FY2012 Financial Results

May 8, 2012

Ⅰ．Financial Summary

Financial result FY2012

Performance(Billion yen)

FY2011FY2012

Net sales

1,479.8

1,543.3

63.5

4.3%

Operatingincome

68.7

70.0

1.3

1.9%

Ordinary
income

73.9

80.8

6.9

9.4%

Net
income

47.2

58.5

11.3

24.1%

Change1 /23

Earnings forecast FY2013

Performance(Billion yen)

FY2012FY2013

Net sales

1,543.3

1,650.0

106.7

6.9%

Operatingincome

70.0

85.0

15.0

21.3%

Ordinary
income

80.8

93.0

12.2

15.0%

Net
income58.5

59.0

0.50.7%

Change2 /23

Ⅱ．Start Medium –Term
Management PlanVision 2020
Support industries and social foundation around the world by continuously supplying
products/services that anticipate customers’ needs in order to contribute to a comfortablesociety and enriched lifestyles.

To contribute to a comfortable society and enriched lifestyles
Solution

Key components

Mobility

New productNew productNew productNew productNew product3Es ( Energy, Environmental protection ) <Technological innovation in environment/energy areas>
3Es ( and Ecological thinking) <Technological innovation in environment/energy areas>
Value Chain<Expansion of value chain>
Value Chain<Expansion of value chain>
World Market<Business development in world markets>
World Market<Business development in world markets>
Contribute to realizing asociety with minimum
environmental impact throughtechnological innovation inenvironment/energy areas

Create new business value
by strengthening both
hardware and softwaredevelopment by cultivating
technology “seeds”

Develop businesses allover the world andmeticulously respond toeach region’s customer
needs

Maintain the world’s
highest-level SEQCD byimproving our businessbased on team strengthand TPS

Strengthen growthpotential by leveraging
synergies among
divisions, strategic M&Asand alliances

3 /33

Start Medium –Term Management Plan
RecoveryIndependence&Growth・Having strengthened corporate structure by continuing profit improvement
initiatives since the global financial crisis
・“Recovery” after overcoming the difficulties such as the earthquake
and the flood in Thailand
An “age of turmoil” in which major changes and crises are
becoming commonplace
・“Independence” and aim for further “growth”

96.8
68.7
(¥ Billion)(6.6)

Operating income

70.0

140.0

85.0

22.0
Over
2,000
2,200.0

2,000.5
1,584.2(¥ Billion)

1,377.7Net sales

1,479.8

1,543.3

1,650.0～～08091011121316

FY4 /23

Ⅲ． Our Business Initiatives
Solution
Solution

Key componentsMobility

New productNew productNew product

Energy, Environmental protection

3Es ( and Ecological thinking

New productNew product) <Technological innovation in environment/energy areas>

Value Chain<Expansion of value chain>

World Market<Business development in world markets>Solution / Materials Handling Equipment

Product development centered on 3Es

Diversified each region’smarket needs

Intensified price competition

Matching the needs of markets, introduce global modelsto improve price competitiveness◆ Standardize basic platform and create modules matched to the needs of each market◆ Improve price competitiveness by standardizing components and optimizing production places and suppliers of components◆ Improve fuel and electricity efficiency by product development centered on 3Es

Model

8 FBN
(1.5t – 3.0t electric lift truck)

Production place

China

Sales destination

・Started sales for the Chinese market
in May 2011

Examine further
expansion of both models
and sales destinations

・ Started sales for the ALOMA* markets

in January 2012

* Asia,Latin America,Oceania,Middle East、Africa

5 /23

Solution / Materials Handling Equipment

Strengthen sales capabilities and value chain

Expand value chain

Developedcountries

North
America

Make leading distributors
into subsidiaries

Europe9 distributors (since 2007)

Integrate distribution channels
29 countries (since 2006)

・Expand sales by utilizing broad product lines
・Enhance profitability of entire value chain including services
Strengthen sales network
China

Emerging
countries

Establish joint venture sales
company and start operations(Sep. 2011)

India

Establish sales/service company
and start operations(May 2011)

Expand sales by strengthening
service capability
Implement training programs at Global
training center for service trainers fromaround the world

Practical training forservice trainers ofALOMA markets

・Increase sales by strengthening sales network meeting demand increase・Make a difference with service quality which is crucial for production goods

6 /23

Solution / Materials Handling Equipment

Build Global Production and Supply Structures

・Produce lift trucks at the bases near each market
・Produce key components at an optimally located country and supply to each plant
BTTIESA

China

Raymond
RMD (since Feb. 2012）

Cesab

TIK

TICO
BTMF(since Jan. 2012)

Raymond
TIEM

Vietnam TIEV (since Apr. 2012)

Supply keycomponents
to each plantBrazilEstablish new plant

TMHM

Meet growing Brazilian market
newexisted

Model：Internal-combustion lift trucks
Commence production ：Oct. 2013
Volume：5 thousand units (FY2015)7 /23

Solution / Textile Machinery

Enhance the appeal of products by collaboration with Uster

Acquire the ownership of Uster in Switzerland to strengthen the partnership
Advantage of Toyota Industries
・ Global No.1 * market
share of air-jet looms
・ Years of experience andexpertise in spinning frames

Advantage of Uster Technologies
Synergies

・Provide global standards ofyarn quality
・Superior sensing and information
handling technologies

Further enhance the appeal of products by utilizing the expertise of Uster for our product development＜ Profile of Uster ＞* Survey by Toyoda Industries Corporation：Uster Technologies AG
1.Corporate name
：Uster, Zurich, Switzerland
2.Location
3.Business description：Development, production and sales of Yarn testing
instruments and cotton classing instruments：188M CHF
4.Net sales(Dec.2011)： 36M CHF
5.Net income

8 /23

Ⅲ． Our Business Initiatives
Key components
Solution

Key components

Mobility

New productNew productNew product

Energy, Environmental protection

3Es ( and Ecological thinking

New productNew product) <Technological innovation in environment/energy areas>

Value Chain<Expansion of value chain>

World Market<Business development in world markets>

Key components / Compressor

Product development centered on 3Es
Electric type

Toyota Industries Sales units【Market】

・All the auto makers accelerate（Million units）

development of HV and EV30

【Our response】◆ More compact, lighter weight25

and quieter products
Variable-displacement type

20

・More strict fuel efficiency regulationsin developed countries
・Progressively-increased demandin emerging countries◆ Improve competitiveness by fuelefficiency◆ Optimum balance between
performance and price15105

Fixed-displacement type
・Persistent demand in ASEAN and India～～

095 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13◆ Further improve reliability of16（FY）

the product◆ Strengthen price competitiveness

9/23

Key components / Compressor

Optimize production and supply structure

Response to changes of market needs and demand increase
Our response

Market trend
North America
Europe ASEAN1) Response change of needs from fixed-displacement type to variable-displacement type・Shift the plant for fixed-displacement type to variable-displacement typeGrowing needs forand increase production capability
variable-displacement
・Increase production capability of the plant for variable-displacement type
type due to more strict
fuel efficiency regulations 2) Increase local procurement ratio to aim to minimize the impact of currency fluctuations
・Establish a production company for components of variable-displacement type(Commence production in Sep. 2013)
Expanding demand1) Increase production capability of the production base in Germany
due to export to emerging
2) Increase local procurement ratio
countries
Continuing expansion ofauto market

1) Increase production capability of the production base in Indonesia
2) Centralize the production of small fixed-displacement type in Indonesia
3) Increase local procurement ratio

China

Trend to focus on quality 1) Promote sales activities to local auto makers, in addition to foreign capital companies
2) Increase production capability of the production base in China
by local auto makers
3) Increase local procurement ratio【Build production and supply structure of compressor in the areas where leading auto makers assembly plants are located】
1) Build structure minimized the impact of currency fluctuations

2) Reduce supply lead-time

10 /23

Key components / Electronics

Develop and promote sales of Car Electronics products

OtherAutomakers

Based on the sales record for Toyota HV and new products
development centered 3Es, promote sales for other auto makers
Components fordrive systems

ToyotaMotors◆Prius PHV◆ Aqua/ Prius C◆ Prius α/ Prius V/ Prius +Nissan,Chrysler,Mercedes,Hyundai◆ Lexus CT200ｈ

Third-generation PriusHarrier HVEstima HV●Third-generation Prius● SAI600ｈ

Produce auxiliary
power source devices
for Toyota Motors andother auto makers

Motors● Alphard HV● Lexus CT200ｈ● Lexus RX450ｈ

09/4Toyota● Prius α / Prius V/ Prius +● Lexus HS250ｈ● ● Lexus LS● Aqua / Prius C

10/4

11/4

12/4～～●● Prius PHV

Auxiliary powersource devices◆●

OtherAutomakers

15/4

Promote sales of components for drive
Produce components for drive systems(PCU*components) and promote sales of auxiliary systems (PCU* assy, motor) and auxiliary
power source devices for Toyota Motor
power source devices for Toyota Motors
and other auto makers*：Power Control Unit

11 /23

Ⅲ． Our Business Initiatives
MobilitySolution

Key components

Mobility

New productNew productNew product

Energy, Environmental protection

3Es ( and Ecological thinking

New productNew product) <Technological innovation in environment/energy areas>

Value Chain<Expansion of value chain>

World Market<Business development in world markets>

Mobility / Vehicle

Assuming a greater role in development and production

Vehicle◆Initiative from development through production【Developed models】
99 00 01 02 03 04 05 06 07 08 09 10 11bB
PREMIO/ALLION
ist
PLATZ
PRIUS
★
bB open deckVitz/YARIS
★
★
RAV4
BELTA
★
MARKX ZiOVANGUARD
WISH★ our production★ Vitz/YARIS◆Strengths in production
・The highest level of quality, cost and delivery(QCD) inthe Toyota Group・Quickly start up production
・Flexible structure in terms of production volume andvehicle models

Enhance the role in the Toyota group plants
by improving the strengths in production

Components

Develop a number of types of vehicle
in addition to manufacture
Further improve overall level of quality, cost anddelivery(QCD) by implementing development
through production totally

The Prius α, launched in May 2011 is fittedwith our plastic glazing as a panoramic roof
Contribute to lowering the weight of automobile
bodies by increasing our product line and thenumber of vehicles installing our products

12 /23Assuming a greater role in the field ofboth vehicle and industrial diesel engines

Mobility / Engine
Vehicle diesel engine

Market Trend(10(万台)thousand units)
2,000

Diesel Market
1,500

Others

1,000

ASEAN & India

500

Europe0111213141516

・Market expansion with the increase ofmechanization in China and India

4,000Diesel Market
3,000Japan

2,000Europe
North America
India

1,000

China013

・Enhance development structure to promote
development of mass-produced engines

Market Trend(千台) units)(thousand12

Our Response

FY

Industrial diesel engine

11・Market expansion in Europe and emerging
countries such as ASEAN and India

141516FY

Our Response
・Develop fuel efficient and low costcompetitive industrial diesel engines
・Build optimized structure of production,
sales and service

13 /23

Integrate technologies of each business unit

Develop logistics EV “e-Porter”

Develop new products utilizing technologies of each business unit

Solution

Key components

MobilityNew productNew productNew productPower train unit for EV

New productNew product

Electric compressorfor car air conditioner

14 /23

Integrate technologies of each business unit

Develop logistics EV “e-Porter”

Contribute to improvement of logistics efficiency in a smart mobility society
and reduction of CO2 emissions
Integrate technologies of energy saving, electrification and lighter weightbased on 3Es, transcending business units

Energy saving

Electrification

Lighter weight

Power train unit for EV
Lean automobile body structureby developing a dedicated platform for EV
Onboard charger
DC-DC converter
Electric compressor

15 /23

Ⅳ． Financial Results

FY2012

Performance(Billion yen)

FY2011FY2012

Change1,479.8

1,543.3

63.5

4.3%

Operating income

68.7

70.0

1.3

1.9%

Ordinary income

73.9

80.8

6.9

9.4%

Net income

47.2

58.5

11.3

24.1%

Net income per share¥151.51¥188.02¥36.51-Dividends per share

¥50

¥50-

-Year-end

¥25

¥25-

-

Dividend ratio

33.0%

26.6%

--

Investments in tangible
assets

38.2

58.4

20.2

52.7%

Depreciation

62.3

59.8(2.5)(4.1%)¥/US$¥86¥79(¥7)-¥/Euro¥113¥109(¥4)-Net sales

Exchange rate

16 /23

FY2012

Performance(Billion yen)

As of March
31, 2011

As of March
31, 2012

Total assets

2,481.4

2,656.9

175.5

7.1%

Total net assets

1,075.9

1,197.8

121.9

11.3%

Total net assets
per share¥3,300.17¥3,662.26¥362.09-

Equity ratio

41.4%

43.0%

--

Consolidated
subsidiaries

162

176

14

-

Change17 /23

FY2012Segment Information
 Net sales(¥Billion)

900
800

FY2011[Operating Income]

FY2012[32.8][21.2]

804.1 803.1400
350

700

300
[38.2]

250

570.7

600
[23.9]

500

197.3 197.1 191.8 206.5

200

490.6

150
100

400

39.3 45.0

50300

0200
100

375.5
354.4

[5.3] [4.6]107.7 92.9 [2.5] [2.0][3.4]

VehicleEngineCar airconditioning
compressor

Foundry,electronics
parts

[3.6]

42.7 38.5 34.4 37.90Materials
handling
equipment

Logistics

Textilemachinery

Others18 /23

FY2012 / FY2013 Forecast

Unit sales(Thousand units)

FY2011FY2012

ChangeVitz (Yaris)

181

180(1)

150(30)

RAV410993(16)12128

5504(1)

Vehicle295278(17)

275

(3)

Diesel

382

397

15425

28

Gasoline232

213(19)

225

12614

610(4)

650

40

18,830 21,550 2,720

25,0003,450Mark X ZiOEngineCar airconditioning
compressor

FY2013

ChangeMaterials
handling
equipment

153

184

31

195

11

Air-jet loom

7.2

5.2(2.0)

4.5

(0.7)
19 /23(7.0)

Increase in expenses
and others

Increase in labor cost

Negative impact of
exchange rate fluctuations

Increase in raw material cost

80.8
Changes in the net amount of
non-operating income andnon-operating expense

Cost reduction

FY2012FY2011(3.5)
Increase in sales volume

73.9(20.3)+27.2(4.0)
+18.0

(5.8)
+3.6

(Billion yen)

+5.6

FY2012

Change in Ordinary Income

20 /23

FY2013 Forecast

Performance(Billion yen)

FY2012FY2013

Change1,543.3

1,650.0

106.7

6.9%

Operating income

70.0

85.0

15.0

21.3%

Ordinary income

80.8

93.0

12.2

15.0%

Net income

58.5

59.0

0.5

0.7%

Net income per share¥188.02¥189.29¥1.27-

Dividends per share

¥50

¥55

¥5-

Year-end

¥25

¥30

¥5-

Dividend ratio

26.6%

29.1%

--

Investments in tangible
assets

58.4100.0

41.6

71.2%

Depreciation

59.8

62.02.2

3.6%¥/US$¥79¥80¥1-¥/Euro¥109¥105(¥4)-Net sales

Exchange rate

21 /23

FY2013 Forecast

Segment Information Net sales(¥Billion)

FY2012[Operating Income]

FY20131,000
900[21.2]

400

870.0

350

803.1

800

300

700

250
[38.2]605.0

240.0
197.1

200

570.7

600

354.4 360.0

209.0 206.5

150

500

100

400

50300

0200

45.0

VehicleEngineCar airconditioning
compressor

61.0Foundry,electronics
parts

[4.6]

92.9 95.0 [2.0]
[3.6]
45.0
38.5
37.9 35.0

1000Automobile

Materialshandlingequipment

Logistics

TextilemachineryOthers

22 /23

Changes in the net amount of
non-operating income andnon-operating expense
Increase in expenses and others

Negative impact ofexchange rate fluctuations

Increase in depreciation

Increase in raw material cost

Increase in labor cost

Cost reduction

FY2013
FY201293.0(2.8)
Increase in sales volume80.8(21.8)+34.0(0.5) (5.5)
(2.0)
+18.0

FY2013 Forecast

Change in Ordinary Income+16.0 (6.5)(Billion yen)

(4.5)

23 /23

Cautionary Statement with Respect
to Forward-Looking Statements
This presentation contains projections of business results as well as statements regarding
business plans, forecasts, strategies, and other forward-looking statements that are not tobe taken as historical fact. Projections and forward-looking statements are based on thecurrent expectations and estimates of Toyota Industries and its Group companies. All
suchprojections

andforward-looking

statements

arebasedonmanagement’s

assumptions and beliefs derived from the information available to it at the time ofproducing this report and are not guarantees of future performance. You should also beaware that certain risks and uncertainties could cause the actual results of Toyota
Industries and its Group companies to differ materially from any projections or forwardlooking statements appearing in this report. These risks and uncertainties include, but are
not limited to, the following: 1) economic trends, 2) various competitive pressures,3) changes in relevant laws and regulations, and 4) fluctuations in exchange rates.