, won a gold medal for two
consecutive years.

Supporting a Balance between Work andChild Care/Nursing Care, Ensuring Equal
Opportunities and Respecting Diversity
We are implementing a host of measures to establish fair and impartial
workplaces where a diverse range of human resources can fully exercise
their capabilities. In our commitment to supporting a balance between
work and child care, in March 2009 we introduced a shorter work-hoursystem for child care. To ensure equal opportunities and diversity, we
proactively promote the employment of persons with disabilities. In fiscal
2009, the employment rate of persons with disabilities was 1.98% (179people, non-consolidated basis).

Corporate Social Responsibility

Responsibility to Our Local Communities

Aiming for More Harmonious Co-Existence with Local Communities
Toyota Industries carries out a broad range of social contribution activities
based on its Guiding Principles for Corporate Citizenship. With particularemphasis on social welfare, youth development and environment, weare vigorously making efforts to promote close relationships with local
communities.

Examples of Social Contribution Activities
Theme

Main Activities

Social Welfare

Holding events that people with disabilities can enjoy without stressor anxiety• Clam digging excursions• Welfare Festival• Spring harvest festival and autumn harvest festival (sweet potato digging)
Inviting children orphaned from traffic accidents to Nagoya grandsumo tournament
Creating Christmas cards using drawings by children living in anorphanage
Donating bazaar goods to welfare facilities
Collecting and donating unusable postcards, stamps and nonJapanese bank notes
Sales support of products made at vocational aid center

Youth
Development

Support for youth invention clubs• Organizing classes on weaving machinery during summer vacations• Holding handmade kite-flying competitions
Participating in Obu industrial culture festival• Organizing a handicraft corner• Producing and donating a model car for a dream car competition
Organizing an internship program for junior high school students(experiences in labor/manufacturing/environments)
Organizing an internship program for school teachers

Environment

Promoting pallets made of lumber harvested from forest thinning in Japan
Donating benches made of thinned wood in Japan
Organizing cleanup activities around plants worldwide• Cleaning up highway near a plant in U.S.A.

Community
Activities

Monitoring traffic safety
Crime-prevention patrols
Participating in traditional cultural events in local communities

OthersOrganizing “Toyota Industries Presents Autumn Concert”
Organizing year-end charity drive throughout Toyota Industries Group(soliciting donations)Support and donations for areas affected by the Sichuan Earthquake
in China

Guiding Principles for Corporate Citizenship
Basic Philosophy
Toyota Industries is respectful of the people, culture and traditions ofeach region and country in which it operates. We also work to promoteeconomic growth and social development in these regions and countries.

Basic Perspective
While striving to achieve sustainable growth as a company, we strive tofulfill our role as a good corporate citizen and actively undertake social
contribution activities in every community where Toyota Industries does
business in our efforts to help realize a prosperous and healthy society. To
accomplish this, Toyota Industries actively promotes cooperative support
activities with the objective of contributing to local communities throughthe provision of human resources, facilities, funds and know-how. Each of
our employees also endeavors to be of service to the community throughsuch means as volunteer activities.

Social Contribution Promotion Structure
We established the Corporate Citizenship Office within the General
Administration Department at the Head Office. Through this office, we
promote initiatives for implementing voluntary programs, facilitating
communications with local communities and enhancing internal
education and enlightenment programs. The Corporate Code of Conduct
Committee, which is directly controlled by the president, deliberates on
the format and specific details of social contribution plans.
In 1997, we established the Heartful Club as an internal volunteer
organization composed of volunteers that include current and former
employees of Toyota Industries and its subsidiaries as well as theirfamilies. Through this organization, we engage in a range of activities
aimed at raising awareness of volunteerism and contributing to social
prosperity.
In 2008, we opened the Heartful Volunteer Support Center asa primary base for social contribution activities, engaging in a broad
range of activities such as holding events in cooperation with non-profit
organizations (NPOs), preparing for community festivals and organizing
lectures. This facility is open to the community and freely available to all
local residents.

Society
Local communities/NPOs/NGOs/
social welfare organizations

Corporate social contribution activities
DirectIndirect▪Voluntary programs▪Lending of facilities
and equipment▪Dispatching
employees▪Donations▪Establishing andsupporting environmentsfor volunteer activities▪Providing information on
volunteering▪Implementing employee
education

Social contribution
activities by each
employee
Heartful Club internal
volunteer organization

Corporate Citizenship Office, General Administration Department at
Head Office/General Administration Department at each Business DivisionCorporate Code of Conduct Committee

Topics

Welfare Festival
In February 2009, we invited people with disabilities who attend
welfare facilities in Kariya, Aichi Prefecture, as well as theirfamilies to treat them to a variety of programs, including music,
dance and craft workshops. In fiscal 2009, the 15th year of thisevent, we welcomed 248 people, and 80 employees and local
volunteers assisted in running the event.
This occasion served to promote deeper
interaction between invited participantsand volunteers as well as between Toyota
Industries and local communities.

Cleanup of Highway near a Plant in U.S.A.
A volunteer team of employees at U.S.-based Michigan
Automotive Compressor, Inc. (MACI), a manufacturer of car
air-conditioning compressors located inMichigan, helps clean up about 3 kilometers
along the local highway near the plant. Thiscleanup activity is held three times a year,
every May, July and September, and is fully
appreciated by the local community.

Toyota Industries Report 200937