Relationship with Stakeholders

Relationship with Our CustomersP

52− 53

Relationship with Our Business Partners

P

54

Relationship with Our Shareholders and Investors

P

55

Relationship with Our AssociatesP56− 58Relationship with Our Local CommunitiesP

59− 6051

Relationship with Our Customers
Adhering to a quality first approach, Toyota Industries strives to realize monozukuri (manufacturing) that quickly
responds to the diverse, ever-changing needs of customers.

n Types of Quality Sought by Toyota Industries

ent
em
nag
it y
g
Ma lity
ual
q
turin
qua
ufac
ting
Man lity
r ke
Ma
qua

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

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

Manufacturing capabilities

52

Toyota Industries Report 2015

n Company-Wide, Horizontally Aligned Quality Assurance Activities

Activities Based on the Quality Guidelines
Quality forms the basis of our operations and is essential inattaining the goals of our Vision 2020. As such, weformulated our Quality Vision 2020, which deﬁnes ourphilosophy in ensuring quality.

Quality Functional Meeting
Quality Confirmation and Defect Prevention Meeting

To achieve the goal of this vision, we issue the Quality
Guidelines, which identify priority quality-related issues to be
implemented in each ﬁscal year, to all production bases inand outside Japan. The implementation status of theseguidelines is reviewed by top management at the Quality
Functional Meeting and the Quality Conﬁrmation and DefectPrevention Meeting, both chaired by the head of the
Production Headquarters*, for identifying additional issues
and devising countermeasures. Issues raised are followed
up at meetings of the Company-wide Council of Heads of
Quality Assurance Departments chaired by a quality control
department head*. The president also checks on theoutcome of these activities through genchi genbutsu (goQuality inspection by top management

Mar. 2014

Automotive SPICE, Capability Level 3
Automotive electric/electronic systems sector

Dec. 2014

ISO 26262, ASIL*2-D (highest safety level)
Certification for functional safety softwaredevelopment process*1: Short for Software Process Improvement and Capability dEtermination, SPICE is astandard process for automotive software development.
*2: Short for Automotive Safety Integrity Level

Providing Support to Business Partners

Company-wide Council of Heads of Quality Assurance Departments

Materials
Handling
Equipment

TextileMachinery

Compressor

Development of new productsElectronics

VehicleEngine•Activities to improve DR standards

Prevention of occurrence and recurrence •Working-level Committee for Recurrence Prevention

Quality Vision 2020
All members in the Toyota Industries Group
place utmost emphasis on quality ﬁrst andcontinuously supply attractive products/services
that anticipate global customers’ needs.

Automotive SPICE*1, Capability Level 3
Car air-conditioning compressors sector

Quality Vision

Quality Guidelines“We should express our gratitude to ourcustomers by providing them our best quality
products.” (from Toyota Industries’ Quality Guidelines)
Placing top priority on our “Customer First” philosophy,
Toyota Industries undertakes product development thatmeets customer expectations.
At Toyota Industries, development of a new productentails deﬁning speciﬁc goals to incorporate quality in every
stage from product planning and design to production
preparation, production, sales and after-sales services. We
perform a design review (DR), which allows a product toproceed to the next stage only when a responsible businessdivision head examines and approves whether the producthas reached the target quality level.
Should a defect occur after the product launch, the* As of March 31, 2015

Jul. 2012

Quality assurance by business partners•Quality audit at business partners

Product safety and reassurance•Product Safety Promotion Committee

Human resources development•Education on statistical quality control (SQC),
QC Circle Promotion Committee

Initiatives to Ensure Product Safety
In order to meet customers’ expectations for safety andreassurance, we have been promoting activities to minimizerisks at the development and design stage based on theassumption that customers make use of our products indiverse ways, including foreseeable misuse and use undermalfunctioning conditions.
We seek to raise the level of our Company-wide
activities by sharing each business division’s best practices
at the Product Safety Promotion Committee comprising
representatives from the engineering and quality assurance
departments.
Functional safety, in particular, has recently been gaining
increased significance as electronic control devices mounted
on automobiles and other vehicles are becoming moreadvanced and complex. Functional safety reduces the riskof hazards caused by these control systems to an
acceptable level by adopting appropriate functions ordevices.
We have been placing greater emphasis on functionalsafety as part of our efforts to strengthen our softwaredevelopment capabilities. In addition to external
certifications obtained previously, our functional safety
software development process is now certified under ISO
26262, an international standard for functional safety
management for automotive applications. Our process has
been recognized as meeting the highest level of safety
stipulated under the standard.

Improving the quality of our products requires joint quality
improvement activities with our business partners in andoutside Japan. For this reason, we collaborate with our
major business partners in upgrading their quality assurance
efforts. Specifically, we conduct an annual quality audit toidentify deficiencies and ensure effective improvement, andprovide quality-related education.
Responsible executives of Toyota Industries verify theoutcome of these activities through genchi genbutsu
inspections.
These activities enable our business partners to attainthe required level of quality assurance and establish aculture to foster quality assurance on their own.

Relationship with Our Customers

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

quality assurance departments of each business division
immediately devise necessary measures. At the same time,
a probable cause is identiﬁed from both technical andstructural aspects, and if deemed necessary, the new
product development system itself is reviewed to prevent a
recurrence in the successor model.

n Acquired Certification for Software Development Process

Relationship with
Stakeholders“A product should never be sold unless it has
been carefully manufactured and has beentested thoroughly and satisfactorily.”and see for yourself) inspections.
For critical quality issues, we enforce Company-wide,
horizontally aligned activities to prevent both recurrence inthe responsible business divisions and occurrence in otherbusiness divisions. Under these efforts, we havestandardized procedures to ensure the speciﬁed level ofquality and formulated related guidelines.

Promoting Human Resources Development
Toyota Industries provides systematic quality education to all
employees to help them acquire quality assurance skills
needed in actual operations. In the basic education
program, employees gain a perspective and learn theconcepts of quality control (QC), basic kaizen (improvement)
techniques and how to proceed with kaizen activities byutilizing our originally developed textbook that describes thequality assurance approach of Toyota Industries. Aftercompleting the basic program, they move on to practicaltraining tailored to the speciﬁc needs of their respective
workplaces.
Our production bases in China and India as well as
those in North America and Europe also promote kaizen
efforts and development of human resources through QC
circle activities.
We areworking toreinforce ourfoundation for
quality assurance based on
the belief that
manufacturing
starts withnurturing
excellent
QC circle activities at Kirloskar Toyota
personnel.
Textile Machinery Pvt. Ltd. (KTTM) in India

53

Relationship with Our Business Partnersn Japanese Subcontracting
Law Seminar Participants
Affiliated companies
Toyota Industries(Persons)
1,200

We aim to obtain an appropriate company valuation in stock markets through timely
and appropriate information disclosure while promoting good communications withshareholders and investors.

1,000
800
600

Promoting Human
Resources Development

To achieve open
procurement, we provide
fair and equal opportunities
to all potential business
partners.
We comprehensively
evaluate our business
partners based on such
Procurement page on our Website
factors as quality, price andadherence to delivery times. We also assess their initiatives
for safety, the environment and compliance as we strive forthe timely and stable procurement of excellent products atlower costs based on fair business transactions.

(FY) 1315
14
We proactively provide
procurement education both internally and externally. In
fiscal 2015, we provided education to 735 Toyota Industries
employees and 276 participants from affiliated companies.
To avoid non-compliance, we also
conduct a periodic inspection of
procurement-related departments.
Hoeikai, an organization of ourbusiness partners, serves as avenue for sharing more useful
Hoeikai QC circle convention
information and developing humanresources through the Toyota
Production System (TPS), QC
circles and other activities. We
provide support to TPS seminars
and autonomous study groups forleadership development.

Co-Existence and Co-Prosperity Based on
Mutual Trust
We work hard to realize co-existence and co-prosperity withour business partners based on mutual trust. Throughout
the year, we hold procurement policy meetings and quality
and technical skills training as well as provide guidance
directed toward kaizen at major business partners’
production sites.

Reducing Environmental Impact throughEnvironmentally Preferable Purchasing
In order to create environmentally friendly products, we aim
to procure parts, raw materials and equipment from business
partners that give sufﬁcient consideration to the environment.
Our Environmentally Preferable Purchasing Guidelines,
which we have formulated to enforce “green” purchasing,
apply not only to parts, raw materials and equipment but
also to packaging materials.
Along with environment-friendly products, we deliver
greater safety and reassurance to customers.

54

Toyota Industries Report 2015

200
0Autonomous study group

Business Continuity Plan (BCP) Activities for
Possible Major Earthquake
We engage in BCP-related activities in anticipation of amajor earthquake in Japan. To improve our preparedness forresuming the supply of products to customers at the earliest
possible opportunity in the event of a disaster, we aremaking concerted efforts with business partners to ensure
the stable supply of parts and raw materials during therestoration of production.
More speciﬁcally, we newly implemented training
determining the extent of damage in addition to seminars tocultivate a deeper understandingon the importance of disasterprevention and disaster mitigation
workshops (tabletop exercises)that help business partners
formulate and implement their own
Disaster mitigation workshop
mitigation plans.
n BCP Activities

Localization of Business for Good Corporate
Citizenship

Topic

FY2013

Action policy

Determining
current status

Scope of activities
Supply chain surveys
Activities

In view of increased local production outside Japan, we
promote procurement from local business partners in order
to contribute to the local community through consolidated
subsidiaries.

Basic Perspective

400

FY2014FY2015

Reinforcing disaster mitigation
Hoeikai (business partners)
Suppliers of major parts

Improving accuracy through periodic surveys

Earthquake workshops

Tabletop exercises

Disaster mitigation plans

Formulation and aggregation

Training for determining extent
of damage

Periodic training

Toyota Industries continually carries out timely andappropriate information disclosure for shareholders andinvestors. In this way, we raise management transparency
so that we obtain an appropriate company valuation in stock
markets. We provide not only information required under
disclosure laws and regulations but also information on ourmanagement policy and business activities. Also, we
engage in various investor relations activities to facilitate
productive dialogue with shareholders and investors andfeed back their comments to executives and relevantbusiness divisions to reﬂect them in our business activities.

from outside Japan
Vehicle assembly plant tour hosted byrequesting a meeting, we
Toyota Industries (Dec. 2014)
visit some of them toexplain our management policies and business overview.
We also participate in conferences hosted in Japan by
securities companies and hold individual meetings. For
individual investors, we have started holding company
information sessions to promote an understanding of ourbusiness and management policies.
Toyota Industries also provides a variety of information,
including ﬁnancial information as well as an overview of ourbusiness and various initiatives, via the company Website.
We use RSS feeds (in Japanese) to promptly provide thelatest information.
n Major IR Activities
For institutional investors and securities analysts in Japan

General Shareholders’ Meeting
We hold our annual general shareholders’ meeting early to
avoid the date on which many companies hold theirrespective shareholders’ meetings so that moreshareholders can attend. We are laying the groundwork forfurther facilitating the exercise of voting rights of ourshareholders by allowing them to exercise such rights via
the Internet and by joining the electronic voting platform for
institutional investors.
We held our 136th General Shareholders’ Meeting on
June 13, 2014, in which 348 shareholders participated. To
foster a better understanding of our business activities, we
invited our shareholders for a lift truck plant tour following
the general shareholders’ meeting.
■ Number of Participants(Persons)

132nd

133rd

134th

135th

136th

Shareholders’ meeting

299

320

363

396

348

Plant tour

90

112

132

185

144

Investor Relations Activities
For institutional investors and securities analysts, ourmanagement conducts brieﬁng sessions to explain ourquarterly ﬁnancial results, including business performance,
progress achieved at each business division and future
initiatives. In addition to accepting individual interviews andmaking visits to institutional investors, we host plant tours(vehicle assembly, car air-conditioning compressors, etc.) to
explain our approach to manufacturing and on-site initiatives
and facilitate a deeper understanding of Toyota Industries.
To respond to the growing number of institutional investors•Quarterly financial results briefings •Individual interviews/visits•Small meetings •Teleconferencing •Company-hosted plant tours•Issuing/delivering Toyota Industries Reports
For institutional investors from outside Japan•Individual interviews/visits •Teleconferencing•Participation in conferences hosted by securities companies•Issuing/delivering Toyota Industries Reports
For individual shareholders and investors•Company information sessions •Company-hosted plant tours•Issuing/delivering notice of general shareholders’ meeting•Issuing/delivering business reports

Returning Profits to Shareholders
Toyota Industries regards ensuring shareholder benefits as
one of the most important management policies.
Accordingly, we strive to continue paying dividends andmeet the expectations of shareholders upon taking into
consideration such factors as business results, demand forfunds and the consolidated payout ratio. For fiscal 2015,
Toyota Industries paid annual cash dividends per share of¥110.0 (interim cash dividend per share of ¥50.0 and yearend cash dividend per share of ¥60.0).

Relationship with Our Business Partners / Relationship with Our Shareholders and Investors

Fair Business Transactions Based on an Open
Door Policy

Relationship with
Stakeholders

Toyota Industries encourages open procurement and seeks co-existence and co-prosperity
with our business partners (suppliers) based on mutual trust. We also facilitate environmentally
preferable purchasing, CSR-oriented procurement practices and disaster prevention activities
for a possible major earthquake.

Relationship with Our Shareholders and Investorsn Cash Dividends per Share (Annual) and Consolidated Payout Ratio
(¥)
120

(%)
30

100
80

20

60
10

40
20
0

(FY)

11

12

13

14

15

0

55

Relationship with Our Associates
Initiatives for Health Management andImprovement

Our ultimate goal is to create safe and secure workplaces for everyone, where each and every associate
can exercise their diverse potentials and play active roles.

Workshop for managers and supervisors

Safety Vision
Each and every associate in the Toyota Industries Group,
guided by the spirit of our corporate creed,aims to create a corporate culturethat places a top priority on maintaining safety in all areas
and focuses on mutual courtesy and safety
as well as realizing workplaces
where associates work each daywith a sense of happiness and pride.
July 1, 2013

Our efforts to foster a safety-oriented culture involve
such basic practices as pointing and calling on passages
within plant sites and prompting activities to each other formutual enlightenment. We believe that such simple yet
repetitive practices will form the foundation for preventing
industrial accidents.
In fiscal 2015, we developed e-learning materials forsafety education and worked to raise our safety and healthlevels by using them in workplace meetings.
Steady implementation of these various initiatives
resulted in a certain year-on-year improvement in thefrequency rate of lost workday injuries in fiscal 2015. We willcontinue these initiatives to further instill a safety culture
among associates.

Physical ﬁtness measurement conductedduring age-based health educationn Frequency Rate of Lost Workday Injuries(%)
1.2

Manufacturing industryn Major Health Promotion Activities in Fiscal 2015

1.0
0.8

Good
Manufacturers of transportation
machinery and equipment

0.6

Safety workshop for staff of our bases in China

Instilling and further augmenting a safety culture requireleadership and strong awareness among managers andsupervisors. In fiscal 2015, we started providing education
to all managers and supervisors to enhance their56

Toyota Industries Report 2015

0.4
0.2
0

Toyota Industries
(FY)

11

12

13

14

15

(Source: Survey on Industrial Accidents, Japan’s Ministry of Health, Labour and Welfare)Participants of age-based health education(1,654 persons)

Persons having completed guidance programon prevention of lifestyle diseases(507 persons)

Stop smoking enlightenment events• World No Tobacco Day: One-day no smoking (May 31)• No Smoking Days: Half-day no smoking (for three days)
Participants of stop smoking campaigns(held jointly with health insurance association)(46 persons)Participants of walking events(held jointly with health insurance association)(1,619 persons)Technical Skills

Management Skills

Expertise/skills/know-how

TPS, QC, SQC, etc.
Ability to identify and resolve issues
Ability to merge multiple levels of skill

Team Strength

LeadershipTo pursue improvements
thoroughly and continuously

Spirit of Harmony

Relationship with Our Associates

In accordance with our fundamental policy of “creating
people capable of autonomously maintaining occupationalsafety and health,” Toyota Industries strives to prevent
industrial accidents and occupational disorders as well as
realize better work environments.
Based on the idea of building “a homelike atmosphere atwork that is warm and friendly” as stated in the Toyoda
Precepts, we clarified “the true meaning of safety” and “theform of safety we seek” and formulated the Safety Vision in
fiscal 2014. With the aim of fostering a safety-oriented
culture, we have promoted activities to instill the vision
throughout the Toyota Industries Group. In September 2014,
we held a safety workshop for top management and safety
and health officers of our bases in China, thereby
completing dissemination of the vision to Group companies
throughout the world.

understanding of the Safety Vision and help them recognize
the true meaning of “zero industrial accidents,” issues toovercome and the required mindset. During fiscal 2016,
education to all eligible persons will be completed and asystem set up to educate newly appointed managers andsupervisors for raising safety awareness on an ongoingbasis.

Toyota Industries believes that it is essential to enhanceteam strength so that each associate can work with vitality
and the Company can achieve sustainable growth.
We believe that team strength is made up of “technicalskills” that form the basis of manufacturing operations,“management skills” to make maximum use of technicalskills and “spirit of harmony” that supports both. Whilefurther enhancing our team strength, we are striving toextend and hand it down beyond all business domains,
generations and geographic regions.

Relationship with
Stakeholders

Building a Safety-Oriented Culture That Aims
for Zero Industrial Accidents

As a task for the medium term, we are promoting associate
health improvement programs to counter risks associatedwith aging and greater stress.
Speciﬁcally, we proactively provide health guidance toprevent lifestyle diseases from developing into metabolic
syndrome and actively encourage follow-up after annual
health checkups. We also conduct periodic age-based
health education for all associates to maintain and promote
their health and wellness.
In fiscal 2015, the scope of our age-based healtheducation was extended to include trial programs focusedon prevention of lifestyle diseases. Moreover, along withspecific health guidance required by the Japanese
government, we began to provide health promotion
guidance to associates below the age of 40 to help them
improve lifestyle habits early on.
As part of mental health care activities, we have in placea system to offer early consultation through a health-related
hotline. Other activities include upgrading our preventive
self-care/line-care education and operation of a return-towork support program for persons on long-term leave forprevention of relapses. We have successfully achieved somepositive results through these activities.

Enhancing Team Strength

Teamwork
Well-roundedhumanity

Technical Skills
To develop skills to
support manufacturing,
the Technical Learning
Center, one of ourtraining facilities, plays
the central role inassociate education,offering basic skills
training at the TechnicalTraining School and52nd National Skills Competition(electrical welding category)facilitating efforts toenhance the skills of young technical staff through in-houseskills contests. We also work to cultivate highly skilled
specialists through participation in the national andinternational skills competitions.
At the 52nd National Skills Competition held in 2014, theToyota Industries team won one gold medal in the “electricalwelding” category and received prizes in various othercategories, thereby attaining medals for the 14th
consecutive competition.
n Number of Medals Won at the National Skills Competition
FY2013

FY2014FY2015Gold medal

—

1

1

Silver medal

1

2

3

Bronze medal

4

3

1

Total

5

6

5

Management Skills
We conduct TICO Business Practices (TIBP) training
targeting associates in administrative and engineering fields,with the aim of mutually sharing the thinking and values that57

Relationship with Our Local Communities
2014. The foundation aims to foster more active
participation of female workers in the entire manufacturingindustry, including the auto industry. Specifically, it seeks toincrease the number of female students majoring in scienceand engineering by appealing the attractiveness ofengineering work and provides career development support
to female students in the science track.
Looking ahead, we will promote systematic recruitment
and development of female associates while working toward
the goal of tripling the number of female associates inmanagerial positions to 75 by 2020 versus the 2014 level.

n Ratio of Associates with Disabilities (Non-Consolidated)
(%)
2.3
2.2
2.1

Establishing Work Environments Where
Diverse Human Resources Can Play Active
Roles

2.0
0

(FY)

13

14

15

Ofﬁce takes the initiative in carrying out activities.

Activities as a Good Corporate Citizen
Based on “Respect for Others” as described in our Basic
Philosophy, we strive to fulﬁll our role as a good corporate
citizen in every region where we do business and actively
engage in social contribution activities to realize an enriched
and healthy society. In our activities that emphasize social
welfare, youth development, environmental protection andcommunity contribution, we not only provide cooperationand support through personnel, facilities, funds and knowhow but also strive to closely connect with participants. To
foster employees’ awareness of their ties to society andraise their interest in contributing to society, we makeenlightenment efforts such as sharing information on
volunteer activities and providing a venue for volunteer
activities that encourage the participation of all employees.
Employee associations* are actively undertaking various
activities to contribute to local communities, mainly in theareas of supporting welfare facilities and protecting thenatural environment.
* Voluntary organizations formed by employees at each job level

We are implementing a variety of measures to create work
environments where a diverse range of human resources
can fully exercise their capabilities. These include promoting
active roles of female associates, supporting the employmentof persons with disabilities and creating an environment inwhich older associates can work more actively.

Creating a Work Environment for Older Associates
We focus on creating a better work environment for older
associates by adjusting the height of jigs in production lines
and modifying processes to compensate for deterioration ofvision so that they can work with less stress.
Moreover, since the introduction of a re-employment
system for associates who reach the mandatory retirement
age of 60, the number of associates who choose tocontinue working has been increasing. In response, we hold
“55 Career Training” for associates reaching the age of 55 togive them an opportunity to envision life and work after theage of 60 and think about how they should work during theremaining pre-retirement period.

Promoting Active Roles of Female Associates
We promote active roles of female associates with a focus
on “supporting balancing work and family,” “supporting theircareer development” and “reforming our corporate culture
and awareness.”
We also support and participate in the Toyota Female
Engineer Development Foundation established in December
n Initiatives for Promoting Active Roles of Female Associates~ FY2008

FY2009FY2010FY2011

Enhancing support systems for balancing work and family•Extending the period of childcare leave•Introducing a leave system to allow
parental care of children with illnesses•Establishing on-site day care
•Introducing a “welcome-back”
system*

FY2012FY2013

FY2014•Introducing a shorter work-hour system for child care

FY2015•Introducing a telecommuting system(from Apr. 2014)

Cultivating corporate culture•Opening a Diversity Navi page on the intranet •Holding exchange meetings and lectures to share experiencesof female associates in balancing work and family

Increasing the ratio of female associates•Starting to recruit main career track female associates(for engineering positions in 1986 and administrative positions in 1996)•Seminars for female students in science track•Increasing recruitment of female associatesfrom non-engineering university departments
Cultivating career consciousness•Individual interviews with female•Sending trainees overseas
assistant managers and their superiors•Formulating individual development plans* A system to enable reinstatement under certain preconditions

58

Toyota Industries Report 2015

Structure for Promoting Social Contribution
Activities
The CSR Committee deliberates on policies of our social
contribution activities while the Social Contribution Group
within the General Administration Department at the Headn Major Social Contribution Activities of Toyota Industries andGroup Companies
Theme

Activities

Events to interact with persons with disabilities (e.g., clam digging excursions
and harvest festival)
Support for welfare facilities (e.g., charity bazaars, facility cleanup/repair/weeding)SocialCollaborative Group-wide fundraising drives
welfareDonation of wheel chairs (China) (P.60)
Support for the disadvantaged via participation in charity event (U.K.) (P.60)
Food donation to a food bank through Christmas charity activities (U.S.A.)
Housing construction/repair to assist international support organization (U.S.A.)
Support for Youth Invention Clubs (e.g., monozukuri workshops during summer
vacations and handmade kite-flying competitions)
Youth
Providing plant-hosted environmental education to elementary school children
development Holding mini concerts at elementary schools (P.59)
Accepting junior high school students for work experience programs
Educational support to a tribal society via support organization (India)
Tree thinning activities for conservation of prefecture-owned forests andproducing and donating benches made of thinned wood
Tree-planting activities for reforestation
Environmental Support for environmental festival through participation and financial
protection assistance (Sweden)
Tree-planting activities on Mt. Papandayan (Indonesia) (P.60)
Raising awareness for environmental protection and promotion activities forWorld Environment Day (China)
Participation in local traditional events
Road cleanup activities in areas around plants
Activities to raise awareness for traffic safety
Community Crime prevention patrols
contribution Highway cleanup activities (U.S.A.) (P.60)
Holding technical seminar for air conditioner maintenance (Indonesia)
Collecting and selling PET bottle caps and donating proceeds to local hospital(Spain)Donating prizes to local sports event as a sponsor (India)
Holding charity concert as a sponsor
Other
Support as volunteers for international NGO in collecting spoiled postcards
Periodic blood donation drives at each plant

Relationship with Our Associates / Relationship with Our Local Communities

Employment of Persons with Disabilities
We respect the idea of people with and without disabilities
working together and sharing life and work values. Under
this basic policy, we continue to employ persons withdisabilities every year. They are assigned to a variety ofsections and work with other members to perform theirdesignated tasks. In ﬁscal 2015, the ratio of associates withdisabilities on a non-consolidated basis was 2.21%.

Spirit of Harmony
Toyota Industries is creating a bright, energetic and caring
work environment that fosters a dynamic workforce andallows every member to demonstrate his or her capabilities
both as an individual and as a team. We are proactively
encouraging communication not only during work hours but
also through social gatherings, sports days, summer
festivals, Group-wide ekiden long-distance relay races andcheer squads for various sports events.

With a view toward creating an enriched and healthy society and ensuring its sustainable growth, we fulfill
our role as a good corporate citizen and actively undertake social contribution activities in every region
where we do business.

Relationship with
Stakeholders

the Company gives importance to, as well as to improve ourassociates’ problem-solving capabilities. To share thethinking and values all across the Toyota Industries Group,
we conduct TIBP training atour bases outside Japan, inparallel with the same training
we conduct in Japan. In asimilar aim, we hold a global
human resources conferenceof human resources
administrators from ourbases outside Japan.
Global human resources conference(Activities without country designation were conducted in Japan.)

Activity Example of Toyota Industries (Japan)
Mini Concerts at Elementary Schools
Since fiscal 2011, we have been inviting globally active
musicians and holding mini concerts at elementary schools
located near our plants. In fiscal 2013, we also started
organizing such concerts in areas affected by the Great East
Japan Earthquake.
These concerts, being held in school gyms andclassrooms as part of music class, allow children to listen to
and closely see the live performance of first-rate musicians.
We plan these concerts with the hope to foster a richhumanity, letting children feel the sounds and resonance ofmusical instruments,
Mini concert at elementary school
performers’ intake of breathand emotions.
To date, we have held mini concerts at a total of 50
schools for more than 8,000 elementary school children.
Voices of Children• I’ve only heard the violin on CDs and felt happy to see and listen
to the sound of an actual violin.
• Each piece made me feel warm inside.
• I was touched by the music. I want to work hard and make mydreams come true, etc.

n Number of Participants of Elementary School Mini Concerts
FY

LocationObu and Takahama cities, Aichi Pref.

Rikuzentakata and Ofunato cities, Iwate Pref.
Total

Total
(No. of Elementary
Schools)

2011

2012

2013

2014

2015

Total
(Persons)

1,170

1,846

1,195

1,865

1,173

7,249

34

—

—

243

524

720

1,487

16

1,170

1,846

1,438

2,389

1,893

8,736

50

59

Activity Examples of Consolidated Subsidiaries (outside Japan)
China

Donation of Wheelchairs for Persons with
Disabilities

Yantai Shougang TD Automotive Compressor Co., Ltd.
(YST)
Subsidiary producing car air-conditioning compressors
In observance of International Day of Persons with
Disabilities, YST donated wheelchairs to a local welfare
center in December 2014. These wheelchairs werepurchased with contributions collected from employees.
This was the third time since the company’s establishment
in 2012 to undertake this activity, which is highly regarded
locally and was reported on TV and in the newspaper.

Indonesia

P.T. TD Automotive Compressor Indonesia (TACI)
Subsidiary producing car air-conditioning compressors
TACI plants trees to improve the environment every year.
On August 17, 2014, which is Indonesia’s Independence
Day, 50 employees took part in planting trees on the2,665-meter Mount Papandayan. In addition, TACI donatedtrees to a junior high and elementary schools in the Bekasi
Area where TACI is located.

Donating wheelchairs to a local welfare center

U.K.

Support for the Disadvantaged

Planting Trees for Environmental
Protection

Employees who took part in tree planting

U.S.A.

Highway Cleanup Activities

Toyota Material Handling UK Limited (TMHUK)Sales subsidiary for materials handling equipment

Michigan Automotive Compressor, Inc. (MACI)
Subsidiary producing car air-conditioning compressors

In March 2015, together with the entire U.K. Toyota Group
companies TMHUK took part in Red Nose Day* hosted by
Comic Relief, a U.K.-based major charity organization, toraise money. Its flagship campaign is to wear a red noseand the fun-filled fundraising activity was featured ona special TV program.

As part of joint cleanup activities between local citizens andthe government, in April and September 2014 MACI
participated in picking up trash along the highway running
through Jackson County. Approximately 20 participants
wore government-issued, bright-colored vests for safety
and picked up trash for two hours.

* Participants purchase a red nose for £1 to take part in the fundraising event. Proceeds
are used for support projects for the disadvantaged in the U.K. and Africa.

Employees who took part in fundraising

60

Toyota Industries Report 2015

MACI employees engaging in cleanup activity