Exploring
Toyota Industries
Toyota Industries’ diverse businesses derive their competitiveness from its
clear-cut management principles and corporate strategy. It also comesfrom a fair and unwavering corporate stance, organizational capabilities
that enable strategies to be firmly executed, an 80-year tradition andhistory, and our high aspirations. These attributes combine to form ourcorporate DNA and support the competitive advantage of each of
our businesses. Also shaping Toyota Industries are our vision, systems,
organizational structure and our fulfillment of responsibilities as a corporate
citizen. On the following pages, we explore the various elements, including
our management and Toyota Industries Group companies, which form thefoundation of Toyota Industries’ efforts to realize its aspirations.

Toyota Industries Corporation

Annual Report 2006

43

Medium-Term Management Plan
Toyota Industries formulated a new Medium-Term Management Plan and is undertaking strategic
management from a mid-term perspective to ensure future business growth and achieve a stable increasein corporate value.

Previous Medium-Term Management Plan (Fiscal 2002 - Fiscal 2006)
Targets Achieved through Proactive Growth Strategies

Specifically, we took steps to further sharpen the

Under the recently completed five-year Medium-Termcompetitiveness of the Materials Handling Equipment

Management Plan, which we launched in fiscal 2002, we set

and Automobile segments, our core businesses, while also

the ambitious targets of consolidated net sales of more thanpromoting initiatives to build a solid foundation for our¥1,200 billion and consolidated ordinary income of ¥80.0

Logistics Solutions and Electronics businesses. Thanks tobillion by fiscal 2006, the final year of the plan. In working tothese measures, we exceeded our targets by recording

attain these targets, Toyota Industries proactively carried out

consolidated net sales of ¥1,506.0 billion and consolidated

a wide range of activities.

ordinary income of ¥80.6 billion in fiscal 2006.

New Medium-Term Management Plan Launched (Fiscal 2007 - Fiscal 2011)
Aiming for Sustainable GrowthIn fiscal 2007, ending March 2007, Toyota Industries launched

Vision 2010—Uniting Our Group Strengths

a new five-year Medium-Term Management Plan (April 2006–
Undisputed No. 1

March 2011). We have set the targets of achieving more than

Make further inroads into
Automobile, Materials
Handling Equipment andLogistics businesses

Growth¥2,000 billion in consolidated net sales and ¥140.0 billion inconsolidated ordinary income in fiscal 2011, the final year of
the plan.
Through our business, we are striving to generate ¥1,000

Innovation

billion in sales in the Automobile Segment, which engages invehicles, engines, car air-conditioning compressors and car
electronics. Concurrently, we will aim for ¥1,000 billion in sales

Diffusion ofGood
Practicesin the Materials Handling Equipment Segment,consisting

Growth Trajectory

Consolidated
Ordinary Income (¥ Billion)

Advanced Technology

Value Chain•Pursuit of global best quality•Reduce environmental burden
via product development andinnovative manufacturing•Contribute to car innovation•Strategic M&A and alliances tocreate value•Synergies between business units•Higher value-added sales andservices

Enhance Team Strength and Spirit•Leadership•Unique skills, unique techniques•Toyota Production System•Spirit of harmony (Teamwork)

140.0

Over
2,000.0
85.0Electronics

80.6

70.9
51.4

59.0
Logistics

1,670.0

Consolidated
Net Sales (¥ Billion)
1,164.4¥1,000 billion inMaterials Handling/
Logistics businesses

1,506.0
Materials Handling Equipment

1,241.5

1,069.2

Car Air-Conditioning Compressor

Car Electronics

Vehicle/Engine

Textile Machinery, etc.
FY

03

04

05

06

07
(Projection)

44

Toyota Industries Corporation

Annual Report 2006

.

.

.

11
(Target)¥1,000 billion in
automobile-related
businesses

of the Toyota Material Handling Group (TMHG) and Aichi
Corporation, and in the Logistics Segment.
Along with the new plan, the Vision 2010 was formulated,

Solidifying the Strengths of Our Businesses for
Sustainable Growth
By fiscal 2011, we hope to reach our desired status of

expressing the desired status of Toyota Industries. With theeach business, which will aim to reinforce the strengths

cornerstone of our plan being building a spirit of harmonyof each business and fortify the competitiveness of ourand fortifying workplace strengths, beginning with humancore businesses, while accelerating the growth of our new

resources development, we will strive for the highest levels of

businesses through measures that include establishing new

quality and execute reforms by developing leading-edgebusiness models.

technologies and strengthening our value chain in order torealize growth as a company with market-leading businesses.

Status in 2010 by BusinessBusiness

Materials
Handling
Equipment

Future Market•Stable growth in the U.S. and European
markets•Expanding markets in BRICs and East
European countries•Heightening awareness toward theenvironment and safety•Increasing need to improve logistics
efficiency in Japan

Logistics

VehicleEngine

Car Electronics

Car
Air-Conditioning
Compressor

Textile Machinery•Shift to outsourcing logistics operations atcompanies•Rising need for large-scale distribution
centers

Status in 2010
•Securing undisputed global No. 1 position by
maximizing synergies under the frameworkof TMHG•Annual lift truck sales of 250,000 units(one-third of global market share)•Growth as one of the core businesses•Establishment of new business models
Toyota Production System (TPS)
Establishing platforms
M&As, alliances•Toyota Global 15 (Toyota Motor
Corporation’s [TMC] scheme to secure 15%
global share in the early 2010s)•Shift to fuel-efficient vehicles and compact
cars•Establishing position as a specializedcompact car manufacturer•Global No. 1 in quality, cost and delivery (bycontributing to development andpre-production process)•Toyota Global 15•Top manufacturer of diesel engines in Toyota
Group (joint development with TMC)
•Serialize the new generation of clean, quiet
and fuel-efficient diesel engines•Expansion of diesel engines in Europe•Reassessment of diesel engines in the UnitedStates and Japan•Expansion of hybrid vehicles•Advancement in electronic in-car devices
through technological innovation•Leading manufacturer in power source
devices and systems for hybrid vehicles•Marketing of new electronics products forautomobiles•Steady market expansion in Europe and theUnited States•Rapid market expansion in China andemerging countries•Expansion in hybrid vehicles•Commercialization of car air conditioners
using CO2 as refrigerant•Aiming for 50% global market share•Expanded sales of electrically driven
compressors and CO2 compressors•Asia as the primary market•Although susceptible to economic trends,
expanded demand expected as a result of
increasing global population and growth inemerging countries•Top share and leading technological edgein air-jet looms•Growth of air-jet looms as core product•Establishing position to outdistance otherglobal players

Toyota Industries Corporation

Annual Report 200645

Research and Development
In keeping with its founding spirit of “Be ahead of the times through endless creativity, inquisitiveness andpursuit of improvement,” Toyota Industries carries out strategic research and development (R&D) that aims
not merely at improving short-term business results but also at attaining sustained growth in the future.
Recognizing that R&D activities are essential for maintaining the competitive advantage of the Toyota
Industries Group in the years ahead, we undertake efficient R&D activities by concentrating the allocation ofmanagement resources in specifically targeted fields.
Toyota Industries’ R&D activities can be broadly classified into

for shortening product development times and reducing

the two areas of product development and improvements

lead-times from development to production and shipping.

performed independently within each business division andAlso, the lab engages in the development of an optimal

R&D undertaken mainly by the Research & Development

network system for joint development of parts with suppliers

Center. The latter is conducted separate from the activities

as well as for parts procurement.

of the business divisions and carried out with a view toward
Company-wide management strategy.
Toyota Industries is active in a variety of business domains,

In fiscal 2006, R&D expenditures totaled ¥31.2 billion,up ¥1.1 million (3.7%) from the previous fiscal year. R&D
expenditures accounted for 2.1% of consolidated net sales, aand each of its divisions possesses its own distinctive

decline of 0.3 percentage point. By segment, R&D expenses

technological strengths, core technologies and market

amounted to ¥16.6 billion in the Automobile Segment, ¥12.9

characteristics. Instrumental to efficiently developing

billion in the Materials Handling Equipment Segment, ¥731

new products matched to customer needs, the technicalmillion in the Textile Machinery Segment and ¥1.0 billion in thedepartments of each division must lead the way in product

Others Segment.

improvement, technology development and appliedresearch. For this purpose, each division maintains its own staff
of engineers, experiment facilities and research laboratories
and engages in proactive technology development efforts
guided by product development plans.
The Research & Development Center is involved in R&D
in such technology fields as materials fields that serve as acommon foundation for all divisions as well as R&D in new
fields that include leading-edge technologies. In accordancewith specific research themes, we also collaborate with
Toyota Central Research & Development Laboratories, Inc.,an R&D facility of the Toyota Group involved in basic research,
as well as with universities and other outside R&D institutions.
The Research & Development Center, situated within the
Corporate Center (corporate headquarters), handles thepromotion of Company-wide new business development andtechnology management. To enhance the efficiency of ourCompany-wide R&D structure, the center facilitates lateraltransfers of technologies among divisions that span various
domains and investigates new technology development
themes. At the same time, the center promotes the systematicand continuous creation of new products and services thatwill serve as pillars of future business utilizing the extensive
accumulated technological know-how and external networks(both human and information) of each business division.
Functioning as a development base for our information
systems, our “e-Lab” IT research laboratory is engaged in
R&D activities in various IT-related fields. This laboratory’s
activities include research on digital simulation technologies

46

Toyota Industries Corporation

Annual Report 2006

e-Lab, Toyota Industries’ development basefor in-house information systems

New Products Developed and Launched in Fiscal 2006

Materials Handling Equipment Segment
Development of Fuel-Cell Lift Truck

Full Model Change for Compact Electric Tow Tractors

Toyota Industries developed the TOYOTA FCHV-F fuel-cell
lift truck that incorporates a fuel-cell hybrid system jointly
developed with Toyota Motor Corporation (TMC). Toyota
Industries exhibited the lift truck at CeMAT 2005, aninternational trade fair for intralogistics held in Hannover,Germany, in October 2005. By collaborating with TMC
in the use of leading-edge
technologies and components
for automobiles, we willcontinue to aim for thefurther development ofhigh-performance, low-cost
fuel-cell systems and plan tocarry out mass production ofsuch systems.

Toyota Industries introduced the new Tugnova (CBT/CBTY)
series of electric tow tractors (2- to 4-ton towing capacity)
into the Japanese and overseas markets in March 2006 after
a full model change. Addressing the recent trend toward
small-lot logistics, the Tugnova series is Toyota Industries’
first compact electric tow tractors to be fitted with an
AC drive system, featuring superior operability and lower
maintenance costs. Additionally, this series offers the highest
levels of safety, operability and economical operationthat includes excellent safety
features, a compact design toenable superior tight turningand an extended battery life
with a larger capacity for longer
operation.

TOYOTA FCHV-F

Tugnova (CBT)

Automobile Segment [Car Air-Conditioning Compressors]
Development of 7SBH17 Externally Controlled
One-Way Swash-Plate Variable-Displacement
Compressor for the TOYOTA Estima

These compressors offer enhanced efficiency and increased
cooling capabilities compared with previous externallycontrolled variable-displacement compressors.

Toyota Industries began supplying
an upgraded externallycontrolled one-way swash-plate
variable-displacement
compressor* for the TOYOTA
Estima, which underwent a fullmodel change in January 2006.

* Externally controlled variable-displacement compressors send signals
about interior temperature, external temperature and revolution
to the control valve. This highly precise displacement control allows
compressors to operate at optimal displacement, thereby enabling large
improvements in fuel economy.

7SBH17

Automobile Segment [Car Electronics]
Development of Air-Cooled DC-DC Converter

Development of 150W DC-AC Inverter

Toyota Industries has developed an air-cooled DC-DC
converter that down-converts the high voltage of the mainbattery—the drive source for hybrid cars—to a lower voltage.
The realization of high efficiencies enables this DC-DC
converter to be air-cooled instead of the conventional
method of water-cooling, thus allowing greater freedom
for positioning within
the vehicle. The DC-DC
converter is fitted on the
Camry Hybrid that TMC
began selling in North
America in May 2006.

With the development of a new 150W AC inverter, wehave expanded our lineup of DC-AC inverters that convert
currents used in vehicles to the same voltage as household
electricity. We began supplying these for the DaimlerChrysler
Dodge Caliber in January 2006.

Air-Cooled DC-DC Converter

150W DC-AC Inverter

Toyota Industries Corporation

Annual Report 2006

47

Corporate GovernanceToyota Industries believes that achieving a stable increase in corporate value over the long term andmaintaining the trust of society are crucial management issues. Therefore, we consider it imperative to build
good relationships with such stakeholders as shareholders, customers, business partners, local communities
and employees based on our determination to contribute to the enrichment of society through our businessactivities.
In accordance with these objectives, we are striving to maintain and enhance management efficiency
as well as the fairness and transparency of our corporate activities. To that end, we are aiming to improve ourcorporate governance through measures that include strengthening management monitoring and ensuring
timely information disclosure, while building a governance system that can respond quickly and flexibly tochanges in the business environment.

Toyota Industries’ Management System

Reforming the Management System

Toyota Industries’ Board of Directors, Management Council,

Effective June 22, 2006, we reformed our management system

Management Committee and Business Operation Committee

by streamlining the Board of Directors and newly creating thework to ensure prompt decision-making on matters with aposition of managing officer. To ensure quick decision-making

major influence on shareholders’ interests and on crucial

amid intensifying global competition, we reduced theissues affecting business operations. The Board of Directors

number of Board members from 30 to 17. At the same time,

generally convenes once a month to discuss and resolve

we adopted the Managing Officer System to ensure speedy

crucial management matters, such as those necessitated byoperational execution. Managing officers are non-Board

law. As of June 22, 2006, the Board of Directors consisted of 17

members, who are appointed for a one-year term, tasked

directors, including one external director.

with the operational execution of respective businesses of

Based on Japan’s Commercial Code, Toyota Industries has

which they are in charge.

chosen to maintain the traditional “Corporate Auditor/Boardof Corporate Auditors” system. With a long history in Japan,

Information Disclosure

a Board of Corporate Auditors is a body that is completely

Toyota Industries considers it an important element of

independent from the management of a company andcorporate governance to disclose corporate and financial

functions in parallel with the Board of Directors. Toyota

information, and accordingly, strives for strict accountability

Industries believes this auditing system adequately ensures

to shareholders and investors. Starting from fiscal 2004, wethe proper execution of duties by the Board of Directors.

have been publishing quarterly financial statements. In 2005,

As of June 22, 2006, Toyota Industries’ Board of Corporate

Toyota Industries set up the Information Disclosure Committee

Auditors consisted of five corporate auditors, with two

to monitor the completeness, appropriateness and timelinessstanding corporate auditors and three outside corporateof important information disclosed in financial statements

auditors. Appointed at the Shareholders’ Meeting, theand other materials. Pertinent information is also promptly

corporate auditors’ primary duties encompass auditing

disclosed to the public through the Investor Relations sectionof business operations and accounting activities. An auditof our Web site and other media channels.

of business operations determines whether directors are
stringently adhering to ordinances and the articles ofincorporation in the execution of their duties. An audit
of finances involves the oversight of business results anda variety of financial-related activities. In addition, thecorporate auditors have the authority to inspect relevant
documents, make auditing visits to headquarters, businessdivisions and subsidiaries and conduct investigations firsthand.
The Corporate Auditor’s Office at Toyota Industries has been
staffed with specialist personnel who facilitate the proper
execution of the corporate auditors’ duties.
Investor relations section of Toyota Industries’
Web site48

Toyota Industries Corporation

Annual Report 2006

Corporate Governance Structure of Toyota Industries Corporation
With the exception of matters resolved at the Shareholders’Meeting, the Board of Directors discusses and decides
all important management matters. Toyota Industries has
also independently set up the Management Council,
Management Committee and Business Operation
Committee to increase efficiency and the speed ofmanagement and decision-making as well as facilitate
appropriate judgment. By deliberating on important mattersrelated to management strategies and individual businesses,
these bodies assist top management and the Board of
Directors in appropriate decision-making. Among the issues
deliberated on by the Management Council, Management
Committee and Business Operation Committee, the crucial
issues prescribed in Japan’s Commercial Code are put forth
for discussion by the Board of Directors.

Shareholders' Meeting
Appointment/
Dismissal

Appointment/
Dismissal

Appointment/
Monitoring
ReportingBoard of Corporate Auditors
5 auditors(including 3 external auditors)

Independent Auditors
ReportingMonitoring

Board of Directors
Monitoring

Monitoring/
ReportingAccounting
audit

Reporting

17 directors(including 1 external director)
Appointment/
Monitoring

Corporate Auditor’s Office
President

Directives
Directives

Management
Committee(Deliberates onimportant matters frommanagement's
perspective)

Management
CouncilBusiness Operation
Committee(Reports on executionof business operations)(Follows up on executionof business operations)

Directives

Directives

Directives

ReportingCommittees*
Directives

Discussing/Reporting

Discussing/Reporting

Reporting

Reporting

Audit OfficeInternal audits

Reporting

ReportingDirectors/Managing Officers
Business Divisions & In-House Company

Management Council
Directors and managing officers convene to share reports on the statusof operations of each business.

Management Committee
The Management Committee deliberates on crucial matters related
to all areas of management, including Company-wide strategy andallocation of management resources. The committee consists ofdirectors above the executive vice president level. When the president
considers it necessary, relevant other directors and managers also
attend committee meetings.

Business Operation Committee
The Business Operation Committee deliberates on crucial mattersrelated to each business segment. The president, directors in chargeof corporate planning and directors assigned to oversee divisional
operations (division managers, etc.) attend committee meetings.

* Major Committees
Corporate Code of Conduct Committee

Compliance Subcommittee

Data Security Subcommittee

Crisis Response Subcommittee

Regional Society Contribution Subcommittee

Environmental Committee

Export Transaction Control Committee

Stock Option Committee

Toyota Industries Corporation

Annual Report 200649

Corporate Governance
Strengthening ComplianceToyota Industries believes that compliance extends beyond
adherence to laws and ordinances to also include respecting
local cultures and customs in step with changes in the times.
The Corporate Code of Conduct Committee plays a central

The Toyoda Precepts*
1. Be a contributor to the development and welfare of thecountry by working together, regardless of position, infaithfully fulfilling your duties.

role in strengthening our compliance systems and frameworks

2. Be ahead of the times through endless creativity,
inquisitiveness and pursuit of improvement.

while stipulating conduct guidelines and thoroughly informing

3. Be practical and avoid frivolity.

all employees of these guidelines via education activities.

4. Be kind and generous; strive to create a warm, homelike
atmosphere.

Additionally, Toyota Industries is reinforcing compliancesystems at domestic and overseas subsidiaries, while its
Purchasing Department closely monitors suppliers to ensure
their compliance as well.

5. Be reverent, and show gratitude for things great and small
in thought and deed.
* The Toyoda Precepts were assembled in 1935 to commemorate the six-year
passing of company founder Sakichi Toyoda. Since then, the precepts
have served as the basis of the thinking and guiding principles of the entire
Toyota Group.

With Toyota Industries’ president serving as chairman,
the Corporate Code of Conduct Committee is tasked with
controlling the Group’s corporate activities in areas related
to compliance and crisis response. Consisting of mostdirectors, corporate auditors and managing officers, thecommittee convenes several times per year to confirm thestatus of any crucial problems that may have arisen as well as
countermeasures and responses to be taken. The committee
also deliberates on initiatives to be taken in the next fiscal
year.

Basic Philosophy
The following is a statement of Toyota Industries’ basic
philosophy. This basic philosophy constitutes the expressly
stated beliefs of the management and serves as a guide forcorporate behavior.

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

Respect for Others

Committee, we designated a number of departments as

Toyota Industries is respectful of the people, culture andtraditions of each region and country in which it operates.
It also works to promote economic growth and prosperity inthose regions and countries.

legal compliance departments, which monitor laws andRespect for the Natural Environment

ordinance for ensuring thorough Company-wide compliance.

Toyota Industries believes that economic growth andconservation of the natural environment are compatible.
It strives to offer products and services that are clean, safeand of high quality.

Under the jurisdiction of the Corporate Code of Conduct

We also set up the Compliance Subcommittee and theData Security Subcommittee. Chaired by a director, these
subcommittees consist of members selected from relevant
divisions and departments, and in principle, convenemonthly while undertaking activities in accordance with their

Respect for Customers
Toyota Industries conducts intensive product research andforward-looking development activities to create new value
for its customers.

Respect for Employees

respective plans.
The Audit Office and designated legal compliancedepartments cooperate in implementing compliance audits

Toyota Industries strives to nurture the inventiveness andother abilities of its employees. It seeks to create a climateof cooperation, so that both employees and the Company
can realize their full potential.

of each department and domestic and overseas subsidiaries.
We also implement Company-wide employee education
programs according to the level of employees’ positions andfields of specialization, while the designated legal compliancedepartments handles education of persons in charge ofrelated departments. In addition, we undertake various

Five Values
We also have Five Values that form an action guide for our
employees to enforce our basic philosophy.

Global Perspective

enlightenment activities to raise employee compliance

Learning from the best in the world, we aim to become thebest in the world.

awareness levels.

Customer FirstWe forge partnerships with our customers and strive to
exceed their expectations.

Welcoming New Challenges
Unbound by convention, we embrace the challenge ofcreation.

Encouraging Professional Excellence
We develop our strengths, and think and act responsibly.

Encouraging Effective Teamwork
We recognize the human worth of each individual andcollaborate to achieve goals.

50

Toyota Industries Corporation

Annual Report 2006

Environmental and Social Contribution Efforts
Toyota Industries recognizes that being a good corporate citizen entails far-reaching responsibilities tothe environment as well as to the local communities in which we operate. Accordingly, we undertake
independent environmental activities that include reducing CO2 emissions and other substances, promoting
recycling and obtaining ISO 14001 certification at our facilities. At the same time, Toyota Industries also
believes in giving back to society, and as such, promotes employees’ volunteer efforts and interaction withlocal communities.

Environmental Protection Activities
In order to help protect the environment while contributing

Group company to establish an environmental management

to global economic development and the enrichment ofsystem. At the same time, every month we have collectedsociety, Toyota Industries has continually strengthened its

environmental data based on uniform criteria from our Group

Group-wide environmental activities. As examples of theseproduction companies and monitored the progress of theefforts, in January 2003 we unveiled the Toyota Industries

Group’s overall environmental management. Consequently,

Group Corporate Commitment to the Environment,

amid evolving social circumstances, the vital issues requiring

which articulated the Group’s basic policies toward the

responses from the Toyota Industries Group became

environment. Since then, we have worked vigorously toevident. For that reason, in July 2005 we revised the Toyota

promote the sharing of a unified environmental awarenessIndustries Group Corporate Commitment to the Environment

among subsidiaries around the world and directed eachand renamed it the Global Environmental Commitment,

Global Environmental Commitment
The Toyota Industries Group will contribute to a balance between environmental protection and economic growth in its
wide-ranging businesses.

Basic Policies•The Toyota Industries Group will continue to set challenging
targets aimed at further reducing the environmental
impact of its business activities, listening carefully to thevoices of its stakeholders, and acting in compliance withthe letter and spirit of laws and regulations.

•The Toyota Industries Group plans to improve its
environmental management, placing environmental
activities among its highest priorities. In particular, Toyota
Industries will give priority to the following items.
Curb global warming— Aiming to reduce energy

consumption and the output of greenhouse gases

Global Vision
Collaborate with local communities
and global society in addressing
environmental protection.

through the entire lifecycle of its products, services andproduction activities
Use resources more efficiently— Utilizing raw materials,

water and other resources efficiently while working to
reduce, reuse and recycle waste products
Harmony

Reduce environmental risk factors— Reducing the use andoutput of harmful chemical substances of concern while
evaluating environmental risk factors at the planningstage of business activity in order to prevent pollution

Sustainable
Management
Improvement

Responsibility

Improve eco-efficiency for
all our business activities,
products and services.

Fulfill our social responsibilityof environmental
protection.

•The Toyota Industries Group will aim to foster greatercommunication and teamwork within a wide range ofpartnerships, including those with customers and suppliers,
in order to promote sustainable management of theenvironment. In addition, the Toyota Industries Group will
act as an upstanding corporate citizen, taking an active
part in the planning of activities that contribute to various
regional communities as well as to our global society.

Toyota Industries Corporation

Annual Report 2006

51

Environmental and Social Contribution Efforts
Scope of Group-Wide Environmental Management (As of March 31, 2006)

North America
Manufacturing companies: 8
Sales companies: 3
Other: 1

Japan
Toyota Industries Corporation(non-consolidated): 11 bases
Manufacturing companies: 18
Sales companies: 41
Other: 14

Total: 12

Total: 73

EuropeAsia

Australia

South America

Manufacturing companies: 6
Sales companies: 5
Other: 1

Manufacturing
companies: 4
Sales companies: 1
Other: 1

Sales companies: 1

Sales companies: 1

Total: 12

Total: 6

Note: Toyota Industries determined the scope of Group-wide environmental managementcompanies by considering the characteristics of each of its subsidiaries and affiliates.
Consequently, the scope of consolidation for environmental management companies isdifferent from the scope of consolidation based on financial definition.

which embodies policies shared by all consolidated

the environmental impact of all our business activities. We

Group companies, as we further bolster our Group-wide

also formulated and implemented the Third Environmental

environmental management.

Action Plan, which ran from fiscal 2002 through fiscal 2006,
and successfully attained the plan’s targets for the Company

Environmental Management Systems and the
Fourth Environmental Action Plan

on a non-consolidated basis in all categories (for detailed

Since 1996, Toyota Industries has been striving to enhance

Report). To further promote our environmental activities,

its environmental activities by improving its environmental

in October 2005 we formulated the Fourth Environmental

management system. In line with these efforts, we acquired

Action Plan to be implemented from fiscal 2007 throughISO 14001 certification for all eight of the Company’s

fiscal 2011. Aimed at further strengthening Group-wide

non-consolidated production bases in Japan by March

environmental management, the Fourth Environmental

2003. From fiscal 2002, Toyota Industries expanded theAction Plan establishes activity policies and targets covering

scope of sections securing ISO 14001 certification beyond

the entire Toyota Industries Group in Japan and overseas,

manufacturing sections to include product development,with the overall objective of reducing the environmental

management and service sections. Furthermore, in response

load throughout the entire product lifecycle as well as into the revision of ISO 14001 in November 2004, we have been

production activities.

information, please refer to our Social & Environmental

strengthening initiatives to reduce the indirect environmental
impact of our operations.
In our efforts to further improve the effectiveness of
our environmental management system, in fiscal 2005 we
promoted measures that included on-site verification andevaluation of the status of implementation of environmental
management systems at domestic manufacturing subsidiaries
and instructed the management to make any necessary
improvements. Our environmental management system also
extends to reducing the environmental load throughout theentire product lifecycle and within our supply chain.
Further demonstrating our commitment to addressing
various environmental issues, we also established theEnvironmental Committee, chaired by the president andcomposed of four specialized subcommittees. Recognizing
the importance of taking a Group-wide approach toenvironmental protection, in fiscal 2001 we introduced
consolidated environmental management to ascertain

52

Toyota Industries Corporation

Annual Report 2006

Key Points of the Fourth Environmental Action Plan
(1) Expanding our lineup of ecological products
Strengthen development and sales of environment-friendly
products that help protect the environment during the usage
stage in which a product exerts the greatest environmental
impact, with these efforts covering the entire product lifecycle.
(2) Reducing emissions of greenhouse gases
Actively promote measures to tackle global warming.
(3) Using resources more efficiently
Promote a reduction in resource loss, bearing in mind the sharp
rises in raw material costs caused by energy and other resource
problems.
(4) Reducing environmental risk factors
Upgrade chemical substance monitoring and curb emissionsof environment-impacting substances, thereby reducing
environmental risk factors, preventing the incurrence of costs
arising from damage claims and preventing a loss of trust bysociety.
(5) Augmenting consolidated environmental management
Be aware of the Group-wide trend toward increased
environmental impact accompanying an expansion in
production by the Group’s consolidated companies.

Social Contribution Activities
Toyota Industries actively promotes support activities that

Support for the Special Olympics

contribute to society by providing human resources, facilities

Toyota Industries supports the activities of the Special

and financial resources. Toyota Industries’ employees also

Olympics Nippon Aichi. The Special Olympics is an

make self-initiated efforts to serve the community via suchinternational organization that provides persons withmeans as volunteer activities.

intellectual disabilities with opportunities for daily training in

At present, Toyota Industries and its global subsidiaries are

sports and for displaying their training results at year-roundundertaking social contribution activities that are self-initiatedathletic competitions. In accordance with the primary mission

by local bases and tailored to each community. To carry outof its activities, we make our athletic grounds, gymnasiums

balanced Group social contribution activities as our businessand other facilities available for use at these competitions, as

operations become even more globalized, Toyota Industries

well as provide donations to Special Olympics and support its

established the Corporate Citizenship Subcommittee in fiscal

activities and events.

2006 and has begun devising medium-term initiatives for oursocial contributions.

In March 2006, 23 athletes from Toyota Industries’ women’s
softball club participated in the Special Olympics Nippon
Aichi-sponsored Sports Experience Caravan as support staff,

Participating in the Management of the Toyota
Commemorative Museum of Industry andTechnology

providing more thanFounded jointly by 13 Toyota Group companies, the Toyota

on catching

Commemorative Museum of Industry and Technology strives

and batting, andto promote an understanding by young people about thethereby showing“spirit of research and creation” and the importance andparticipants the funpleasure of monozukuri (creating things). The museum alsoof softball.

100 participants
with instruction

Athletes from Toyota Industries’ women’s softballclub instructing participants at the Sports Experience
Caravanaims to preserve and utilize the museum building, designatedas an important urban landmark building by Nagoya City, as
a historic industrial site.
Toyota Industries provides the museum with humanCommunications on Environmental Protectionand Social Contribution Activities
Toyota Industries publishes the Social & Environmental Report,

resources, funds to cover operating costs and articles

which summarizes the initiatives and achievements of ourfor exhibit, while also participating in the museum’s

environmental protection and social contribution activities.

management.

To obtain a copy of this report, please see the contact
information listed on the last page of this annual report.
The contents of the Social & Environmental Report, alongwith the recent details of our environmental protection
and social contribution activities, are also available on
our Web site (www.toyota-industries.com). Through utilizing
such communication tools, Toyota Industries will proactively
continue to disclose information to stakeholders about theways in which we fulfill our social responsibilities.

Toyota Commemorative Museum of
Industry and Technology

Circular loom invented by Sakichi
Toyoda on display at the entrance of
the Toyota Commemorative Museumof Industry and Technology

Social & Environmental Reports

Toyota Industries Corporation

Annual Report 2006

53

Toyota Industries’ 80 Years of History
Foundation – 1980s
1926

1952

1974

Toyoda Automatic Loom Works, Ltd.
(now Toyota Industries Corporation)
established to manufacture andmarket automatic looms invented by
Sakichi Toyoda.

Automobile engine (S-type gasoline
engine) production starts.

6P compressor production starts.

1953
Kyowa Plant starts operations,producing engines and assembling
automobiles.

1955
Vehicle Division set up.

1956
Lift truck production starts.

Founder

1929

Sakichi Toyoda

Spinning frame production starts.

Sakichi Toyoda was born inShizuoka Prefecture, Japan,

Automatic loom patent sold to PlattBrothers & Co., Ltd. of the U.K.

in 1867. He became an1933

inventor while still in his teens

Automobile Division set up.

and devoted his life to thestudy and development of

1934

P-type gasoline engine production
starts.

1960
Shovel loader production starts.
Car air-conditioning compressor(CC3A type, CC3B type) production
starts.

A-type automobile engine
completed.

1963

he subsequently pioneered a1935

Friction welder production starts.

new era in textile machinery

Prototype of Model A1 passenger carcompleted.

1964

textile machinery. Startingwith a wooden handloom,with inventions that included

Dump truck production starts.

J-type diesel engine production
starts.

Japan’s first power loom,
the circular loom and the

1967

Toyoda Automatic LoomNagakusa Plant starts operations,producing small commercial vehicles.

Type G. Sakichi was awarded
models in his lifetime and isremembered with pride inJapan as one of the world’s
greatest inventors. We at
Toyota Industries are proud tocarry on the engineering spiritof our illustrious founder.

Company unveils Model G1 truckat a new-car-release exhibition in
Shibaura, Tokyo.

1937
Automobile Division separates andbecomes Toyota Motor Co., Ltd. (nowToyota Motor Corporation).

1940
Steel Production Division separates
and becomes Toyoda Steel Works,
Ltd. (now Aichi Steel Corporation).

1944
Obu Plant starts operations,producing castings.

1924

1949

Toyoda Automatic Loom Type G
invented by Sakichi Toyoda.

Company stock listed on Tokyo,
Osaka and Nagoya stock exchanges.

Toyota Industries Corporation

Swash-plate compressor technology
licensed to Chrysler and Ford.
Compressor Division separates from
Textile Machinery Division.

1978
Starlet (automobile) production starts.
Aerial lift equipment production
starts.

1980
JA air-jet loom production starts.

1981
10P compressor production starts.

1982
Production starts on C-type diesel
engines for small passenger cars.
Hekinan Plant starts operations,producing automobile diesel engines.

1985
Engine Division separates from
Vehicle Division.
10PA compressor production starts.

1986
Company awarded
the Deming Prize
for quality control
implementation.
Deming Prize

Publica (van) and Mini Ace(automobile) production starts.

84 patents and 35 utility

54

1959

1977

Annual Report 2006

Electric counterbalanced lift truck
production starts.

1968
Open-end spinning machine
production starts.

X300 series lift truck production starts.

1987
Sprinter Cielo (exported as the
Corolla Lift Back) production starts.
Electronics Sub-Division set up.

1970

1988

Takahama Plant starts operations,producing industrial vehicles.

Toyota Industrial Equipment Mfg.,
Inc. (TIEM) established in Columbus,
Indiana, U.S., as a joint venture with
Toyota Motor Corporation.

1971
Corolla (van) production starts.
Divisional organization system
introduced (3 divisions: Textile
Machinery, Industrial Vehicle andVehicle).
Toyoda-Sulzer Manufacturing Ltd.
established as a joint venture with
Sulzer Brothers, Ltd. of Switzerland to
produce projectile looms.

RX100 ring spinning frame production
starts.

1989
Michigan Automotive Compressor,
Inc. (MACI) established in Jackson,
Michigan, U.S., as a joint venture with
DENSO Corporation.

1990s –2000s –

1990

1998

2001

2004

Sprinter Carib (automobile;
exported as the Corolla Wagon)
production starts.

TD Deutsche Klimakompressor GmbH(TDDK) established in Germany as a
joint venture with DENSO Corporation
to produce car air-conditioning
compressors.

GENEO-R (7FBR outside Japan) reachtruck production starts.

Toyota Industry Automotive Parts(Kunshan) Co., Ltd. (TIAP) establishedin China as a joint venture with
Toyota Tsusho Corporation and Lioho
Machine Works, Ltd. to produce
foundry parts.

Company
receives 1990 PM
Excellent Plant
Award.

1992
Materials Handling System Division
set up.
Production starts on automatedstorage and retrieval systems.
JAT600 air-jet loom production
starts.

1993
RX200 ring spinning frame
production starts.

1994
X500 series internal combustion
counterbalanced lift truck
production starts.
Toyota Industry (Kunshan) Co.,
Ltd. (TIK) established in China asa joint venture with Toyota Tsusho
Corporation and Lioho MachineWorks, Ltd.
R500 reach truck production starts.

1995

GENEO (7FG/D outside
Japan) internal combustion
counterbalanced lift trucks
introduced.

Company takes over the Industrial
Equipment Sales Division of Toyota
Motor Corporation.
TOYOTA Material Handling Company
established as an in-house company.
RAV4 production starts.

TIBC Corporation (TIBC) established
as a joint venture with Ibiden Co., Ltd.
to produce semiconductor package
substrates.

Name changed to Toyota Industries
Corporation.

10S compressor production starts.

Advanced Logistics Solutions Co., Ltd.
(ALSO) established to plan overalllogistics operations and operate
distribution centers.

1999
Vitz (Yaris outside Japan) production
starts.
Company takes over water-jet loom
business from Nissan Texsys Co., Ltd.

TD Automotive Compressor
Georgia, LLC (TACG) establishedin the U.S. as a joint venture with
DENSO Corporation to produce car
air-conditioning compressors.

2005

2002

Higashiura Plant starts operations,producing parts for car
air-conditioning compressors.

Asahi Security Co., Ltd., which
engages in collection and deliveryof cash, management of sales
proceeds and equipment security,
becomes a subsidiary of Toyota
Industries.
Vitz (Yaris outside Japan) production
starts after a full model change.

1CD diesel engine production starts.
GENEO-B (7FB outside Japan)
electric counterbalanced lift trucks
introduced.

2000
LW600 series water-jet loom
production starts.
BT Industries AB of Sweden, aworld-leading manufacturer of
warehouse trucks, becomes a Toyota
Industries subsidiary.

Toyota Industrial Equipment, S.A.
(TIESA) established in France asa joint venture with Toyota Motor
Corporation and Manitou B.F.

Toyota Motor Industries Poland
Sp.zo.o. (TMIP) established in Poland
as a joint venture with Toyota Motor
Corporation to produce diesel
engines.

TD Automotive Compressor Kunshan,Co., Ltd. (TACK) established in
China as a joint venture with DENSO
Corporation and other entities
to produce car air-conditioning
compressors.
AD diesel engine production starts.

2003

KD diesel engine production starts.

JAT710 air-jet loom production starts.

New RAV4 production starts
after a full model change.

7SB compressor production starts.
B500 electric counterbalanced lift
truck production starts.
Kirloskar Toyoda Textile Machinery
Private Limited (KTTM) establishedin India as a joint venture with the
Kirloskar Group.

1996

2UZ gasoline engine production
starts.
Higashichita Plant starts operations,producing foundry parts.

GENEO-E (7FBE outside
Japan) three-wheel electriccounterbalanced lift truck production
starts.

JAT610 air-jet loom production
starts.

2006
New GENEO (8FG/D outside
Japan) internal combustion
counterbalanced lift truck production
starts.

RX240 ring spinning frame
production starts.

1997
Compressor production at Kariya
Plant reaches 100 million units.
6SE compressor production starts.
ST Liquid Crystal Display Corp.
(STLCD) established as a joint
venture with Sony Corporation.

Aichi Corporation, a manufacturer of
special-purpose vehicles, becomes
one of Toyota Industries’ subsidiaries.

Toyota Industries Corporation

Annual Report 200655

Corporate Organization
Board ofCorporate Auditors(As of July 1, 2006)

Corporate Auditor’s Office

Corporate Auditors
TOYOTA
Material Handling Company*

Corporate Center

Board of Directors

Management
CouncilAudit Office
Corporate Planning Dept.
Business Management Dept.
TMHG Coordination Office
Toyota Sales Dept.
Legal Dept.
Public Affairs Dept.
General Administration Dept.
Global Human Resources Dept.
Technical Training Center
Accounting Dept.
Global IT Dept.
Purchasing Dept.
Research & Development Center
Intellectual Property Dept.
Safety, Health & Environment Dept.
Global Quality Control Dept.
Operations Management Consulting Dept.
Plant Engineering Dept.
Osaka OfficeTextile Machinery Division

Compressor Division

Vehicle Division

Engine Division

Electronics Division

Advanced Logistics Division

New Electronics Sub-Div.

President
Tokyo Office

Machinery & Tools Sub-Div.
Management
Committee
Business Operation
Committee

Nagoya Office
Trading & Logistics Sub-Div.
Loan and Investment Control Committee
Corporate Code of Conduct Committee
Environmental Committee
Personnel Development Committee
Export Transaction Control Committee
Safety and Health Committee
Stock Option Committee

Personnel
Quality

Functional Committees

Production
Procurement
Sales
Technology

56

Toyota Industries Corporation

Annual Report 2006

* TOYOTA Material Handling Company is thename of a division of Toyota Industries
Corporation, not a legally incorporated entity.

Directors, Corporate Auditors and Managing Officers(As of June 22, 2006)

Board of Directors

ChairmanPresident

Tadashi Ishikawa*

Tetsuro Toyoda*

Executive Vice President

Executive Vice President

Executive Vice President

Executive Vice President

Norio Sato*

Shinjiro Kamimura*

Yoshikatsu Mizuno*

Tatsuo Matsuura*

Senior Managing Directors

Akira Imura
Shigetaka Yoshida
Masafumi Kato
Yasuharu Toyoda
Yutaka Murodono

Honorary Chairman

Kazunori Yoshida
Kosaku Yamada
Toshiyuki Sekimori
Kimpei Mitsuya

Yoshitoshi Toyoda
Director

Tatsuro Toyoda* Representative Director

Corporate Auditors
Standing Corporate Auditors

Shigetaka Mitomo
Masanori Ito

Corporate Auditors

Hiroshi Okuda
Fumio Kawaguchi
Katsuaki Watanabe

Managing Officers
Hiroya Kono
Kenji Takenaka
Satoshi Kaseda
Hirofumi Tsuji
Yukio Yamakita
Takaki Ogawa
Kazue Sasaki

Hirotaka Morishita
Shinya Furukawa
Hironori Ito
Akira Onishi
Per Zaunders
Hiroshi Sakai
Eishi Furuta

Tadayoshi Baba
Takashi Okubo
Norio Sasaki
Toshifumi Ogawa
Hayato Ikeda
Toshifumi Onishi

Toyota Industries Corporation

Annual Report 200657

Corporate Data

(As of March 31, 2006)

Major Plants (Parent Company)

Kariya Plant
Obu Plant
Kyowa Plant
Nagakusa Plant
Takahama Plant
Hekinan Plant
Higashichita Plant
Higashiura Plant

Number of
Employees

Start of
Operations

1,723
506
890
2,238
1,566
1,505
665
120

1927
1944
1953
1967
1970
1982
2001
2002

Textile machinery, car air-conditioning compressors
Parts for car air-conditioning compressors
Electronic equipment, automotive press dies, production facilities, engine parts

Automobiles
Lift trucks, materials handling systems
Engines for automobiles and industrial equipment
Foundry parts, engine parts
Parts for car-airconditioning compressors

Consolidated Subsidiaries
Company Name

Location in JapanJapan
Aichi Corporation Group (4 companiess) *1
TIBC Corporation
Asahi Security Co., Ltd.
TOYOTA L&F Tokyo Co., Ltd.
Logistics Planning Tokyo Co., Ltd.
Altex Co., Ltd.
Sun River Co., Ltd.
Izumi Machine Mfg. Co., Ltd.
TOYOTA L&F Keiji Co., Ltd.
Tokyu Co., Ltd.
Mino Tokyu Co., Ltd.
Advanced Logistics Solutions Co., Ltd.
Teion Shokuhin Ryutsu Inc.
Toyoda High System, Incorporated
Nishina Industrial Co., Ltd.
Suzaka Nishina Industrial Co., Ltd.
ALTRAN Corporation
KTL Co., Ltd.
TF Logistics Co.,Ltd.
Tokaiseiki Co., Ltd.
Taikoh Transportation Group (5 Companies)*2
SKE Inc.
SK Maintenance Corporation
Unica Co., Ltd.
Iwama Loom Works, Ltd.
Kawamoto System Corporation
Nagao Kogyo Co., Ltd.
TOYOTA L&F Shizuoka Co., Ltd.
Hara Corporation
Sun Valley Inc.
Sun Valley CVS Takaramachi Inc.
Mizuho Industry Co., Ltd.
Sun Staff, Inc.
ALT Logistics Co., Ltd.
Shine’s Inc.
Toyota Industries Well Support Corporation

58

Toyota Industries Corporation

Annual Report 2006

–
Aichi
Tokyo
Tokyo
Tokyo
Shizuoka
Osaka
Aichi
Kyoto
Aichi
Gifu
Aichi
Tokyo
Aichi
NaganoNagano
Aichi
Tokyo
Tokyo
Shizuoka
–
Aichi
Aichi
Aichi
Aichi
Aichi
Aichi
Shizuoka
Gifu
Aichi
Aichi
Aichi
Aichi
Aichi
Aichi
Aichi

Capital(thousands in local currency)–¥3,250,000¥516,360¥350,000¥10,000¥200,000¥150,000¥150,000¥140,000¥135,000¥18,000¥100,000¥55,000¥100,000¥100,000¥50,000¥100,000¥100,000¥100,000¥98,000–¥80,000¥50,000¥50,000¥49,920¥47,000¥31,000¥30,000¥23,193¥22,500¥3,000¥20,000¥20,000¥20,000¥10,000¥10,000% ofVoting Rights–
60.0%
100.0%
100.0%
100.0%
75.0%
100.0%
68.8%
75.0%
63.3%
93.4%
100.0%
60.0%
90.0%
82.0%
96.8%
60.0%
50.5%
51.0%
92.1%
–
100.0%
70.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
93.8%
100.0%
60.0%
100.0%
100.0%

Company Name

Outside Japan
Toyota Industries Sweden AB *3
BT Industries Group *3*4 (65 companies)
Toyota Industries Finance International AB *3
Michigan Automotive Compressor, Inc.
Toyota Industries North America, Inc. *5
Toyota Industrial Equipment Mfg., Inc. *5
TD Automotive Compressor Georgia, LLC *5
Toyota Material Handling USA, Inc. *5
ACTIS Manufacturing Ltd. LLC *5
Toyoda Textile Machinery, Inc. *5
Toyota-Lift of Los Angeles, Inc. *5
Toyota Industries Personnel Service of America, Inc. *5
Aichi Corporation Group (1 company) *1
Toyota Industry (Kunshan) Co., Ltd.
Toyota Industry Automotive Parts (Kunshan) Co., Ltd.
TD Automotive Compressor Kunshan Co., Ltd.
Toyota Material Handling (Shanghai) Co., Ltd.
Toyota Industries Trading & Logistics (China) Co., Ltd.
Kirloskar Toyoda Textile Machinery Private Limited
TD Deutsche Klimakompressor GmbH
Toyota Gabelstapler Deutschland GmbH
Toyota Industrial Equipment, S.A.
Toyota Material Handling Europe NV/SA
Toyota Industrial Equipment Europe, S.A.R.L.
Toyota Material Handling Belgium SA/NV
Toyota Carrelli Elevatori Italia S.r.l.
Toyota Truck Norge AS
Toyota Truckutleie Norge AS
Toyota Truck Danmark A/S
Toyota Truckudlejning Danmark A/S
Toyota Industrial Equipment (UK) Limited
Toyota Industrial Equipment (Northern) Limited
Toyota Textile Machinery Europe AG
Toyota Maquinas Texteis Brasil Ltda.
Toyota Industries Corporation Australia Group *7 (11 companies)
Toyota Industries Mercosur Ltda.

Location

Mjölby, Sweden–
Mjölby, Sweden
Parma, Michigan, U.S.A.
Schaumburg, Illinois, U.S.A.
Columbus, Indiana, U.S.A.
Jefferson, Georgia, U.S.A.
Irvine, California, U.S.A.
Grapevine, Texas, U.S.A.
Charlotte, North Carolina, U.S.A.
Santa Fe Springs, California, U.S.A.
Schaumburg, Illinois, U.S.A.
–
Kunshan, Jiangsu, China
Kunshan, Jiangsu, China
Kunshan, Jiangsu, China
Shanghai, China
Shanghai, China
Bangalore, Karnataka, India
Straßgräbchen, Germany
Duisburg, Germany
Ancenis, France
Brussels, Belgium
Ancenis, France/Brussels, Belgium
Temse, Belgium
Bologna, Italy
Trondheim, Norway
Trondheim, Norway
Vejle, Denmark
Vejle, Denmark
Castleford, West Yorkshire, U.K.
Castleford, West Yorkshire, U.K.
Zurich, SwitzerlandSão Paulo, Brazil
Sydney, Australia
São Paulo, Brazil

Capital(thousands in local currency)

SEK6,652,977–
SEK25,000
US$146,000
US$37,900
US$60,000
US$78,000
US$12,500
US$2,000
US$1,300
US$1,500
US$100–
US$23,000
US$12,500
US$6,600
US$1,000
US$1,000
Rs2,426,200
EUR20,452
EUR720EUR9,000
EUR 62
EUR75
EUR2,000
EUR3,249
NOK110,000
NOK100
DKK10,000
DKK500
GBP48
GBP2,043
SFR3,000
US$200–
R$26,510% ofVoting Rights

100.0%–
100.0%
60.0%
100.0%
100.0%
65.0%
100.0%
60.0%
100.0%
100.0%
100.0%
–
70.0%
60.0%
61.0%
70.0%
100.0%
95.1%
65.0%
100.0%
60.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%–
100.0%

Affiliates Accounted for by the Equity Method
Company NameJapan
ST Liquid Crystal Display Corp.
Fuji Logistics Co., Ltd.
Aichi Corporation Group (1 company) *1
Wanbishi Archives Co., Ltd.
Outside JapanBT Industries Group *4 (16 companies)
Aichi Corporation Group (1 company)*1
Toyota Motor Industries Poland Sp.zo.o.

Location

Capital(thousands in local currency)% ofVoting Rights

Aichi
Tokyo
–
Tokyo

¥23,000,000¥2,979,675–¥4,000,000

50.0%
26.8%
–
43.1%

–
–
Jelcz-Laskowice, Poland––
PLN500,000

–
–
40.0%

*1 Aichi Corporation Group comprises Aichi Corporation, its four subsidiaries and two affiliates. Aichi Corporation is headquartered in Saitama Prefecture and capitalized at ¥10,425 million.
Toyota Industries Corporation holds 51.1% of voting rights of Aichi Corporation.
*2 Taikoh Transportation Group comprises Taikoh Transportation Co., Ltd. and its four subsidiaries. Taikoh Transportaion Co., Ltd. Is headquartered in Aichi Prefecture and capitalized at ¥83,985 thousand.
Toyota Industries Corporation holds 51.4% of voting rights of Taikoh Transportation Co., Ltd.
*3 Toyota Industries Sweden AB is a holding company which holds a 100% share of BT Industries AB, Toyota Industries Finance International AB and Toyota Material Handling Europe NV/SA.
*4 BT Industries Group comprises BT Industries AB, its 64 subsidiaries and 16 affiliates. BT Industries AB is headquartered in Mjölby, Sweden and capitalized at SEK560 million.
*5 Toyota Industries North America, Inc. is a holding company that exercises control over Toyota Industrial Equipment Mfg., Inc., Toyota Material Handling USA, Inc., ACTIS Manufacturing Ltd. LLC,
Toyota-Lift of Los Angeles, Inc., Toyoda Textile Machinery, Inc., Toyota Industries Personnel Service of America, Inc. and TD Automotive Compressor Georgia, LLC.
*6 Toyota Industries Corporation Australia Group comprises Toyota Industries Corporation Australia Pty Limited and its 10 subsidiaries. Toyota Industries Corporation Australia Pty Limited is headquartered in
Sydney, Australia and capitalized at AUD62.8 million. Toyota Industries Corporation holds 100.0% of voting rights of Toyota Industries Corporation Australia Pty Limited.
Note: ¥−Japanese yen; SEK−Swedish krona; US$−U.S. dollar; EUR−Euro; Rs−Indian rupee; NOK−Norwegian krone; DKK−Danish krone; GBP−British Pound; AUD−Australia dollar; R$−Brazil real; SFR−Swiss franc;
PLN−Poland zloty

Toyota Industries Corporation

Annual Report 200659

Locations of Major Subsidiaries Outside Japan(As of March 31, 2006)

12 14 28
18 19
20 21
17
23 24
1

9

25

5

15 16

2
8
7 6

3 4

26
22

13 16

30 31 33
27

32 35

34

10 11

29

Company Name

60

Company Name

North America

18

Toyota Truck Norge AS

1

Toyota Industries North America, Inc.

19

Toyota Truckutleie Norge AS

2

Toyota Industrial Equipment Mfg., Inc.

20

Toyota Truck Danmark A/S

3

Toyota Material Handling USA, Inc.

21

Toyota Truckudlejning Danmark A/S

4

Toyota-Lift of Los Angeles, Inc.

22

Toyota Carrelli Elevatori Italia S.r.l.

5Michigan Automotive Compressor, Inc.

23

Toyota Industrial Equipment (UK) Limited

6

TD Automotive Compressor Georgia, LLC

24Toyota Industrial Equipment (Northern) Limited

7

ACTIS Manufacturing, Ltd. LLC

25Toyota Material Handling Belgium SA/NV

8

Toyoda Textile Machinery, Inc.

26

TD Deutsche Klimakompressor GmbH

9

Toyota Industries Personnel Service of America, Inc.

27

Toyota Textile Machinery Europe AG

South America

28

Toyota Industries Finance International AB

10Toyota Industries Mercosur Ltda.

11

Toyota Maquinas Texteis Brasil Ltda.

29

Toyota Industries Corporation Australia Pty Limited

Europe30

Toyota Industry (Kunshan) Co., Ltd.

12

Toyota Industries Sweden AB

31

Toyota Industry Automotive Parts (Kunshan) Co., Ltd.

13

Toyota Material Handling Europe NV/SA

32

Toyota Material Handling (Shanghai) Co., Ltd.

33

TD Automatic Compressor Kunshan Co., Ltd.

34

Kirloskar Toyoda Textile Machinery Private Limited
Toyota Industries Trading & Logistics (China) Co., Ltd.

Asia & Oceania*1

14

BT Industries AB

15

Toyota Industrial Equipment, S.A.
*2

16

Toyota Industrial Equipment Europe, S.A.R.L.

35

17

Toyota Gabelstapler Deutschland GmbH

*1 BT Industries AB has 80 subsidiaries and affiliates (as of March 31, 2006).
*2 Toyota Industrial Equipment Europe’s sales and marketing office is located in Brussels, Belgium.

Toyota Industries Corporation

Annual Report 2006