Toyota Industries Report 2013

Corporate Social Responsibility
P

CSR Policy
Corporate GovernanceP

Relationship with Our Associates

43− 49P

Relationship with Our Customers
P

42
50

51− 52

Relationship with Our Business Partners

P

53

Relationship with Our Shareholders and Investors

P

54

Relationship with Our Local CommunitiesP

55− 5641

CSR Policy

Corporate Governance

Based on the CSR Policy formulated with the aim of realizing the Basic Philosophy that carries on the spirit offounder Sakichi Toyoda, the Toyota Industries Group contributes to the harmonious and sustainable developmentof society and the Earth.

As a global company operating in various countries and regions, Toyota Industries seeks efficient management
while maintaining and enhancing the fairness and transparency of its corporate activities.

■ CSR Areas

CustomerFirst
SocialContributions

Environmental
Conservation

Respect for
Employees

Contributing to Sustainable
Development in Harmony
with Society and the EarthFair andTransparent
Business
Activities

ComplianceManagementof Confidential
Information

42

Toyota Industries Report 2013

Safety and
HealthTimely andProper
Disclosure

Preamble• We contribute to the harmonious and sustainable developmentof society and the Earth.
• We comply with local, national, and international laws andregulations as well as the spirit thereof.
• We believe that management interacting with its stakeholders isof considerable importance.
• We expect our business partners to support this initiative andact in accordance with it.
Customers• Based on our philosophy of “Customer First,” we provide
innovative, safe, and high-quality products and services.
• We endeavor to protect the personal information of customers
and everyone else with whom we are engaged in business, inaccordance with the letter and spirit of each country’s privacy
laws.
Employees• We respect our employees and encourage personal growth forour employees.
• We support equal employment opportunities and diversity forour employees and do not discriminate against employees.
• We strive to provide fair working conditions and to maintain asafe and healthy working environment for all our employees.
• We respect and honor human rights and do not use or tolerate
any form of forced labor or child labor.
• Through communication and dialogue with our employees,
we build and share the value of “Mutual Trust and Selfresponsibility.”• The management of each company takes leadership in
fostering an ethical corporate culture.
Business Partners• We respect our business partners and work to realize mutual
growth based on mutual trust.
• Whenever we seek a new business partner, we are open to any
and all candidates, regardless of nationality or size, and evaluate
them based on their overall strengths.
• We maintain fair and free competition in accordance with theletter and spirit of each country’s competition laws.
Shareholders• We strive to enhance corporate value for the benefit of ourshareholders.
• We provide timely and fair disclosure on our operating results
and financial condition.
Global Society/Local Communities[Environment]• We strive to develop, establish, and promote technologies
enabling the environment and economy to coexist
harmoniously. We work to reduce the effect of climate change
and preserve biodiversity.
[Community]• We operate our business so as to earn the trust of respective
communities.
• We pursue safer, cleaner technologies that meet the evolving
needs of society.
• We do not tolerate bribery and maintain honest and fairrelationships with government agencies and public authorities.
[Social Contribution]• We actively promote and engage in social contribution activities
that help strengthen communities and contribute to theenrichment of society.

Basic Perspective of Corporate Governancemanagement policies, medium-term business strategies
and major investments.
Toyota Industries has a divisional organization system,with significant authority delegated to each businessdivision. For especially crucial matters, however, we haveestablished the Business Operation Committee to enable
the president to meet with the heads of each businessdivision regularly to monitor and follow the status of theirbusiness execution. At meetings of the Management
Council, directors, managing officers and audit &supervisory board members convene to report andconfirm the monthly status of business operations andshare overall deliberations at Board of Directors meetingsand other management-related information.
In addition, issues pertaining to human resources,quality, production, procurement and technologies are
discussed at the corresponding functional meetings. We
have also put in place committees to deliberate on more
specific matters, such as CSR, the environment, humanresources development and export transaction controls.
These functional meetings and committees discuss
important matters and action themes in respective areas.

Toyota Industries strives to enhance the long-term stabilityof its corporate value and maintain society’s trust by
earnestly fulfilling its CSR commitments in accordancewith its Basic Philosophy.
To that end, Toyota Industries strives to enhance its
corporate governance based on the belief that maintaining
and improving management efficiency and the fairness
and transparency of its corporate activities is of utmost
importance.

Corporate Governance StructureImplementation Structure
Toyota Industries convenes monthly meetings of the Boardof Directors to resolve important management matters andmonitor the execution of duties by directors. We also
appoint outside directors who are knowledgeable about
our business operations. They attend meetings of theBoard of Directors and give opinions and ask questions as
deemed necessary. Through this supervisory function ofoutside directors, we ensure the legality and validity of theBoard’s decisions as well as directors’ execution of duties
from an objective perspective. The Management
Committee, which is composed of directors above theexecutive vice president level as well as relevant directors,
managing officers and audit & supervisory board
members, deliberates on a variety of issues concerning
important management matters such as corporate vision,

Audit & Supervisory Board System
Toyota Industries has adopted an audit & supervisoryboard system. Two full-time audit & supervisory board
members and three outside audit & supervisory board
members attend meetings of the Board of Directors tomonitor the execution of duties by directors. At the same

Shareholders’ Meetings
Selection/
Dismissal

Selection/
Dismissal

Selection/
Dismissal

Reporting
Cooperation

Audit &
Supervisory Board

Independent Auditors
Board of Directors

Reporting
ReportingAppointment/
Monitoring

Monitoring
Monitoring

Discussion/
Reporting

Audit &
Supervisory
Board
OfficePresident
Directives

Directives

Accounting
Audit

(

Management
Committee
Deliberates on importantmatters frommanagement’s perspective

Directives

Business Operation
Committee

Management
Council

Follows up on theexecution ofbusiness operations

Reports on andconfirms execution ofbusiness operations) (Discussion/
ReportingDirectives) (ReportingDirectives

ReportingCommittees*
Functional
Meetings*2

Reporting(monthly)

Policies

Directors/Managing Officers
Business Divisions/In-House Company/Departments
Subsidiaries/Affiliates(As of March 31, 2013)

Reporting*2: Functional
Meetings

CSR

Human Resources

Environmental

Quality

Human Resources
Development
Export Transaction
Controls

Monitoring

Safety and Health1)

Reporting*1: Committees

CSR Policy/Corporate Governance* Chaired by the president, the committee convenes twice per year and consists ofdirectors, managing officers and audit & supervisory board members.

Toyota Industries Group CSR Policy (Summary)Corporate Social
Responsibility

Guided by a strong ambition to “contribute to society andthe world through monozukuri (manufacturing),” Toyota
Group founder Sakichi Toyoda devoted himself to “endlesscreativity, inquisitiveness, and the pursuit of improvement”
and made various inventions including the non-stop
shuttle-change Toyoda Automatic Loom, Type G. The
spirit of Sakichi is enshrined in the Toyoda Precepts,
formulated in 1935 and passed down today in our Basic
Philosophy, which we established in 1992 and revised in
1998. (See the inside cover of this report for details.)
The business environment surrounding Toyota
Industries is continuing to evolve rapidly and dramatically.
Regardless of changes in the business environment andvalues, we remain unchanged in our belief that realizing
our Basic Philosophy is the cornerstone of the Toyota
Industries Group’s corporate social responsibility (CSR).
Acting on this belief, in March 2009 we formulated andimplemented the Toyota Industries Group CSR Policy,
which clarifies our relationships with stakeholders, namely
customers, employees, business partners, shareholders
and local and global communities.
The CSR Policy is divided into nine areas, and the CSR
Committee* confirms and evaluates the implementation
status of this policy and promotes CSR activities.

Production

Procurement

Audit Dept.

Internal Reporting
Reporting
Audit

Emergency Profit
Improvement

Technologies

These entities deliberate and follow up on issues inrespective areas.
Emergency Profit Improvement Committee
In response to the rapid downturn in our businessenvironment, Toyota Industries has established the Emergency
Profit Improvement Committee on December 1, 2008
(renamed the Profit Improvement Committee since June 13,2013) directly under the president. We have been carrying out
profit improvement activities throughout the Company via
different subcommittees.

43

time, meetings of the Audit & Supervisory Board are held
once a month to discuss and make decisions onimportant matters related to auditing. The full-time audit &supervisory board members carry out auditing byattending primary meetings and receiving reports directlyfrom directors. Additionally, we have assigned dedicatedpersonnel, while audit & supervisory board members
monitor the legality and efficiency of management throughcollaboration with independent auditors and the Audit
Department.
As a publicly listed company, Toyota Industries strives
to ensure the fairness and transparency of management.
Following the Securities Listing Regulations stipulated
respectively by the Tokyo Stock Exchange, Osaka
Securities Exchange and Nagoya Stock Exchange, we
designated as independent auditors two outside audit &supervisory board members who have no conflicts ofinterest with our shareholders to further enhance ourcorporate governance.

4

3

Checking
andMonitoring

Thoroughly
Informing
Employees

CSR selfassessment

Education on
relevant laws
and regulations

Audit

2

1

Rules/
Policies

Leadership/
Organization

Conduct
guidelines

Declaration by
the presidentInternal rules

Compliance
Committee

Manuals(2)	A compliance committee was set up at the European
headquarters for the materials handling equipment
business. The committee took the initiative in holding
compliance training targeting heads of eachsubsidiary under
the primary controlof the regional
headquarters inorder to strengthen
activities throughout
Europe.
Compliance training*As of March 31, 2013 ormulation of Code of Conduct andF
Dissemination

 stablishment and Reinforcement ofE
Implementation Organization
To promote compliance throughout the Toyota Industries
Group, we have established the Compliance
Subcommittee (led by executive vice president in chargeof administration*) as a subordinate organization to the

Toyota Industries has formulated the Code of Conduct,
which serves as conduct guidelines that should beobserved by employees, and distributed a portable version
to every employee.
At consolidated subsidiaries worldwide, complianceofficers (outside Japan) and compliance committees(in Japan) take the lead in formulating, delivering to andeducating employees on their own Code of Conduct
matched to their respective business lines and corporate
cultures. Toyota Industries’ 32 consolidated subsidiaries inJapan and 57 consolidated subsidiaries outside Japan
have already created their own Code of Conduct and havebeen working to instill an awareness among theiremployees.

 horoughly Informing Employees about
T
Applicable Laws and Regulations
Toyota Industries provides compliance education to alllevels of employees. This includes providing required legal
knowledge to employees according to their job ranks orpositions, familiarizing them with the emergency
procedures that should be followed upon the occurrenceof a problem and educating them on risk management.
To new or young employees, in particular, we provide
easy-to-understand guidance on “what to do” and “whatnot to do” in order to instill compliance awareness basedon laws and corporate ethics, using our Code of Conduct
as an instructional material.
In order to provide effective education, we devise

Independent
auditors’internal
control report

Corporate GovernanceToyota Industries Report 2013

Annual financial report

44Four Pillars of Compliance Activities
We believe that compliance means both adhering to laws
and regulations and observing ethics and social norms.
In order to ensure compliance, it is vital that we raise theawareness of each and every employee.
Under the strong leadership of top management, we
promote compliance throughout the Toyota Industries
Group, including consolidated subsidiaries in and outside
Japan, by formulating a Code of Conduct and thoroughly
informing employees together with checking andmonitoring compliance.

■ Compliance Officers (outside Japan) and Compliance Committees (in Japan) (As of March 31, 2013)
Regional
Representativecompliance officer
for Europe■ Organization for Promoting Compliance

AndreasLundh

CSR Committee

Europe: 36 companies
Give directives

North America:
12 companies

Asia: 12 companies

Compliance Subcommittee
Internal control report

Audit on internal controls by independent auditors(1)	Holding four meetings a year, the Compliance
Subcommittee compiled and reviewed cases of law
violations within the Toyota Industries Group andmeasures taken to prevent recurrence as well as
worked to improve the level of management byencouraging information sharing among the Group
companies.

Report activities■ Internal Control Assessment System (Based on J-SOX)

Detection ofCompliance■ Code of Conduct at Various Subsidiaries

Corporate Social
Responsibility

In accordance with the Corporation Law of Japan, in May
2006 Toyota Industries’ Board of Directors adopted the
Basic Policies for the Establishment of an Internal Control
System (Basic Policies) to ensure compliance, risk
management as well as the effectiveness and efficiency ofbusiness operations after giving consideration to eachbusiness segment’s annual policies and day-to-day routine
management. The CSR Committee, at its meeting held inMarch, assesses the progress made in implementing the
Basic Policies in the year under review and determines
actions for the coming year, including reviewing theimplementation structure and enhancing day-to-day
operational management.
Furthermore, based on the Financial Instruments andExchange Law (so-called Japanese Sarbanes-Oxley Act(J-SOX)), we have established and appropriately operated
an internal control system to maintain the reliability offinancial reporting. The system’s status and progress arereviewed by the Audit Department and audited byindependent auditors. We determine which Toyota Industries
Group companies fall within the scope of J-SOX based on
the degree of impact on the reliability of financial reporting.

Improvement of insufficiencies Review of internal
controls byinternal controls
Audit Department

CSR Committee. Every year, the subcommittee formulates
an action policy and conducts follow-up checks on its
progress on a quarterly basis.
In fiscal 2013, we worked to strengthen complianceinitiatives throughout the entire Toyota Industries Group.

■ Four Pillars of Compliance Activities

Internal Control System

Internal control activities undertaken by eachdepartment and consolidated subsidiary(Establishment and operation of internal controls)

We determined that our internal controls over financial
reporting as of the end of fiscal 2013 are effective, andaccordingly, submitted an Internal Control Report in June
2013. The report was reviewed by independent auditors
and judged fair in their Independent Auditors’ Report.

Departments in charge of legal compliance: 12
supporting department: 1

Japan: 33 companies

Compliance officer
in South America

Edson
Masayuki
UhiedaRegional
Representativecompliance officer
for North America

Timothy A.
BarkerToyota Industries
Corporation

Consolidated
subsidiaries in Japan

Consolidated
subsidiaries
outside Japan

Compliancecommittees

Complianceofficers

Compliance officer
in India

T R Nagaraj

Australia: 1 company

South America:
3 companies

45

■ Compliance Education Provided

Management of Confidential Information

Toyota Industries
Executive training

Rank-based (clerical, technical)
Training by function

Training for affiliated companies

Conducted training for newly appointed executives and legal seminars for executives

Ongoing initiative

Promoted training on quality, safety, the environment, labor, management of confidential
information, export transactions, subcontracting and the Competition Law★9,200 employees★8,200 employees★5,400 employees
participatedparticipatedparticipatedOngoing initiative

Promoted group training via executive training seminars, subcontractor safe work training
and public relation division training, and through visits to dealers★1,400 employees★1,800 employees★1,700 employees
participatedparticipatedparticipatedOngoing initiative

Consolidated subsidiaries
in Japan

Conducted training on the
Code of Conduct, safety, etc.

Not surveyed★11,700 employees
participated★16,100 employees
participated

2012

2013

2011

ス
ン
ア
イ ！
げ
ラ
防
プ
を
ン
反
違

見逃すな！
コンプライアンス違反

ウイゾプラ
コン 参 上コ

Ongoing initiative「インサイダー取引 」を見逃すな！

コンプライゾウ

登場人物※1

Checking and Monitoring Compliance

1 おう！ 久しぶり！

A社のエリート様のお出ましだ！

〇〇高校
同窓会

久しぶり
だな！

2
本当かよ！
すごい
ニュースだな！

自宅にて
実はここだけの話だけど、 3
近々ウチの会社がライバル会社B社をそうだ！今のうちに※2
買収するんだよ。
A社とB社の株を買っておけば大儲けできるじゃん!?

あいつ
景気良さそうだったな。

■ Pamphlet regarding Compliance Hotline

コンプライアンスをわかりやすく解説してくれる勇気あふれる忍者※1 ある会社の株価に影響のある未公開情報を知った人が、その会社の株式の売買を行うこと ※2 自社の機密情報を漏らすことはコンプライアンス違反。罰せられる場合もあります4
よしよし、とりあえずB社の株から買うか 。

注文

5

インサイダー
取引は許しませぬぞ。

ERROR!!

6

コ、コンプライゾウ!?

この情報を僕がどこから得たかなんて誰にもわからないよ。
それに僕1人くらいの取引高なんてタカが知れているし、影響はないよ！

7

インサイダー取引は必ずバレるでござる！
！
それにルール違反を許したら、公正な株取引ができなくなるであろうが！
！

すみません
でした。

ほほー

インサイダー取引は簡単に発覚し、厳しく罰せられます。
インサイダー取引は、証券取引等監視委員会が、未公開情報公開前後の売買状況をきめ細かく監視しているため、「ばれないだろう」はまず通用しません。また、規制を知らず当人に悪意がなくても違反となります。インサイダー取引をすると利益を得たか否かにかかわらず、懲役・罰金刑などが課せられます。未公開情報を知った際には、当該会社の株式の売買をしない、家族や知人にも話さない、ということを徹底してください。

インサイダー取引防止マニュアル

イ

ア

ス
ン
げ！

http : //home.toyota-shokki.co.jp/130：法務/
010：法務/ホームページ/insider_frame.html

インサイダー取引防止事務局

企業倫理相談窓口（相談無料）

第7回

相談方法：電話、電子メール、手紙

中山弁護士
加藤法律事務所【担 当】【連絡先】 電話：052－973－3415
1 （24時間・不在時は留守電へ）
2
ちょっと【メール】 shokki_helpline@nba.tcp-ip.or.jp
このインパクトレンチの調子が悪くて。
あ、そっか。
19日までに修理お願いできる？
【住 所】 名古屋市中区丸の内3丁目20番地6号豊友ビル6F

・匿名でかまいません ・相談者の氏名など秘密は守ります

組長、
注文したらすぐに注文書を出さないといけないのでは？

3

納品日

コンプライゾウ

登場人物「 下請法違反」を見逃すな！

相談方法：電話、電子メール

注文書もありがとうございました。
ばっちり直りましたので。
ん？ あれ？

■ Crisis Response Manual■ Poster for Confidentiality Management Month

社員の皆さんに、コンプライアンスへの理解を深めていただくため、毎号、日常で起こりやすいモラル違反を含むコンプコンプライアンス上の問題について上司などに相談できない場合、下記窓口にご相談ください。
ライアンス上の問題を紹介します。この機会に自分自身の行動を振り返り、コンプライアンスについて勉強しましょう！

【担 当】コーポレート・センター 法務部【連絡先】外線：0566－27－5107 内線：70－2545【メール】 insider-jimukyoku@mm.toyota-shokki.co.jp

Implementation Structure
Business divisions and other departments at the Head
Office develop and promote annual action policies that
integrate measures to prevent and control risks related toquality, safety, the environment, personnel, exporttransactions, disasters and information security. Progress
is assessed and followed up by each functional
management entity such as the CSR Committee and theEnvironmental Committee. At the same time, functional
departments at the Head Office such as those responsiblefor quality, safety and the environment formulate rules andregulations from a Group-wide perspective, including
consolidated subsidiaries. By confirming and following up
on the progress through operational audits and workplaceinspections, they provide support for raising the level ofrisk management at each business division andconsolidated subsidiary.
Our Crisis Response Manual provides specificexamples of significant risks and lays out basic rules forappropriate decisions and actions when a risk becomes
evident or a major problem occurs. This manual is
distributed to executives and those in managerial positionsof Toyota Industries as well as to top management at
consolidated subsidiaries as a means of facilitating risk
management as the Toyota Industries Group.

*1: As of March 31, 2013
*2: Head of each department*3: A person within the department, appointed by the head

見逃すな！
コンプライアンス違反

ウイゾプラ
コン 参 上ラ
インサイダー取引規制について詳しく知り
防プをン
たい場合、インサイダー取引に該当するか
反コ
違な？ と思った場合は法務部ホームページ
でマニュアルを確認してみよう！

(FY)

In order to monitor the status of compliance, we request
internal departments and our consolidated subsidiaries inand outside Japan to perform a compliance self-assessment.
Toyota Industries’ subsidiaries answer a checklist
comprised of 60 to 250 items defined for each of theapplicable laws. If any of these items are found to be
insufficient, each responsible department and respective
subsidiaries work together to make improvements.
We also operate a compliance hotline that allows
employees and their families to seek advice oncompliance-related matters without being exposed tonegative consequences, as well as to make adequate
responses. This compliance hotline is cited in our Code of
Conduct, and we regularly hand out a pamphlet tosubsidiaries’ employees to inform them of the service.

社員の皆さんに、コンプライアンスへの理解を深めていただくため、毎号、日常で起こりやすいモラル違反を含むコンプ
ライアンス上の問題を紹介します。この機会に自分自身の行動を振り返り、コンプライアンスについて勉強しましょう！

第6回

2014

Corporate Governance■ Internal Newsletters

Implementation Structure
Toyota Industries has set up the Information Security
Subcommittee (led by a director in charge of generaladministration*1) as a subordinate organization to the CSR
Committee to promote proper management of confidential
information, taking appropriate actions against the leakageof confidential information and complying with the Unfair
Competition Prevention Act and the Personal Information
Protection Law.
To thoroughly implement the initiatives adopted by thesubcommittee, we appoint information security
managers*2 and information security administrators*3 ateach department. We strive to raise awareness about
information security among their staff by holding
workplace meetings and conducting self-checks regarding
their information security practices.
Examples of such activities include requiring
employees to obtain permission when taking their PCs off
the premises, taking antitheft measures for PCs, restricting
the copying of electronic data on recording media,
monitoring email correspondences and regularly reviewing
rules for management of confidential information.
In addition, we collaborate with other Toyota Group
companies to carry out “All Toyota Confidentiality
Management Month” activities in May and October. As
part of this effort, we are working to discourage and monitor
unauthorized carrying out of PCs and recording media.
Our consolidated subsidiaries in and outside Japan
also appoint respective information security managers andinformation security administrators. We also haveformulated common guidelines concerning managementof confidential information and follow up on their activities
on a periodic basis.

Basic Perspective
Based on the Basic Policies for the Establishment of anInternal Control System, which was set up by the Board of
Directors in May 2006 in compliance with the Corporation
Law of Japan, Toyota Industries is working to strengthen
regulations and a structure to promote risk management.
We regard the following two aspects as the basics of risk
management.
(1)	Incorporating measures to prevent and reduce potential
risks into daily routines and following up on the
progress of implementation(2)	Ensuring quick and precise actions to minimize theimpact on business and society when a risk becomesapparent

Corporate Social
Responsibility

various ways to actively engage employees. For example,
lectures are interactive and participatory, featuring group
discussions to deepen the level of understanding among
participants. We also survey participants’ needs (questions
and concerns) beforehand and offer lectures in responseto these needs, thereby raising the degree of usefulness
and satisfaction of compliance education.
In order to cultivate a deeper understanding ofcompliance among employees, we introduce cases ofpossible compliance violations in monthly internal
newsletters, providing commentaries on problem areas
in detail.

Basic Perspective
Toyota Industries recognizes that the personal informationof customers, employees and business partners as well as
information concerning our technologies and sales
activities are assets that need to be protected. Acting on
this belief, we are making our utmost efforts to safeguard
confidential information and strengthen its management as
one of the CSR areas.

Risk Management

コンプライアンスをわかりやすく解説してくれる勇気あふれる忍者

4
あっそう。
わかった。

すみません、
ちょっと納品書を忘れてしまって。
支払いは遅くなっていいので来月持ってきます。

15

はい、大丈夫です。

5

モノを受け取っているのに受入処理しなくていいのですか？

6

7
依頼したモノやいいはずがないでござる！
サービスを受け取った下請法違反になるでござるぞ！
！
時点から60日以内に支払わなければならないでござる。
納品書がなくても受け取った月内に受入処理しないと支払いが遅れ、下請法違反になるでござるよ※。

ん？ いいんじゃない。
相手がいいって言ってるし。
納品書忘れる方が悪いしね。

知りませんでした。
気を付けます。

ええ！ 相手の了解があるのに！？

※当社のシステム上、支払いは受入処理をした月の翌月末払いのため、処理が遅れてしまうと支払いが受け取りから60日を超えてしまう恐れがある

頼んだ物を受け取ったら、すぐに受入処理しないとダメ！
大企業と小さな企業 ※の間の「適正な取引の実現」と「小さな企業の利益の保護」を目的として、「下請代金支払遅延等防止法（略称：下請法）」
が制定されています。下請法では、「物を発注した際には注文書を発行す 下請法のポイント（以下資料の3 ～ 5ページ参照）
ること」や「物を受け取った日から数えて60日以内に定めた支払い期日までに下請代金全額を支払うこと」が義務付けられており、たとえ納入業者
が「翌月でも良い」と了解していたとしても、当社のシステム上、受け取った月に処理しないと支払い遅延が発生し、法違反となります。
※当社だと資本金3億円以下の企業が該当する

コンプライアンス上の問題について上司などに相談できない場合、下記窓口にご相談ください。

46

下請法相談窓口

Toyota Industries Report 2013

企業倫理相談窓口（相談無料）

相談方法：電話、電子メール

相談方法：電話、電子メール、手紙

【担 当】
【連絡先】
【メール】

【担 当】
【連絡先】
【メール】
【住 所】

中山弁護士

・匿名でかまいません ・相談者の氏名など秘密は守ります1747 esponse to a Possible Large-ScaleR
Earthquake
Toyota Industries considers the occurrence of a major
earthquake in Japan as one of the most significant risks.
To ensure adequate Company-wide response when an
earthquake occurs, we define disaster prevention measuresin the three areas of mitigation, initial response to be taken
immediately after the disaster and restoration of production.
In addition, we focus our disaster prevention measureson the three basic policies of placing maximum priority on
human life, placing top priority on the recovery of local
communities and ensuring the quickest possible recovery.
In fiscal 2013, we sought to further strengthen disasterprevention measures, which were revised after reviewing
the lessons learned from the Great East Japan
Earthquake. Specifically, we upgraded disaster prevention
drills at each plant, established a disaster prevention
organization that oversees Company-wide initiatives andsimulated responses in the event of a disaster.

Implementation Structure

Meetings of Disaster and Fire
Prevention Council (twice/year)

Chairman: Central general safety andhealth supervisor(Executive Vice President)

Meetings of Disaster Prevention
Measures Promotion Council(six times/year)

Chairman: Head of the General Affairs Department(Head Office)*

Workshop activity

2 Initial Response
1) Initial Response Procedures
Placing maximum priority on the protection of human life,
we formulated and disseminated initial response
procedures to be followed by employees immediately aftera disaster.
2) Safety Confirmation System
Since July 2011, we have operated a safety confirmation
system to account for employees and their families in caseof an earthquake. When an earthquake with a magnitudeof 5 or greater occurs, this system automatically sends
email messages to employees’ cell phones and otherdevices, to which employees send replies together withinformation on their safety status.
3) Disaster Drills(a) Upgrading Disaster Drills
We set up a new disaster prevention organization withclearly defined functions and roles at each plant andbase. In addition to conventional disaster drills, we
conducted more practical drills centered ontransportation and rescue of injured persons.

Lecture on disaster prevention

We also set up a disaster prevention corner at suchcompany events as Toyota Industries’ annual Aozora
Ichiba cross-organizational exhibition in an effort to share
best practices for improvement and a variety of otherinitiatives undertaken at each Group company as well as
the Shokki Festa, a festival for promoting interaction withlocal communities. Through such initiatives, we sought toinstill a higher awareness in and encourage each
employee to take stronger disaster prevention measures
not only at work but also at home.

Admin Office
Aozora Ichiba
Drill for rescuing injured persons

Mitigation WG(once/month)

InitialResponse WG(once/month)

Production
Restoration WG(once/month)

Procurement
WG(twice/month)Business
Continuity WG(once/month)*As of March 31, 2013

Primary Measures for Disaster Prevention
1 Mitigation Measures

Activities in this area primarily focus on disaster prevention
measures concerning equipment and other devices toprotect the lives of employees.
1) Equipment
We developed quake resistance standards for equipment
within plants and implemented measures to avoid turningover, falling and sudden sliding of equipment.

(b) Drills at Disaster Prevention Response Headquarters
We conducted drills at the disaster prevention response
headquarters, which coordinates Company-widemeasures in the event of a disaster. We simulated
responses assuming a scenario from the occurrence ofan earthquake to restoration activities, and reaffirmed
response procedures and the division of roles. We seek
to elevate the level of our response in both emergency
and normal situations.

Drills at the disaster prevention
response headquarters

48

Toyota Industries Report 2013

Drill for initial firefighting

Shokki Festa

3 Restoration of Production
To meet the expectations of society and customers in andoutside Japan, Toyota Industries has been implementing
measures to quickly restore production operations.
Starting from fiscal 2011, we have been enhancing
function-based initiatives by setting up a Company-wide
Production Restoration WG. Since September 2012, theProcurement WG, which makes up the organizational
structure for promoting Company-wide disaster prevention
measures, has been working on initiatives concerning the
supply chain.
1) Initiatives Related to Organization and Personnel
Assignments(a) Organization for Restoration
We continued reviewing our organizational structure forrestoring production and clarified the roles andresponsibilities of each department. Anticipating
emergency situations and a prolonged restoration
period, we set up a structure in which two or more
responsible persons (leader and co-leader) areappointed at the Head Office and respective
departments in each business division.
(b) Responsible Personnel during Restoration
We have established a structure to quickly initiate
measures to restore production by selecting trained
persons capable of taking the lead in restoration
activities and making adequate responses at a place ofdisaster as well as restoration personnel having
appropriate experience, knowledge and skills.
2) Pre-Disaster Mitigation Measures
Each business division carries out Production Restoration
WG activities to promote pre-disaster mitigation measures.
Members from various departments tasked with restoringproduction participate to identify latent risks and issues
and engage in the following activities.
(a) Infrastructure Restoration
We are reinforcing facilities and equipment for such
utilities as electricity, gas and water as well as for
information systems, all of which are vital for restoringproduction, along with undertaking measures forvulnerable spots in wiring and pipework.
(b) Formulating Production Restoration Procedures
We have formulated production restoration proceduresfor the Company and individual business divisions. The
procedures lay out the target timeline for restoringproduction and clearly define implementation items andtime allocation for each item at departments tasked
with restoration work.
(c) Production Equipment
Upon clarifying production processes that should beprioritized for restoring production and identifying latentrisks and issues, we are considering methods ofrestoration and making a list of required materials andsupplies.
(d) Logistics
We are examining the infrastructures around each plant
and review the results to define safe logistics routes.
(e) Backup Logistics Support
We have clarified the division of labor andimplementation items among departments tasked with
providing production restoration support, including how
to obtain food and water, manage work shifts andclarify commuting routes.

Corporate Governance■ Structure for Promoting Disaster Prevention Measures4) Strengthening Activities to Raise Awareness for
Disaster Prevention
In July 2012, we invited a consultant to give a lecture on
disaster prevention for the members of the Disaster andFire Prevention Council, including executives, as well as
the personnel tasked with disaster prevention activities atconsolidated subsidiaries. Through the lecture,
participants reviewed Toyota Industries’ disasterprevention measures based on the lessons learned fromthe Great East Japan Earthquake.

Corporate Social
Responsibility

The Disaster and Fire Prevention Council devises overall
policies while the Disaster Prevention Measures Promotion
Council monitors progress. Specific measures areformulated and implemented by working groups (WGs)
consisting of members of the functional departments atthe Head Office and representatives from each plant.
So that Toyota Industries can carry on its businessactivities in the event of a disaster, since November 2012
two new WGs were added that specialize in procurement
and business continuity.

2) Buildings
We created a prioritized list of buildings requiring antiseismic treatment and have been carrying out
reinforcement work.
3) Prevention of Secondary Disasters
Through workshop
activities, we identify latentrisks of secondary
disasters, such as fire, ineach plant and conduct
risk assessment andprioritization.

Production restoration workshop(identifying risks and contemplating
countermeasures)

49

Relationship with Our Customers

Relationship with Our Associates

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

Our ultimate goal is to create safe and healthy workplaces where each and every associate can exercise theirdiverse potentials and play active roles.

“ A product should never be sold unless it
has been carefully manufactured and has
been tested thoroughly and satisfactorily.”

Every year, we issue the Quality Guidelines, which identify
priority quality implementation items to all production
bases in and outside Japan. The progress made in
implementing these guidelines is reviewed at the Quality
Functional Meeting, which is chaired by the executive vicepresident in charge of quality control and attended by top
management, and through genchi genbutsu (go and see
for yourself) inspections. Issues raised through these
activities are followed up at meetings of the Companywide Council of Heads of Quality Assurance Departments
chaired by a quality control department head.
Aimed at preventing past serious quality issues fromrecurring, we have standardized implementation items toassure the quality levels throughout Toyota Industries andformulated the Quality Guidelines.

■ Types of Quality Sought by Toyota Industries

alit
y
qu
Pro
du
ct

●Safety●Eco-friendliness●Durability●Ease of use●Brand strength●Corporate image●Sales●Service●Workmanship

DesignqualityIn 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.
In fiscal 2013, we carried out activities under thefollowing two principal policies.
Create a Foundation for Realizing a Safety-Oriented
CultureAs part of associate safety education, we further enhanced
and upgraded our safety dojo in each plant and conductedtraining on basic procedures for safe operations.
To eliminate industrial accidents, we worked to further
raise safety awareness among associates while making
sure they consistently adhere to safe actions in their
immediate surroundings, including traffic rules within thecompany premises. With the cooperation of a third-party
auditor, we also reviewed and improved the system,
structure and thinking regarding our safety and healthactivities. Correspondingly, we surveyed the attitudes andactions toward safety among all associates from top
executives on down. Thereafter, those in managerial
positions conducted repeated and thorough discussions
based on the results and issued a declaration of safety,
which was disseminated throughout Toyota Industries via
safety and health meetings held at all workplaces.

Brand identity
Quality inspection by top management

Ensuring the Highest Quality
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 inevery stage from product planning and design to production
preparation, production, sales and after-sales services.
We perform a design review (DR), which allows a productto proceed to the next stage only when a responsible
business division head examines and approves whether
the product has reached the target quality level.
Should a defect occur after the product launch, thequality assurance departments of each business division
immediately devise necessary measures. At the sametime, a probable cause is identified from both technicaland structural aspects, and if deemed necessary, the new
product development system itself is reviewed to prevent
recurrence in subsequent models.

50

Toyota Industries Report 2013

In fiscal 2013, we carried out activities based on“accurately reflecting customers’ expectations for safety
and reassurance in our quality assurance system,” whichis stipulated as one of the priority items under the Quality
Guidelines.
Building on the activities we have undertaken to date,
we have formulated the Product Risk Assessment
Guidelines in order to incorporate measures to minimizerisks at the design stage based on the assumption that
customers make use of our products in diverse ways,
including the predictable improper use. We have alsocommenced product safety training for developers anddesigners and sought to raise the level of their skills toensure these guidelines are properly applied and productrisk assessment measures are strengthened even more.
In fiscal 2014, Toyota Industries will steadily implement
priority action items defined under the Quality Guidelines inand outside Japan, with the aim of improving the level ofcustomer satisfaction.

stipulated usage rules. In addition, we improved the risk
assessment method to avoid overlooking certain risks anda disparity in individual perceptions.
The safety standards also include prerequisites forpreventing equipment-induced fires for a higher level ofsafety and fire protection of machinery and equipment.

	Assisting Consolidated Subsidiaries inAchieving High Safety and Health Levels
We have been working with the relevant departments toprovide executive training, conduct genchi genbutsu
inspections and offer guidance to help consolidated
subsidiaries in Japan achieve high safety and health levels.
For our consolidated subsidiaries outside Japan,
we promote the sharing of such information as industrial
accidents, suggest measures to prevent similar accidents,
implement cross-deployment of safety dojos and provide
guidance through genchi genbutsu and activity support.

	Initiatives for Health Management andImprovement
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 for persons with 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.
Mental health care activities include providing self-care/line-care education and setting up a health-related hotline.
We have also successfully worked to build closer
collaboration with external medical institutions and prevent
relapses by launching a return-to-work support program forpersons on long-term leave and conducting a survey on
workplace stress levels.

Discussion by those in managerial positions

Promote Fundamental Safety
In fiscal 2013, we focused on reviewing the safety
standards for both existing and newly installed machineryand equipment.
With regard to risk assessment, we thoroughly identified
and evaluated risks by specifying potential hazards during
the equipment design stage and established a system tominimize risk. After taking measures to minimize risks, we

Relationship with Our Customers/Relationship with Our Associates

ent
em
nag
lity
Ma lity
qua
ng
g
uri
qua
tin
act
rke
nuf
Ma
Ma alityquQuality levels that
customers truly
expect	Building a Safety-Oriented Culture that
Aims for Zero Industrial Accidents

Corporate Social
Responsibility

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 our CSR approach.
Toyota Industries strives to maintain and improve thetotal quality of our corporate activities, which
encompasses “product quality,” “marketing quality” and“management quality.” “Product quality” is embodied in
the safety, 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 allof these attributes.

Activities Based on the Quality Guidelines

Health guidance for prevention oflifestyle diseases

Physical fitness measurement conductedduring age-based health education

51

Relationship with Our Business Partners
Enhancing Team Strength
Toyota Industries believes that enhancing team strength isvital to forming a dynamic workforce and achieving
sustainable corporate growth.

Technical Skills

Management Skills• TQM• TPM, etc.

• Expertise• Skills• Know-how
Team Strength

LeadershipTo pursue improvements
thoroughly and continuously
Spirit of Harmony

Teamwork
Well-rounded humanity

52

Management Skills
We conduct work procedures training on problem solving
targeting associates in administrative and engineering fields
so that they can improve their problem-solving capabilities.
This training is also provided at subsidiaries outside Japanin an effort to share our thinking and values regarding work
procedures throughout the Toyota Industries Group.
Toyota Industries Report 2013	Fair Competition Based on an Open Door
PolicyWe have a fair entry process that allows all potential
business partners, regardless of nationality, size andexperience, the same opportunity to offer us their products
or services through our Website to achieve broad andopen procurement.

	Establishing Work Environments Where
Diverse Human Resources Can Play
Active Roles
We are implementing a variety of measures to create work
environments where a diverse range of human resources
can fully exercise their capabilities. These measures
include supporting managing both work and family,
supporting the employment of persons with disabilities
and creating a work environment in which older associates
can play active roles.
Support for Managing Both Work and Family
In addition to enhancing systems to help our associates
manage both their work and family, we regularly holdexchange meetings and seminars to provide information
on diverse ways of working and increase awarenessamong associates.
In fiscal 2013, we helda seminar on thetheme of managing
both work and family
that facilitates growthfor both individuals
Seminar on managing both work and family
and organizations.
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 2013, the ratio of associateswith disabilities on a non-consolidated basis was 2.06%.
Creating a Work Environment for Older Associates
We are making Company-wide efforts to create a work
environment in which older associates can play activeroles. Specific examples include improving processes tohelp associates with impaired eyesight as well as providing
support for health management.

“packaging materials” to the existing category of parts andraw materials. In this way, we are making efforts to prevent
prohibited substances of concern from being mixed into
our products so that our customers can use them withgreater safety and reassurance.
The guidelines also clarify Toyota Industries’ point ofview and initiatives regarding the conservation activities forbiodiversity, which is gaining importance as part ofenvironmental protection activities, and seeks theunderstanding of business partners.

	Localization of Business for Good
Corporate Citizenship
In view of increased local production outside Japan,
we promote procurement from local business partners
in order to contribute to the local community throughconsolidated subsidiaries.

We comprehensively evaluate our business partners
based on quality, price, their adherence to delivery times,
technological capabilities and company stability. We also
assess their initiatives for safety, the environment andcompliance as we strive for the timely and stableprocurement of excellent products at lower costs basedon fair business transactions.

	Co-Existence and Co-Prosperity Basedon Mutual Trust
We work hard to realize co-existence and co-prosperity
with our business partners based on mutual trust. We holdannual procurement policy meetings and executive
seminar for major business partners to gain theirunderstanding and cooperation. In order to consistently
procure better products, we also conduct quality andtechnical skills training programs and safety and healtheducation as well as provide guidance directed towardkaizen at business partners’ production sites.

	Disaster Prevention Activities for Possible
Major Earthquake
Based on the lessons learned from the Great East Japan
Earthquake, we engage in disaster prevention activities in
anticipation of a major earthquake in Japan. We aremaking concerted efforts with business partners to ensure
the stable supply of parts and raw materials during therestoration of production.
One such activity in fiscal 2013 included holding
disaster prevention seminars as an avenue for providing
business partners with an explanation on our initiatives.
At the seminar, we requested them to make selfassessments on their disaster prevention activities inaccordance with a check sheet.
Based on the results, we are working with business
partners to put in place a system to enable quick
information gathering and the restoration of production in
the event of a disaster.

	Reducing Environmental Impact throughEnvironmentally Preferable Purchasing
In order to create environmentallyfriendly products, we aim to procureparts, materials and equipment frombusiness partners that give sufficientconsideration to the environment.
In fiscal 2013, we revised ourEnvironmentally Preferable
Purchasing Guidelines and issued
the 5th edition.
In the latest edition, we added
Environmentally Preferable
Purchasing Guidelines

Disaster prevention seminar for business partners

Relationship with Our Associates/Relationship with Our Business Partners

Technical Skills
We are currently working to enhance the skills of ourtechnical staff primarily by providing training programs at
the Technical Learning Center, one of our training facilities,
to gain skills to support manufacturing. At the 50th
National Skills Competition held in October 2012,
the Toyota Industries team won one silver medal and four
bronze medals in the categories of “electrical welding,”“mechatronics,” “mechanical engineering design—CAD”
and “structural ironsmith,” thereby attaining medals for the
12th consecutive competition. We believe this is the resultof our success at raising skill levels throughout our
manufacturing operations as well as cultivating top-caliber
specialists.
In addition, we teach new associates in engineering
fields fundamental knowledge regarding specialized skills
through classroom lectures and hands-on training. Basedon the concept of genchi genbutsu, they must learn thebasics of manufacturing through a comprehensive,
experience-oriented program that covers all aspects fromplanning and design to actual production before they are
assigned to respective workplaces. Even after being
assigned, we provide training programs matched to theneeds of each workplace in an effort to raise skill levels.

Toyota Industries encourages open procurement and seeks co-existence and co-prosperity with ourbusiness partners based on mutual trust. We also facilitate environmentally preferable purchasing and
CSR-oriented purchasing practices.

Corporate Social
Responsibility

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.

Spirit of Harmony
Toyota Industries iscreating a bright,
energetic and caring
work environment that
fosters a dynamic
workforce and allows
every member toWork procedures training on problem solving
demonstrate his or hercapabilities both as an individual and as a team.
Throughout the world, 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 and cheersquads for various sports events.

53

Relationship with Our Shareholders and Investors

Relationship with Our Local Communities

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

With a view toward fostering community growth and creating an enriched society, we actively undertakesocial contribution activities in every region where we do business.

Basic Perspective

Activities as a Good Corporate Citizen

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 instock markets. We provide not only information required
under disclosure laws and regulations but also informationon our management policy and business activities. Also,
we strive to promote communications with shareholders
and investors and feed back their comments to executives
and relevant business divisions to reflect them in ourbusiness activities.

Engine plant tour for institutional investors (December 2012)

General Shareholders’ Meeting

For institutional investors and securities analysts,
our management conducts briefing sessions to explain
our quarterly financial results, including businessperformance, progress achieved at each business divisionand future initiatives. In addition to accepting interviews at
Toyota Industries’ offices and making visits to institutional
investors, we also hold plant tours to facilitate a deeper
understanding of our manufacturing operations.
To address the needs of institutional investors from outside
Japan, we participate in conferences hosted in Japan by
securities companies and hold small and individual
meetings.
Taking advantage of the Internet as a means of
disclosing information in a quick and fair manner, Toyota
Industries provides a variety of information via the Investor
Relations page. We use RSS feeds (in Japanese) topromptly provide the latest information.

The CSR Committee deliberates on policies of our social
contribution activities while the Social Contribution Group
within the General Administration Department at the Head
Office takes the initiative in carrying out activities.
Briefing on financial results for fiscal 2013 by the president (May 2013)

Dividend Policy
Toyota Industries regards returning profits to shareholders
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
for funds and the payout ratio. For fiscal 2013, Toyota
Industries paid annual cash dividends per share of ¥55.0(interim cash dividend per share of ¥25.0 and year-end
cash dividend per share of ¥30.0).
■ Cash Dividends per Share (Annual)

Toyota Industries is engaging in various activities in close
cooperation with every local community in which we

Activity Examples (in Japan)
Mini Concerts at Elementary Schools
In November 2012, we hosted mini concerts at elementary
schools in Iwate Prefecture jointly with a non-profit
organization (NPO), Kodomo ni Ongaku wo (“Bring Music
to Children”), as a gesture of encouragement to thechildren affected by the Great East Japan Earthquake. We
hope this activity will nurture children’s sensibilities throughmusic by professional players and help them grow into
spiritually enriched adults.

50
40
30
20
10
09

10

11

12

13

Mini concert
Toyota Industries Report 2013

Volunteer Activity at Welfare Facility
In September 2012, the Toyota Industries Team Leader
Association* at the Nagakusa Plant in Aichi Prefecture,
which engages in vehicle assembly operations, visited a
day services facility for a volunteer activity that primarily
involved talking with elderly persons. Through plantbriefings and games, the employees engaged in lively
conversations with senior citizens, making it a rewarding
day for all participants.
* An autonomous Company-wide organization consisting of young leaders at
manufacturing sites, the organization promotes interchanges for self-development andcarries out volunteer activities.

(¥)
60

0
(FY)

54

	Three Pillars of Our Social Contribution
Activities

Social Welfare
To help develop local communities where everyone
enjoys an active life, we hold various social welfare
events to encourage exchange with persons withdisabilities and conduct joint fund-raising programswith our consolidated subsidiaries in Japan.
Youth Development
With the aim of providing opportunities for youth, whowill lead the next generation, to learn the importanceof monozukuri (manufacturing) and the meaning ofwork through actual experiences, we hold events
jointly with Youth Invention Clubs, host work experience
activities and conduct environmental education.
Environmental Protection
We carry out a range of environment-related activities,
including promoting the use of wood thinned fromforests in Japan, conserving forests through employee
volunteer programs and engaging in cleanup
activities in the community where our plants arelocated, to contribute to environmental preservationand the development of a sustainable society.

Relationship with Our Shareholders and Investors/Relationship with Our Local Communities

Investor Relations Activities

	Structure for Promoting Social
Contribution Activities

operate, placing particular emphasis on social welfare,youth development and environmental protection.

Corporate Social
Responsibility

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 for further facilitating theexercise of voting rights of our shareholders by allowing
them to exercise such rights via the Internet and by joining
the electronic voting platform for institutional investors.
We held our 134th General Shareholders’ Meeting on
June 14, 2012, in which 363 shareholders participated.
For the purpose of fostering a better understanding of ourbusiness activities, we invited our shareholders for a lift
truck plant tour following the general shareholders’meeting.

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 anenriched and healthy society. In our activities, we not only
provide cooperation and support through personnel,
facilities, funds and know-how but also strive to closely
connect with participants. To foster employees’ awarenessof their ties to society and raise their interest in contributing
to society, we promote enlightenment efforts such as
sharing information on volunteer activities and providing avenue for volunteer activities that encourage theparticipation of all employees.

Members of Toyota Industries Team Leader Association engaging inconversations with senior citizens

55

Activity Examples (outside Japan)
India–

Switzerland–

Donations to Organization for Supporting Persons with
Disabilities

Presentation on Textile Machinery

Kirloskar Toyota Textile Machinery Pvt. Ltd. (KTTM)
Subsidiary producing automotive parts and textile
machinery

Toyota Textile Machinery Europe, AG (TTME)
Subsidiary for sales and servicing of textile
machinery

In May 2012, KTTM lent its support to the marathon heldby the EnAble India* group to promote employment
opportunities for persons with disabilities. KTTM donatedT-shirts for the event.

In May 2012, TTME invited local elementary school
students and held a presentation on textile machinery.
The children listened to explanations on how raw cotton
is transformed into yarn after undergoing various steps(spinning) and how yarn is turned into fabric (weaving).
Afterward, they observed an air-jet loom in operation andwere amazed by its speed while learning more about theweaving process.

* EnAble India is a volunteer group that works to improve the quality of life for persons withdisabilities by creating employment opportunities.

Marathon participants

Romania–

U.S.A.–

Support for Environmental Conservation Activities

Fund-Raising Activity for Those in Need

Toyota Material Handling Romania s.r.l. (TMHRo)
Subsidiary for sales of lift trucks

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

In May 2012, TMHRo employees worked with local
volunteer groups to support environmental conservation
activities promoted in their country and took part incleanup activities in forests located on the outskirts of
Bucharest, the capital city of Romania. In addition to theparticipation of the employees, the company paid totransport trash from sites and supplied the necessary
materials to help make the activities a success.

56

Elementary school children observing an air-jet loom

Employees carrying out cleanup activities
Toyota Industries Report 2013

In December 2012, volunteer teams from MACI collected
donations for those in need. This activity, which is carriedout and commonly seen during the Christmas season at
shopping centers and other venues, is one of the manydifferent programs led by The Salvation Army, a nongovernmentalorganization (NGO),in over 100 countries
around the world.

Employees collecting donations