﹇TOYODA G O S E I R E P O R T 2 012﹈
Report on Activities of Fiscal 2011

Treating Humans andthe Earth Nicely

With regard to creating an environment that is kind to bothpeople and the earth and from the perspective of environmental conservation and the valid use of resources, three points,
three things on which we need to base our actions are Don t
make ( Don t use ) [ Tsukuranai ], Don t throw away [Sute-nai],and Don t leave it to others [Makase-nai]. Together, thesephrases make the slogan Nicely (the three nai s , which sounds
like Nicely when pronounced with a Japanese accent ). Treating humans and the earth nicely is the trademark of Toyoda
Goseis environmental activities.

●This report is printed on paper with FSC certification, indicating that it was produced from properly

1 Haruhinagahata, Kiyosu, Aichi,
452-8564, Japan
Tel : ＋81 - 52 - 400 - 1055
Fax : ＋81-52 - 409 - 7491
http://www.toyoda-gosei.com/

Please recycle this publication.

managed forests.
●We use vegetable oil-based ink not containing VOCs (volatile organic compounds).
●We print using a waterless printing method that does not produce harmful waste liquid in theprinting process.
●This environmentally friendly product was printed at a Green Printing-certified plant using
printing materials that conform to green criteria.
●We use a Universal Design font with outstanding visibility and readability.
●We gave extra consideration to the display so as many people as possible can easily see andread it, regardless of individual differences in color vision.

2012.09.2,000

TP Japan

TOYODA GOSEI CO.,LTD.

General Administration Division,
General Administration & Public Aﬀairs Dept.

2012［Report on Activities of Fiscal 2011］

Management Philosophy Structure

About Toyoda Gosei Report 2012

Editorial policy[Respect for individual][Good corporate citizenship]

We aim to provide products andservices with satisfying quality andprice in a timely manner, throughadvanced R&D and productionengineering.

We aim to realize a vibrant corporate culture through innovative
thinking of individuals and enhanced
team work value based on shared
responsibility and mutual trust
between employees and management.

We aim to, as a global corporation,
strive to be a trustworthy, respected
corporate citizen by honoring boththe letter and the spirit of law andrule of every nation, and throughcommunitybased business activities
and contributing to industry,
economy and the society.

[Steady growth]

We aim to dedicate ourselves tocreate a prosperous society andmake the Earth a better place to live
through our business activities suchas providing environment preservation, energy-saving and safe products.

We aim to ensure steady growth
as a global leading manufacturer inhigh-polymer and LED technologies
through a strengthened corporate
structure and the managementthat can adapt to changes.

Management
Philosophy

Target period

April 1, 2011 - March 31, 2012

In principle, the companies covered are those consolidated in the Toyoda Gosei Group.
For some of the items, the scope is outlined individually.

Charterfor Business
EthicsTG 2020
VISIONIn line with the purport of theManagement Philosophy, the TG
2020 VISION clearly states what
the Group ought to look like in2020 and the direction thatGroup initiatives should take.

[What we aspire to become][Relationship Between Company and Employees]

A true global supplier of choice that delivers happiness to customers all over the world.

・ Creating healthy workplaces where everyone canwork comfortably・ Asset and conﬁdentiality management

・ Development and production / Sales / Procurement
・ Overseas business / Environmental preservation[Relationship Between Company and Society]・ Public relations activities
・ Social contribution activities
・ Elimination of anti-social forces
・ Dealings with public agencies[Personal Behavior]
・ Wholesome behavior on the job
・ Prohibition of insider trading・ Traﬃc safety① Establishment of robust manufacturing sites thatwill emerge victorious from global competition② Development of absolutely unrivaled technologies for environmental conservation, energy
saving, and safety systems③ Consolidation of our business foundations in growing markets and ﬁelds with growth potential
throughout the world[Human resource : The key to our activity]
Development of global human resources and utilization of the collective strength of the TG Group(see p. 4 for details)● The Global Reporting Initiative (GRI)

Sustainability Reporting Guidelines Version 3.0 (G3.1) *● Ministry of the Environment

Environmental Reporting Guidelines, 2007 Edition *Environmental Accounting Guidelines, 2005 Edition*A comparative table of these guidelines can be found on our website.
http：//www.toyoda-gosei.co.jp/csr/kankyou/houkoku.html

Date of issue

September 2012 (next publication scheduled for summer
2013 / previous publication was September 2011)

Contact information for inquiries about this report
General Administration & Public Aﬀairs Dept., General
Administration Division (Headquarters)
Tel. +81-52-400-1055 Fax. +81-52-409-7491
Environment Administration Dept., Plant & Environment
Engineering Division (Kitajima Technical Center)
Tel. +81-587-34-3291 Fax. +81-587-34-3309
This report can also be viewed on the Toyoda Gosei website.
http：//www.toyoda-gosei.com/

01

TOYODA GOSEI REPORT

Special Feature

Keeping abreast of the eco-friendly
weight-reduction technology era.

9
11
14

Business Overview
Report by Business Units
Report by Region

Management Report
17
18
19

Corporate GovernanceCompliance
Risk Management

Social Report
20
22
26
27
28

Relationship with our Customers
Relations with our Employees
Relationship with our Shareholders
Relationship with our Suppliers
Involvement in Local Communities

Environmental Report
31

Promoting Environmental Protection Activities on a

32
34
35
37

Fifth Environmental Action Plan: Activities and Results

39
40
44

Working to Popularize Highly Environmentally Efficient LEDs

Global Scale
Prevention of Climate Change
Effective Use of Resources
Control and Reduction of Environmentally Harmful
Substances
Environmental Management
Independent Opinion

Financial Report
45

Report and Analysis of Business Performance andFinancial Condition

47
48
49

Consolidated Five-Year Financial Summary
Consolidated Balance Sheets
Consolidated Statements of Income / Consolidated

Corporate Data

[Company s Business Activities][Main pillars of activity]

Reference guidelines

TG 2020 VISION

Financial Report[Corporate Social Responsibility]

This report includes predictions and forecasts pertaining to
Toyoda Gosei s future plans, strategies, and businessperformance. These statements are based not on past facts
but on assumptions and opinions, based on judgments
made through information available at the time of writing.
It also contains information on risks and uncertainties
related to economic trends, intensiﬁcation of competitionin the automotive industry, market demand, taxes, laws,
systemic changes, natural disasters and other factors.
Please note that actual results may vary signiﬁcantly fromour predictions.

Message from the President

Environmental Report

The ethical standards
and values that should
be shared throughout
the Toyoda Gosei Groupare shown here.

Precaution regarding forecasts

Editorial Policy / Contents

Business Report*The report basically covers the above target period, but contents
related to other periods may be included as needed.

Scope

Management Philosophy Structure

Social Report[Respect for the environment]

1
2
3
4
5

Management Report[Customer satisfaction]

In order to help all of Toyoda Gosei s stakeholders gain adeeper understanding of the stance and business activities of the Toyoda Gosei Group, and to facilitate evengreater stakeholder trust in the Group, in this report wehave prepared and edited our Social and Environmental
Report and Annual Report in a single volume.
In this report, we weighted the issues we consider important and focused on those issues we want to convey toour stakeholders, so as to make our Group s businessactivities easy to understand. We have also included
opinions from our stakeholders and comments from ouremployees engaged in various activities.
This report is composed of the introduction, which
includes special features, plus the main report covering
the ﬁve categories of Business, Management, Society,
Environment and Finance. In the special features contained in the introduction, we outline initiatives employing
our core technologies for weight reduction of rubber andresin components. In the report section, we have also
introduced our activities in ﬁscal 2011 and their results.

Business Report

Boundless Creativity & Social Contribution

Contents[Report on Activities of Fiscal 2011]

Statements of Changes in Net Assets

50

Consolidated Statements of Cash Flows

Corporate Data
51
54

Global Network / Domestic Network
Company Profile / Directors・Corporate Auditors/Corporate
Officers / Stock Information

TOYODA GOSEI REPORT

02

Message from the President

Aiming to earn the trust of society
as a global system supplier who brings
happiness to customers all over the world
Tadashi Arashima

President Toyoda Gosei Co., Ltd.

What we aspire to become

A supplier of choice that delivers
happiness to customers

TG 2020 VISION

1

Delivering thebest for less

The Toyoda Gosei Group strives to become :"a true global supplier of choice that delivers

Toyoda Gosei has grown along with the polymer and optical semiconductor ﬁelds, including rubber, resin and LED products, and we have
expanded our business as a global system supplier of automotive components and LEDs to 46 facilities in 17 nations and regions worldwide.
In recent years, against a backdrop of growing concern with environmental issues, we have been meeting the needs of the rapidly growing ecofriendly vehicles market, proactively developing lightweight and compact
automotive components. In addition we have developed various types of
LED light sources, seen as the next wave in lighting technology, and are
aggressively pursuing activities aimed at achieving a low-carbon society.

・Acceleration of proﬁt structure reforms in each region and business area
・ Boosting revenue with a focus on growth markets and ﬁelds with growthpotential③Boosting manufacturing power and cultivating human resources
on a global scale・Strengthening competitiveness to achieve further growth in emerging nations
・Planned cultivation of human resources to drive global expansion and localization④Enhancing CSR activities so as to be a company employees areproud to work for・Working to create better local communities and comfortable work environments
・ Maintaining standards of behavior beﬁtting members of society and thebusiness community

Aiming to be a corporate group of choicethat delivers happiness to customers

Environmental protection and social contribution
activities aimed at earning society s trust

Introduction

In today s global economy, with companies facing a rapidly shifting
business environment and stronger competition, it is essential for
us to clarify our future goals and the core areas of our businessactivities, and to respond swiftly and accurately to global customer needs. With this in mind, on January 1 of this year weformulated the TG2020 Vision.
In this Vision, we state our aspiration to be a true global supplierof choice that delivers happiness to customers all over theworld, and deﬁne the following three main pillars of activity as
we strive to realize this goal:①Establishment of robust manufacturing sites that will emerge
victorious from global competition
By going back to the basics of manufacturing, we aim to establish
sites for manufacture of products that satisfy customers aroundthe world in terms of quality, cost and delivery.
②Development of absolutely unrivaled technologies for environmental conservation, energy saving, and safety systems
As hybrid and electric vehicles grow more prevalent, thepower sources that propel automobiles are drastically shifting. We are adapting to this change by developing new highquality, low-cost products that fulﬁll customer demands forenvironmental performance, energy eﬃciency and safety.
③Consolidation of our business foundations in growing markets
and ﬁelds with growth potential throughout the world
In our automotive components business we practicecommunity-based business activities, expanding our businessscope by staying abreast of the speciﬁcs of automotive industries in each region. Meanwhile, in our optoelectronics business we pursue the latest advances in technology and arepushing for further expansion particularly in the Asian region.
With this TG2020 Vision in mind, we have identiﬁed that following
four key areas of focus for ﬁscal 2012.
①Development of personnel and workplaces that will absolutely
avoid major accidents or serious product defects
・Boosting sensitivity to quality so as to reduce serious quality problems to zero・ Total elimination of major accidents or situations that necessitate work
stoppages through watchful safety measures②Steady promotion of mid-term measures aimed at consolidating our business foundations

03

TOYODA GOSEI REPORT

happiness to customers all over the world."

Main pillars of activity
2

3

Acquiring newtechnologies
ﬁrst

Consolidating
businessfoundations

Human resource : The key to our activity

Enhance individual capabilities &Encourage inter-organizational cooperation

Toyoda Gosei Group is actively involved in environmental protection
initiatives and social contribution activities closely rooted in communities.
In terms of environmental protection initiatives, we are focusing on theincreasingly vital areas of CO₂ emissions reduction and recycling technology development, in line with the Fifth Environmental Action Plan
formulated in 2011. We continued with our Plant Aﬀorestation Project,launched three years ago, planting trees at the Inazawa Plant in Japanand overseas subsidiaries in Hai Phong, Vietnam and Zhangjiagang,
China in ﬁscal 2011. Moving forward, we will continue making active
eﬀorts in these areas while lending an ear to the opinions of people incommunities. Our environmental eﬀorts earned us a sixth-place ranking
in the Manufacturing Section of an Environmental Management Survey
conducted by a survey agency, the highest acclaim earned by an automotive components manufacturer.
To contribute to society, we implemented Neighborhood-Watch Anti-Crime
Patrols by volunteer employees, which promote safer and more comfortable communities, and donated LED Security Lighting to communities aswell. We also held social events with people with disabilities as part of ourtraining for new employees, as well as educational programs on manufacturing and social sporting events. In addition, we provide support for the
Ichinomiya Boys and Girls Invention Club for elementary and junior highschool students, which uses industrial arts activities in a group setting tohelp cultivate human resources rich in creativity.
In recognition of these activities, in ﬁscal 2011 we received an award
from the Make a CHANGE Day Executive Committee, a nationwide
volunteer activity promotion organization, for the third consecutive year.
In addition, we earned an Award for Outstanding Achievements in
Volunteer Activities from Aichi Prefecture.

What we aspire to become
A true global supplier of choice that delivers happiness to customers all over the world
The TG Group strives to become the best partner in the ﬁelds of high-polymer and optoelectronic products that bring happiness to customers all over
the world, with a view toward advancing global motorization and realizing a low-carbon and recycling-oriented society.

Main pillars of activity
1

Establishment of robust manufacturing sites that will emerge victorious from global competition● Securing excellent quality that spreads theglobal circle of TG fans
●Developing new materials and engineering
methods that make possible overwhelmingly
superior yet moderately priced products● Constructing worker-friendly production
processes and environmentfriendly plants

The principle

Construction of best in the region manufacturing sites, the merits of which will be
horizontally deployed on a global scale

2

Development of absolutely unrivaled
technologies for environmental conservation, energy saving, and safety systems● Creating new products that facilitate thepopularization of HVs, PHVs, EVs and low-costcompact cars
●Perfecting our LED technologies to take thelead in the global lighting market● Developing new technologies, including thosefor recycling and reducing dependence on oil

The principle

Anticipation of customer needs to be
the ﬁrst to deliver the latest value

3

Consolidation of our business foundations in growing markets and fields withgrowth potential throughout the world●Establishing sales and engineering systems thatare customeroriented and community-based●Building globally optimal systems of procurement, production and delivery●Expanding our business scope in emerging
countries in cooperation with our partners

The principle

Reﬁnement of the quality of our workfrom the customer's perspective and fromthe viewpoint of global optimization

In Closing
The Toyoda Gosei Group aims to be an enterprise that earns the trustof society, by developing products that bring happiness to customers
worldwide, and through all of our business activities including environmental protection and social contribution eﬀorts. We adopt an attitudeof gratitude and humility toward all of our stakeholders, and hope tocontinue meeting their expectations. We ask for your continued guidance and support in the future.

Human resource : The key to our activity
Development of global human resources and utilization of the collective strength of the TG Group●Developing professional personnel equipped with a high level of expertise and a broader point of view
●Enhancing our capabilities to respond to region-speciﬁc challenges by assigning diverse, talented people fromacross the globe●Practicing complementary human resource management and teamwork in ways that transcend the boundaries
of regions and business units

The mindset

Having the courage of challenge tochange and getting into the habit ofactive communication

TOYODA GOSEI REPORT

04

Special
FeatureTOYODA GOSEI REPORT

Keeping abreastof the eco-friendly

weight-reduction
technology era
05

As environmental awareness grows on a global scale, automakers
worldwide are ﬂooding the markets with a wide variety of environmentally friendly vehicles including hybrid cars, plug-in hybrids, electric vehicles, and gasoline-powered cars with dramatically improved
fuel eﬃciency (the third type of eco-friendly vehicle), as well as
motorized urban commuter vehicles expected to serve as the next
generation of municipal transport.
As a company with automotive components as its key businessarea, we hit upon weight reduction when considering ways tooﬀer products that meet the needs of the age. In addition to contributing to improved fuel eﬃciency for increased driving distances perfuel unit and reduction of CO₂ emissions, weight reduction has awide range of beneﬁts thanks to performance improvements in all
the basic automobile maneuvers: drive, turn and stop. Weight
reduction is an eﬀective method for improving the performance ofboth conventional gasoline-powered and next-generation vehicles,
as well as for minimizing impact on the environment.
Here we present some of our most recent initiatives to promotecomponent weight reduction, building on our advanced core technologies in the rubber and resin products ﬁeld.

Replacement of metal withresin, foreseeing the needsof the next generation
Interior and Exterior Parts

We are pursuing research anddevelopment of interior and exterior parts in which metal isreplaced with resin, including
hoods, fenders, side doors, backdoors and glazing (glass parts).
Replacing steel with resin inhoods and fenders achieves anapproximate 40% weight reduction with no loss of strength. Inorder to boost the sophisticationof our automotive parts development, we mounted our products
under development in a Toyota
Vitz converted to an electricvehicle. Last year, this vehicle was employed as the lead vehicle forobservation tour buses at Chubu Centrair International Airport, anddemonstration experiments were conducted to measure its
strength, durability and environmental performance. This vehicle isthe follow-up to an electric vehicle fabricated in 2009 with thegoal of stimulating demand for components for next-generation
eco-friendly vehicles, and we ourselves performed each step fromengine conversion to car■ Resin parts under development inspection (automobile
and key existing resin partsinspection and registration system) registration.
Newly developed products
We are also researching
Figures in parentheses represent the percentage
by which weight can be reduced compared
the potential for conto steel.（in case of bumper, compared toprevious resin model）
verting doors to resin,
Previous models of key parts
and in the 42 n d Tokyo
Instrument
panel
GrilleMotor Show we exhibHood
ited resin front and back40％
40％
doors in addition toother resin parts.
The substitution of resin
for metal in hoods andfenders has a wide rangeof beneﬁts in addition toweight reduction, including driving performance
BumperFenderand safety beneﬁts.
40％
20％
When the front end of

an automobile becomes lighter, it lowers the vehicle s center ofgravity, and if there should be a collision with a pedestrian, thepedestrian will suﬀer less severe injuries.
It also contributes to reduction in the number of parts used. In
some car models, steel-plate hoods necessitate the installment of
damper stays to absorb weight. Also, steel plate has limited
capacity for shaping, meaning it must be ﬁtted together withother parts in order to achieve the shape required by regulations,leading to a larger number of parts. However, a resin hood is lightand can be shaped freely, meaning there is no need for damper
stays, and regulatory compliance can be achieved with resin
products alone. A weight reduction of approximately 40% can beachieved. Resin parts may seem to be costly when viewed as
parts alone, but the concentration of functions into a smaller
number of parts means that overall costs can be kept down. Thisis a major beneﬁt of resin.
Our future development plans include research into modularization of fender and hood components for easy assembly, substitution of resin for glass, and conversion of instrument panel interior

Shigeru Yabuya / Tatsuya Oba, Managers, Development Centercomponents to resin. Working with the key words low cost,safety, automotive beauty and improved driveability, we willcontinue to promote weight reduction of interior and exterior
parts so as to beneﬁt the environment.

Opening trim with 20% reduced weight
Earns high acclaim for easy substitution
Automotive Sealing Products
In the Automotive Sealing Business Unit, we are developing
rubber seal parts that protect the vehicle s interior from rain,
wind, and noise, and in particular we are focusing on weight
reduction of doors and related parts.
The opening trim employed around the door aperture, andone segment of trim is approximately 3.5 meters in length andweighs between 0.8kg and 1kg. As four segments are used ineach vehicle, reducing the weight of these parts could have aconsiderable eﬀect.
We have developed new trim using foamed rubber to reduce
speciﬁc gravity, and made the metal inserts inside the rubber
thinner. As opening trim is an interior element visible to passengers, in the past TPO color material (material matching thecolor and pattern of the interior) was used, but the newly
developed product instead features an attractive grained ﬁnish
featuring ﬁne protrusions and indentations on the surface,which allows for the elimination of TPO color material.

As a result, we veriﬁed that the overall weight had been
reduced by approximately 20%. (Fig. 1)
The development process did not go smoothly at ﬁrst. There
was the vexing problem of the rubber losing durability when it
was foamed, but we overcame it by forming separate materials
development, technical development and manufacturing process teams, and working cooperatively to solve the problem.
In this project, we were able to develop a new product without structurally altering the body to which the product ismounted, and without any loss of performance or function. It iseasy to replace the old product with this one, and automakers
do not need to modify their assembly lines. As the new product can be installed not only in new model vehicles but also inmodels already in production, we believe it has great potential
for wide adoption. In fact, it has already been introduced byautomakers in Japan as well as in North America, Europe,
China and other Asian countries.
Moving forward, we will pursue development aimed at further
weight reduction, considering structural modiﬁcations of the
body to which the product is mounted and structural alterations of the product itself such as opening trim without metal
inserts. We intend to continue fulﬁlling quality criteria andmeeting customer expectations.

Yasushi Mizutani, Manager, / Yoshihiro Miura, Takeshi Iwamatsu, Group Leaders,
Product Design Dept., Engineering Div., Automotive Sealing Business Unit

Opening trim

■ Improvements to materials and inserts,
new grained finish (Fig. 1)
Current
product

Product under development

metal
insertThin
metal
insertRubberTPO（color）

Foamed solid
EPDM rubber
Grained ﬁnish

TOYODA GOSEI REPORT

06

Special
特集
FeatureKeeping abreast of the eco-friendly

weight-reduction technology era

Plastic fuel filler pipes with weight reduced by 55%
Functional Parts
In the Functional Parts Business Unit, we are working to
reduce the weight of fuel tank modules, boots and hoses. In
particular, we reduced the weight of fuel ﬁller pipes whichbring fuel from the fuel ﬁller aperture to the fuel tank by 45%
in 2008 by replacing metal with resin.
Now, we have reduced weight even further with no loss of
performance or functionality by eliminating mounting hardware, achieving an additional 10% weight reduction for a 55%
lighter weight comparedto all-metal fuel ﬁller
pipes.
In the previous product,
the metal pipe had been
replaced with a resin
one, but a large numberof additional components
were required including agrounding wire to conduct static electricity, aprotector for the wire, ananti-fuel-leak protector toprevent fuel leakage, anda quick connector to connect the fuel tank and
Keiji Miyoshi, Team Leader, Fuel Parts fuel ﬁller pipe.
Engineering Dept., Functional Parts Business Unit
Wi th thi s in m in d , t h ecurrent development project began with the goal of eliminating these components, starting with the grounding wire. Based■ Integrating functions to reduce the number of parts
Current productProduct under development

Number of parts : 27

Number of parts : 20

Grounding wire●●

Anti-fuel-leak protector●

on the idea that if resin can fulﬁll the role of the grounding
wire, the wire and its protector will be unnecessary, we
designed a grounding circuit employing electrically conductive resin*1. To compensate for the hard and brittle propertiesof conductive resin, we took steps such as boosting theimpact resistance by using double layers of resin. The next
step was to eliminate the anti-fuel-leak protector. The existingproduct featured a winding lower portion, in the lower part ofwhich fuel accumulated, necessitating the attachment of aanti-fuel-leak protector to prevent fuel leakage in the event ofan external impact on the vehicle. To address this situation,
we collaborated from the start of the project with automakers to design a layout that would deliver fuel to the tank without it accumulating, and achieved this goal. (Fig. 1)*2
We also introduced an all-in-one tank structure so as to eliminate the quick connector that connects the pipe and the fueltank. This was accomplished by turning the plastic fuel ﬁller
pipe and the tank into a single unit, which is delivered in compact form with the fuel ﬁller pipe bent. As this was the ﬁrst
time this had ever been tried, the process entailed continual
trial and error, but this was overcome through repeateddiscussions with fuel tank manufacturers, eventually arriving
at an assembled form with optimum, ﬂexible accordion structure which would not interfere with mounting to the vehicle.*3
Plastic fuel ﬁller pipes are a new ﬁeld for Toyoda Gosei, andthe product is still under development. We intend to continue
pursuing further weight reductions, create the world s lightest
product of its kind and ship it worldwide.

■Anti-fuel-leak protector eliminatedthrough modification of pipe route（Fig. 1）
Current productProduct under development

Route causing fluid
to accumulate

Route which does notcause fluid accumulation

Grounding wire
eliminated*1
Anti-fuel-leak protector
eliminated*2

Lightweight airbag module with weight reduced by 22%
Safety System Products
In the Safety Systems Business Unit, we are working to reduce
the weight of airbag modules. Recently automotive part weights
are being reduced throughout the auto industry, and steering
wheels are no exception. However, vibration and operability
issues mean that steering wheels themselves must have a certain

TOYODA GOSEI REPORT

Toshihiro Morita / Motoki Adachi, Group Leaders,Component & Module Engineering Dept. 2, Safety Systems Business Unit

■ Structural simplification achieved throughfunctional integration（Fig. 2）
Current productProduct under development（△10 parts）
Number of parts : 22 ⇨ 12
Weight : 1,120g ⇨ 880g（△240g）

Weight reduction technology applicable to other fields as well
Our weight reduction technology is seen as having potential inother industries besides the auto industry. At the 2nd Automotive Weight Reduction Expo, in addition to the previously mentioned converted electric vehicle containing various weightreduced products, we exhibited a resin airport luggage cart
and a foldable, self-powered cart for use by people withdisabilities in airports. There was a strongly positive reaction,

and we received multiple requests and inquiries from visitorsfrom various manufacturing ﬁelds, who after seeing these
exhibits expressed an interest in converting their own products to resin. Weight reduction technology applicable to nonautomotive ﬁelds has potential to give rise to entirely new
business areas.

Quick connector
eliminated*3

Quick connector

07

simple task to improve the product without detracting from its
basic performance, manufacturers assembly capacity, and freedom of design, but we worked through a process of trial anderror with regards to which parts to integrate and how thelayout could be ﬁxed in place so as to minimize the number ofparts. Eventually, the horn sounding function and the mechanism aﬃxing it to the steering wheel was combined into one,allowing for the elimination of the pad cover aﬃxing plate usedin each car model depending on the steering wheel design.
This meant that an assembly consisting of ﬁve types of parts
could be combined into one part applicable to a wide range ofmodels. (Fig. 2)
Reduction of the number of parts also beneﬁts manufacturing
sites by reducing the labor involved in assembly and cutting
the amount of equipment space needed by 50%.
Currently, among airbag modules manufactured by Toyoda
Gosei, only about 30% of models feature the newly developed
product, but in the future we intend to expand its use to all
airbags, and to have nearly 90% of vehicle models on the Japanese domestic market feature the newly developed productwithin a few years. There is great potential for global market
expansion as many vehicles in emerging countries, etc. still do
not have airbags. Our objective is to reduce the size of steering wheels, which have grown bigger as a result of the inclusion of airbags, to their pre-airbag size. We will continue taking
on the challenges of weight reduction in pursuit of this goal.

amount of weight, and thus we focused instead on reducing theweight of airbag modules.
This product achieved a 45% reduction in number of components through integration of functions and structural modiﬁcations, and an approximately 22% reduction in weight. It was no

Director’s Message

Contributing to a low-carbon society in the polymer and opticalsemiconductor fields, paving the way for the next generation

Yoshiaki Takei
Director / Senior
Managing Officer(General Manager of
Production HQ and
Automotive Sealing
Business Unit)

Reduction of vehicle weights is a challenge that the auto industry must
address to contribute to a low-carbon society. There is no doubt that it
will also be essential to ensuring competitiveness in auto manufacturing in the future.
At Toyoda Gosei, we are strengthening our understanding and expertise by equipping electric vehicles with a wide range of weight-reduced
products, and exploring new possibilities with an eye on the next generation of technology.
Moving forward, we will continue integrating sophisticated technologies and providing customers with high-added-value products, working
with the key concepts of lightweight, energy-saving and environmentally friendly as we contribute to the realization of a low-carbon
society as the best business partner in the ﬁelds of polymers such as
resin and rubber and optical semiconductors such as LEDs.

TOYODA GOSEI REPORT

08

Business
Report■ Business Overview

We are expanding our business on a global scale,partner in the fields of polymer technologies andas the best business

optical semiconductors.

D ATA■ Sales by field● Door Glass Run

Interior and Exterior Parts● Door Weatherstrip● Opening Trim Weatherstrip● Instrument Panel Modules and● Luggage Weatherstrip

Components

Optoelectronic Products

Optoelectronic
Products
6.3%● LED Lamps, Chip
Functional
Parts
12.0%

● Exterior Parts● LED Applications● Car Accessories

Automotive
Sealing Products
18.8%(amounts less than 100 million yen are rounded down)

Fiscal 2011

Percentageof net sales
(%)

163.4

32.4

163.4

31.6

0.0

Automotive Sealing
Products

94.9

18.8

98.1

19.0

−3.3

Functional Parts

60.5

12.0

61.6

11.9

−1.8

28.0

145.7

28.2

−3.1

91.2

469.0

90.7

−1.9

31.5

6.3

39.0

7.6

−19.2

General Industry
Products

12.6

2.5

8.8

1.7

＋42.6

Total

504.5

100.0

516.9

100.0

−2.4

Safety System
141.2
Products
Subtotal of automoﬁve
460.2
Parts business● Power Train Parts● Chassis and Drive Train Parts

General Industry Products
Safety System Products● Communication Equipment Components● Airbags● Home Construction Components● Air Conditioning Products

Optoelectronic
Products● Construction and Industrial Machinery● Steering Wheels

Components

Europe and Africa
3.0%

Asia and
Oceania
21.3%

Asia and Oceania

●
●

●
● ●

Europe and Africa
Groupcompanies

6 bases
Sales

¥15.3
billion●09

TOYODA GOSEI REPORTGroup companies

25 bases
Sales

Group companies¥107.2billion●●●●

20 basesSales¥289.9billion

● ●
●

Japan
57.5%

North
America
18.2%

North America
Group companies

15 bases(amounts less than 100 million yen are rounded down)

Sales

Fiscal 2011

¥92.0
billionFiscal 2010

Billionof yenPercentageof net sales(%)

Billionof yenPercentageof net sales
(%)

Japan

289.9

57.5

299.1

57.8

North America

92.0

18.2

95.2

18.4

Asia and Oceania

107.2

21.3

107.8

20.9

Europe and Africa

15.3

3.0

14.7

2.9

Total

504.5

100.0

516.9

100.0

●
TOYODA GOSEI REPORT

Corporate DataJapan

Financial Report■ Sales by region

Environmental Report

Billionof yenSocial Report● Fuel Tank Module Components

Year-onyear rate(%)

Percentageof net sales(%)

Interior andExterior Parts

Functional Parts

Fiscal 2010

Billionof yenManagement Report● Interior Parts

Interior andExterior Parts
32.4%

Safety System
Products
28.0%

Business Report

General Industry Products 2.5%

Automotive Sealing Products

10Business Report

Report by Business Units
機能部品事業部
Functional Parts

内外装部品事業部
Interior and Exterior Parts

163.4 billion yen

Instrument panel module employing new design

Radiator grilles
Chrome grilles featuring Toyoda Gosei s
unique spindle design

Convenient console boxes

Surface-emitting LED room lamp

Lid slides back and forth for
improved operability when
opening and closing

オートモーティブシーリング事業部
Automotive Sealing Products●③

11

TOYODA GOSEI REPORTNet sales :94.9 billion yen

Percentage of net sales : 18.8%

Development of hoses and boots that support brake, engine and drive systems

Brake hoses

Percentage of net sales : 12.0%(Rubber)

Turbo ducts

Driver-side airbag(Plastic / Single-piece structure)

Constant velocity joint boots

Curtain airbag

Passenger-side airbag

Rear-end impact airbag

Unprecedented weight reduction achieved through ingenious
use of rubber materials andmetal inserts

Increased application of internal inflators
We began global mass production of newly developed lightweight,
compact passenger-side airbags, side airbags, curtain airbags and knee
airbags, in addition to the driver-side airbags we already produced. In
addition, we increased the number of items employing internal inflators.
Moving forward, we will work to develop high-performance airbags
with improved capability to protect drivers and passengers from all
sorts of collisions. In addition to the collision safety features developed
so far, we will proactively develop preventative safety features that
integrate technological developments to maximize passenger safety.
In other development efforts, we are expanding our focus from safety
for passengers within the vehicle to include safety for pedestrians
outside the vehicle, and we are currently developing devices for pedestrian protection. Having achieved lower costs through technical innovations in design and production, we are also focusing our efforts on markets in emerging countries such as China and India where wider use of
airbags is being promoted.

Fiscal 2011 (consolidated)

Net sales :141.2 billion yen

Percentage of net sales : 28.0%

Knee airbag
Seat cushion airbag

Steering wheel

Steering wheel withlightweight, compact
driver-side airbag

Side airbag

Corporate Data

We always propose
the most suitable
door seal structures
to fulfill various door
function and designneeds.

Light weight opening
trim for compact cars

Fiscal 2011 (consolidated)●Hoses, Turbo Ducts and Boots

Financial Report

●
②

●
③

Plastic fuel filler pipes

Mass production of lightweight and compact airbags①Door Glass Run②Opening Trim
Weatherstrip③Door Weatherstrip●①

Fuel tubes

Highlights of ﬁscal 2011

●
①
●
②

Filler caps

60.5 billion yen

セーフティシステム事業部
Safety System Products

Highlights of ﬁscal 2011

To promote environmentally conscious manufacturing, we developed compact production processes and equipment intended toreduce the energy consumed during manufacture of products andthe volume of CO₂ emitted. As a result, we achieved a 30% reduction in energy consumption and CO₂ emissions.
As a continuing project since last year, we are also actively involvedin expanding the use of non-solvent (water-based) paint.
We have been performing desulfurizing reconstruction of rubbermaterials for some time and have expanded it to products that contain metal inserts (for example, opening trim). We developed aunique technique to separate rubber materials from metal inserts
before desulfurizing reconstruction, which enabled us to increase
the rubber recycling rate to 2.5 times higher than ﬁscal 2010 levels,
leading us to become a more environmentally-friendly company.

Net sales :Fill limit ventvalvesEnvironmental Report

Fiscal 2011 (consolidated)

Percentage of net sales : 32.4%

Expansion of weight reduction and recycling rate

With skyrocketing fuel costs and increasing environmental awareness in recent years, there is growing need for light weight products
which have less impact on the environment.
We employed materials design technology to mass-produce thinner, lighter and yet robust rubber hoses, and successfully launched
the mass production of fuel filler lids and turbo ducts in which
metal is replaced with resin.
We will continue to pursue a policy of developing materials andproducts which capitalize on features of resin and rubber such as
flexibility, electrical insulation, anti-thermal conductivity and lightweight, to be used in alternative-energy powered vehicles including
hybrid systems, electric vehicles, and fuel cell-powered vehicles.
As harsh economic conditions continue, we will thoroughly review
wasteful practices at domestic and overseas production bases, andwork toward the establishment of a speedier and more efficient
production and supply system.

Social Report

Net sales :Development and mass production of plastic fuelfiller lids and turbo ducts

Instrument panel

Management Report

In order to survive ever-ﬁercer competition in the domestic andinternational automobile markets, Toyoda Gosei is strengthening its
business fundamentals by returning to our starting point in manufacturing. This entails inspecting each manufacturing process exhaustively to eliminate waste and loss, and focusing on the developmentof production technologies that shorten the lead time from procurement of materials to ﬁnished products. We will further hone our
global competitiveness by expanding this corporate culture to ouroverseas production bases. In ﬁscal 2011, we launched productionof instrument panel modules in Europe. Building on our knowledgeof resin products for automobiles, we are engaged in development
and production of automotive LED lighting that balances environmental (power consumption) and design concerns.
In 2011, we employed ergonomically based brightness control andoptical design technology to develop and mass-produce the world sﬁrst surface-emitting LED automotive room lamps.

Business Report

Development and mass production of lightweightrubber air cleaner hoses

Development and mass production of instrument
panel module (produced in Europe)
Development and mass production of surfaceemitting automotive room lamps

Fuel filler lids

We are moving forward with the production of
goods that prioritizes the development of highperformance components centered on thosesurrounding fuel tanks as well as environmental regulations.

Highlights of ﬁscal 2011

Highlights of ﬁscal 2011

Fiscal 2011 (consolidated)●Fuel Tank Module Components

RR seat console airbag

Pedestrian protection airbags(under development)
Airbags that inflate in the eventof a front-end impact to protect
pedestrians

TOYODA GOSEI REPORT

12

Business Report

Report by Region

Report by Business Units

Regional management company / Research and development

Significant increase in sales of packages,

White LED package
for computers

Fiscal 2011 (consolidated)

Toru Koyama

primarily for tablet computers and lighting

Optimizing production systems throughout North America.
Working to reinforce local response capabilities.
White LED package
for lighting<Regional outlook＞

LED fluorescent lamp

Development of products in new fields＜Results of activities in ﬁscal 2011 and future eﬀorts＞

Mobile phone cases

LED dynamo light

13

TOYODA GOSEI REPORT

12.6 billion yen

Percentage of net sales : 2.5%

Air purifiers

TopicsFull production begins
at Mississippi plant

Corporate Data

Sales of mobile phone cases, produced by our Chinese subsidiaries,
grew in fiscal 2011 with the production of global models. We are
currently making efforts to reduce costs and boost competitivenessin the local Chinese market, and will continue to expand sales ofour products produced in China in global markets.
In Japan, as well, we were able to achieve sales surpassing those of
the previous year through increased production of air purifiers, ourprincipal product in Japan. In fiscal 2012, we will continue steadyproduction of air purifiers for which we receive continuous orders.
We will also take on the challenge of developing products in new
fields, building on the technologies we have amassed thus far todevelop globally compatible construction machinery, home-use
components and flashlights employing our LEDs.

During ﬁscal 2011, all North American companies in the Groupfocused on cost reduction and proﬁt structure reform so as torespond ﬂexibly to production volume ﬂuctuations resulting fromexternal factors such as natural disasters.
Regular business meetings composed of the heads of North American entities are held, subdivided by business unit. On the agenda
are considerations of production layouts taking into account theoverall optimization of the North American region, and developmentof speciﬁc measures for transfer of production between production
entities. In October 2011 a North American Strategy Conference
was held, with participants including top executives from our Japanese headquarters. Mid-term targets were set based on the 2015
sales strategy which considers market and customer needs and thegrowth potential of each business unit and component. In order tomeet these targets, we will make every eﬀort not only to maintainbusiness ties with our primary existing customers, but also to
deepen mutual trust with non-Japanese automakers so as toexpand sales.
We also focused our eﬀorts on risk management and crisis
response. In addition to the Great East Japan Earthquake and ﬂoods
in Thailand, in April a tornado directly struck our automotive sealing
manufacturing base in Kentucky, USA. The building and production
facilities were damaged, but thanks to the concerted eﬀorts of Japa-

Financial Report

Highlights of ﬁscal 2011

nese headquarters and the entire North American Group as well as
the strong support of customers, suppliers and the local community,
we were able to restore normal production and shipment capacity
in approximately one week. These events prompted our North
American Group companies to take steps such as revising theircrisis response plans. We also made eﬀorts to cultivate and secure
human resources for future growth, such as dispatching potential
future heads of business locations to Japanese HQ to undergo management training.
Moving forward, as our primary customers are accelerating local
production and procurement, we will promote further localization ofGroup companies in North America, from the standpoint of avoiding
currency market risks due to the strong yen, building on the lessonsof the earthquake to ensure stable supply, and securing cost competitiveness. Also, rising gasoline prices mean that customers are increasingly concerned with fuel eﬃciency and attracted to eco-friendly
vehicles, and the development race among manufacturers is growing
rapidly. For this reason, we are strengthening our local systems fordevelopment of original products in line with consumer trends. Also,
as our key customers are promoting global integration of parts supply
and ordering procedures spanning multiple regions and vehicle types,
the entire Toyoda Gosei Group is working together to put in place a
global sales framework incorporating inter-regional cooperation.
Moving forward, we will continue to tackle these and other challenges swiftly and ﬂexibly, placing the customers viewpoint ﬁrst.

Environmental Report

The parts shortage triggered by the Great East Japan Earthquake
had a severe impact on the North American market. Automakers,
particularly those based in Japan, were forced to reduce production
volumes, and the number of vehicles sold, which had resurged to 13
million (end-of-year ﬁgure, as are ﬁgures below) after hitting a low
point following the global ﬁnancial crisis of 2008, fell to 11 million
immediately following the earthquake.
However, during the second half of the ﬁscal year the supply of parts
was restored, and the introduction of new models and proactive sales
campaigns by automakers produced results, keeping the number ofvehicles sold on an upward trend. The eﬀects of the Thai ﬂoods oflate 2011 were also felt, but by the end of the ﬁscal year the numberof vehicles sold in North America had rebounded to 14 million.
Examination of individual automakers performance shows that US
and European companies performed strongly and South Korean
automakers continued to show robust growth. Japanese automakers
as well recovered somewhat from the earthquake during the second
half of the ﬁscal year, and there are hopeful signs for the future.

Percentage of net sales : 6.3%

Net sales :Percentage of net sales : 18.2%

LED backlight for laptop computers

General Industry Products

Fiscal 2011 (consolidated)¥92 billion

Social Report

31.5 billion yen

Toyoda Gosei
North America
Corporation

Sales :

Management Report

We have positioned products for tablet computers as one of ourcore areas, and identified lighting-oriented products as the second
major area for this business unit. In particular, sales of LEDs for thelighting market in fiscal 2011 grew to more than double the previous fiscal year.
We owe these strong sales to the lighting market s positive
response to our LED chips and packages for lighting, developed for
laptop computers, which employ our high-luminosity, high-efficiency,
long-service-life technologies and have been incorporated into agreat number of lighting products such as LED light bulbs and LED
fluorescents. From now on the lighting market is expected to continue its dramatic growth, and we will aim to expand this businesssegment further by developing packages and modules with highadded value.

President

Business Report

Highlights of ﬁscal 2011

Net sales :OthersNorth America

Optoelectronic Products

Fiscal 2011 (consolidated)

Manufacturing company

In September 2011 the Mississippi Plant, a branch plantof our subsidiary TG Missouri Corporation, went on line.
After it was established in Mississippi, USA in 2008,
plant operations were suspended due to the slowdownof the North American automobile market and otherfactors, but it has now started operating thanks to therecovery of the market. The plant will primarily supply
interior parts such as instrument panel components andconsole boxes.

TOYODA GOSEI REPORT

14

Business Report

Report by Region

Moving forward, we will promote the localization of raw materials and parts procurement, secure increased competitivenessand strengthen our business foundations.
Regional management company / Research and development

Manufacturing company

OthersAsia and Oceania

Kyoji Ikki
President

Boosting production capacity to respond to the needsof growing markets.
Promoting localization to further boost competitiveness.

15

TOYODA GOSEI REPORTIn ﬁscal 2011, we constructed Toyoda Gosei (Thailand) Co. Ltd. s
third plant, and otherwise strove to expand our production capacity so as to meet the needs of Thai automakers who are drastically boosting production. However, the ﬂood in Thailand had
economic ripple eﬀects reaching beyond Thailand to other Asian
countries, Japan and the entire world, and the Thai auto industry
was forced to reduce production despite having unprecedentedly
ambitious manufacturing and sales plans.
In ﬁscal 2012, we will work to meet the needs of automakers
boosting their production levels, and to secure unprecedented
proﬁts by reducing costs to compensate for rising labor and materials costs and falling prices owing to intensifying competition. At
the same time, we intend to focus strongly on cultivating local
human resources so that Thai employees can work independently
to boost productivity and cut costs. For Japanese automakers,
Thailand is a key site for manufacturing and exports to other
Asian countries, and is expected to grow further in importance.
We will put in place a robust framework to meet customer
demands for quality, cost and delivery so as to come out on topof the ongoing ﬁerce competition.

[India]In ﬁscal 2011, rising gasoline and diesel fuel costs and interest
rates led to a year-on-year slowdown in the number of vehicles
sold in India. However, India has the world s second largest population, and is expected to replace China as the world s most populous nation by 2020, meaning that prospects for further market
growth are hopeful. At TGMIN, our subsidiary in northern India,
ﬁscal 2011 saw the launch of an automotive sealing (rubber) business unit in addition to the safety systems business unit in operation since the ﬁrm s establishment.

construction of a fully

integrated produc-tion process for automotive sealing products, aiming to boost competitiveness in the Indian market where there are high expectations
for future growth. We are working to localize all processes fromkneading of materials to manufacture of finished products, aiming tomaximize competitiveness. Also, in order to promote smooth andswift business activities firmly rooted in Indian society, we haverequested the management participation of our local Indian subsidiary Minda Investment Limited.

Regional management company / Research and development

Manufacturing company

OthersEurope and Africa

Fiscal 2011 (consolidated)

TetsumiIchiokaPresident
Toyoda Gosei
Europe N.V.

A new area, our interior and exterior business,gets oﬀ to a good start.
We will work to ﬁrm up foundations for sustained growth.
<Regional outlook>

The European auto industry is facing a slumping market andintense price competition due to the euro-zone ﬁnancial crisis.
While manufacturers of low-end vehicles with negligible
exports outside Europe are struggling, luxury automakers withstrong export performance are showing robust proﬁts thanks
to the weak euro and surging demand in emerging nations.
In Africa, growth slowed in some areas due to increasingly
unstable political situations, but the overall market grew,
primarily driven by South Africa. However, manufacturers ofvehicles imported from outside Africa are making aggressive
strides, and manufacturers producing vehicles locally arefacing ﬁerce competition.

<Results of activities in ﬁscal 2011 and future eﬀorts>

In ﬁscal 2011 Japanese automakers, our primary customers,
were forced to curb production as a result of the Great East
Japan Earthquake and the Thai ﬂoods. However, we were able
to ensure quality of parts delivered to European automakers for
new vehicle models and maintain competitiveness thanks tothorough implementation of the Toyota production method, thebedrock of our manufacturing, as well as intensiﬁed cost-cutting
through localization of parts and materials procurement andclose cooperation between regions. The newly launched interior and exterior business unit progressed smoothly, with a newSales :

¥15.3 billion

Percentage of net sales : 3.0%

European base established. In Africa, Toyoda Gosei South
Africa (Pty) Ltd showed improvements in quality which earned
the company commendation from key customers.
In ﬁscal 2012 we intend to boost market share, building on
our automotive sealing business unit and expanding our interior and exterior parts and safety systems business units so as
to increase the volume of trade with European automakers.
Moving forward, as an enterprise with sustainable growth andstrong ties to the region, we will address increasingly cutthroat
competition with respect for diverse cultures and developmentof work environments conducive to the growth of competentand independent human resources, so that Group companies ineach region conduct business with maximum energy and vigor.

TopicsToyoda Gosei UK Wales
plant goes on line
In December 2011 a

branch plant in Wales,

Corporate Data

China is expected to remain the world s largest automotive market
for the foreseeable future. However, in ﬁscal 2011 intense competition with Chinese manufacturers drove down the unit price ofparts, while the skyrocketing yen led to price increases in materials imported from Japan, to which was added the impact of theGreat East Japan Earthquake. As a result, despite cost-reduction
measures including thorough streamlining of production processes
and localization of materials and parts procurement, both revenue
and operating proﬁts declined year-on-year.
In ﬁscal 2012, we plan to boost our competitiveness by intensifying cost-cutting eﬀorts, and strengthening technology and development systems to reinforce our business foundations for
expanded sales and acquisition of new customers. We will also
work to cultivate human resources and promote the independence of local staﬀ at our business locations.

[Thailand]

Pvt. Limited. began

Financial Report<Results of activities in ﬁscal 2011 and future eﬀorts>[China]As a part of these eﬀorts, in March 2012 we reinforced the technological, development and sales structures of our Shanghai base,Toyoda Gosei (Shanghai) Co., Ltd.
Chinese automakers expect us, as an automotive parts manufacturer, to have a fully integrated framework for technical development, design and production in China, for which structural reinforcement of technical development divisions and cultivation of
local human resources are indispensable. While conveying theexpertise we have amassed over the years to local employees, weare also joining forces with local managers to establish andpromote new standards in China. In order to expand sales not only
to Japanese automakers but to Chinese, European and North
American ones as well, we are enhancing technical support
systems and pushing for cost reductions through further localizationof parts and materials procurement. We believe these steps willthoroughly ﬁrm up our business foundations in China and allow us
to grow as a global supplier along with the Chinese auto market.

Gosei Minda India

Environmental Report

During ﬁscal 2011, we were forced to slash production drastically
due to the Great East Japan Earthquake and ﬂoods in Thailand,
but production levels were restored with the post-disaster recovery. In addition, growing domestic demand and a positive export
outlook led automakers to boost their production capacity inIndia, Indonesia and elsewhere as well as in Thailand, currently
the main production center. In the growing low-priced compact
car market, however, competition is growing ﬁercer as a result ofintense catch-up by manufacturers that entered the market late.
Automakers in developed countries have been responding by
accelerating the localization of production and procurement.
Meanwhile in China, the government is promoting the popularization of electric vehicles as an environmental measure, but failure
to boost demand has led them to broaden the policy to cover
hybrid and plug-in hybrid vehicles as well.
Throughout the Asian region, wage levels continue to rise. Continually increasing personal incomes are boosting private consumption, which supports domestic demand, meaning that therise in wage levels must be seen as an inevitable element of thedevelopment of emerging nations. Considering our responsibility
to supply customers with products and secure proﬁts, there is a
growing need to monitor and respond to employee demands andenhance communication activities with the aim of accurately
understanding current social conditions.

Percentage of net sales : 21.3%

In July 2011, Toyoda

The number of vehicles sold in Indonesia in ﬁscal 2011reached an unprecedented high of 900,000. P.T. Toyoda Gosei
Safety Systems Indonesia, engaged in manufacture of parts
such as steering wheels and pad covers, was sustained byrobust domestic demand and showed sales of 102% year-onyear despite the eﬀects of the Great East Japan Earthquakeand ﬂoods in Thailand. The company received an award foroutstanding quality from one of its key customers.
In ﬁscal 2012, we expect to see a major year-on-year increasein sales. We will make every eﬀort to secure dominance in themarket, boosting production capacity by augmenting our facilities and taking aggressive steps to cut costs.

Social Report<Regional outlook>¥107.2 billion[Indonesia]

Management Report

Toyoda Gosei
Asia Co., Ltd.

Sales :

Launch of fully integrated production process
for automotive sealing products in India

Business Report

Fiscal 2011 (consolidated)

TopicsUK, established as a

subsidiary of Toyoda

Gosei UK Ltd., com-menced operation. It is our first European manufacturing site

dedicated to production of resin interior parts including automotive instrument panels and console boxes, which entail

complex design. With the launch of production at this site, wehave achieved a supply network for interior and exterior parts
which spans the four corners of the earth (Japan, North
America, Asia and Oceania, and Europe and Africa.)

TOYODA GOSEI REPORT

16

Management
ReportCompliance

We have established a corporate structure that can swiftly react to environmental
changes by promoting sound management and eﬃcient organization.

Aiming to be good corporate citizens, we advance our eﬀorts to establish compliance.

■ Diagram of the Corporate Governance System
Accounting Auditors

Appointment
Cooperation

Cooperation■ Our approach towards complianceCorporate activities

TG
Domestic
Aﬃliates

TG
Support for creating
Support for creating
a compliancea complianceManagement
systemsystemPhilosophy
Toyoda Gosei
Group
Charter for
Business Ethics

TG
Overseas
Aﬃliates

Toyoda Gosei
Guidelines
for Business Ethics
Committee on
the Ethics of Corporate
Activities composedof all company
executives

Implementationof legal affairs/
complianceworkshops

Ensuring
compliance

Company-wide
Compliance Advocates
Meeting composedof Compliance Advocatesfrom each division
Complianceconsultation service /Sexual harassment
consultation service
established both within
and external to thecompany

Educational activities to strengthen and vigorously enforce compliance

コー
ポレートデ
ータ
Corporate
Data

Toyoda Gosei implements various educational activities to strengthen and vigorously enforce compliance by all employees.
We not only continue to implement compliance workshops for all employees by rank and risk, but also focus on enhancement of our employees awareness of compliance using■ Number of attendees to major workshops
various educational tools. Speciﬁcally, these include
Workshop name
No. of times held No. of attendees
the Compliance Juku (cram school), which presents
Once each for employeescase examples in cartoons run in a series in the comgraduated
fromn
130
Workshop for new employees
pany newsletter, and posting on the company message
high school/university
Workshopfor
newly-appointed
board of Compliance Tsuushin (communications)66
Oncemanagement
which explores and explains examples of court cases.
Workshop on legal affairs for appointees
184
3 times
In ﬁscal 2011, we implemented compliance awareness(for mid-career employees)
activities based around the Toyoda Gosei Guidelines
65
Workshop for division managers
Once
for Business Ethics in all divisions, in order to reaﬃrm
38
Workshop for executives
Once
fundamental ethics standards. Also, we conducted
13
times
in
total
at
Workshopforassistantmanagers/
compliance training for executives and managers, and204
3 plants
group leaders of plants
held workshops to cultivate assistant managers andgroup leaders as key persons for compliance information dissemination in manufacturing divisions.
Furthermore, we performed surveys of complianceawareness level and compliance-related problems
through questionnaires. With regards to divisions
where problems were pervasive, we formulated andimplemented improvement plans and worked to make
improvements.
Compliance workshop for division managers
Compliance workshop for executives

環Environmental
境報告
務 報 告 Report
Report 財Financial

Various functions andbusiness divisions

Central committee on healthand safety, and others

Environmental
committee

Export management
committee

Committee on the ethics
of corporate activities

Committees

Committees on
various functions

We conduct internal management and supervision based on corporate laws, etc. to check whether our corporate activities are being conducted in accordance with laws and corporate ethics. Internal auditing is conducted
not only in the Audit Division, but also in the General Administration, Human Resources Development and
Finance & Accounting Divisions. We also strengthened our checking system so that auditing can observe
smaller details such as methods of managing classiﬁed information. There is a mechanism in place to collect thecontent of internal auditing performed within each functional division into the Audit Division, and at the end of
the ﬁscal year, the Audit Division determines auditing themes and methods for the following ﬁscal year after
exchanging opinions and advice about the results of internal audits conducted by each functional division. As
part of the monitoring, the Audit Division also witnesses the actual auditing by functional divisions and give
instructions to improve the auditing method, etc. in some cases. As a result, the level of auditing technique by
each functional division has been improved every year, strengthening the internal control system and building a
reliable and comprehensive risk management system. In ﬁscal 2010, we enriched the auditing operations byintroducing a method of ERM* and adopting risk-based approaches based on multifaceted risk assessments.
We also prepared and operated internal controls related to ﬁnancial reporting based on the Financial Instruments and Exchange Law (J-SOX) to strengthen our continued governance.

Toyoda Gosei maintains an unwavering commitment
to compliance in order to ensure that each one of ouremployees not only obeys all laws and regulations,but also maintains a keen sense of corporate ethics. In
1997, Toyoda Gosei established a Committee on the
Ethics of Corporate Activities with the President serving as Chairman and all company executives as members. In 2009, to replace the legal liaison oﬃcer who
was in charge of disseminating information within Divisions, a Compliance Advocate was assigned to each
Division to lead its compliance activities and ensure
thorough, uniﬁed compliance by both management
and employees on-site. We have also establishedcompliance consultation services inside and outside
the company to provide quick solutions when employees are faced with compliance problems in daily business activities. In addition, we have established the
Toyoda Gosei Group Charter for Business Ethics as
a compliance action agenda which sets out theshared values and behavioral standards of the Toyoda
Gosei Group. Every group company in Japan andoverseas, including Toyoda Gosei, formulates speciﬁc
action agendas based on this Group Charter. We havealso established the Toyoda Gosei Guidelines for
Business Ethics which we distribute to all employees.

Social Report

Auditing

Management
committee

Representative Director

Board of Directors
Directors*ERM :
Enterprise Risk Management

SupervisionInternal
Control Audit

Internal Auditing Division

ReportAuditing

Appointment

Strengthening
internal auditing

Board of Auditors
Corporate Auditors

Shareholders' Meeting

Appointment

Accounting
Audit

Ensuring
complianceas the Toyoda
Gosei Group経Management
営報告
ReportWe enrich and strengthen corporate governance which aims at eﬃcient and sound business management, andview the stable improvement of shareholder value as the most important management task. In order to meetthe expectations of all stakeholders including shareholders and customers, we build and maintain an organizational system capable of responding swiftly and appropriately to environmental changes, and a fair, sound andtransparent management system. We have put in place the legally mandated functions including shareholders
meetings, a board of directors, a board of auditors, and accounting auditors. In addition, we have developedand established an internal control system that deliberates on important issues, checks business operations andreinforces internal auditing, in an eﬀort to achieve (1) appropriate business judgments, (2) eﬃcient business
operations, and (3) eﬀective supervision and auditing processes. Also, we have shortened the terms of directors
to one year in order to develop a ﬂexible management system that can respond swiftly to changes in the business environment, and to further clarify the management responsibilities of directors.

事Business
業 報 告 Report

For realization ofquick, eﬃcient andsound business
management

Corporate Governance

Strengthening the systems of overseas and domestic aﬃliates
For our overseas and domestic aﬃliates, we provide necessary support to help them implement autonomouscompliance activities based on Toyoda Gosei company policies.
In ﬁscal 2011, building on the training to foster Compliance Leaders conducted at each domestic aﬃliate inﬁscal 2010, we had each aﬃliate independently assess and elucidate its own compliance risks and implement
measures aimed at preventing these risks. For overseas aﬃliates, we conﬁrmed whether compliance systems
and mechanisms are in place at key business locations, and made improvements where necessary.

17

TOYODA GOSEI REPORTTOYODA GOSEI REPORT

18

Management Report

Risk Management

SocialReportWe oﬀer attractive products and services based on the concepts ofCustomer First and Quality First.

Our risk management extends beyond employee training and quality assurance activities,
encompassing information security and disaster preparedness measures as well.

Toyoda Gosei is working to ensure the company can respond to corporate risks that threaten management or businessitself. For the management of conﬁdential information in particular, we established Security Management Representative Meetings composed of the directors of each Division based on the Committee on the Ethics of Corporate Activities to thoroughly implement information security measures.
With our Crisis Management Guidelines and Operative Standards for Information Systems Security as guidelines, weconcentrate on strengthening practical measures and lifting the awareness of all employees about information security.

■ Image of Disaster Response
Disaster outbreak ‒ Initial response

Recovery[Permanently maintained]
Warning &Monitoring Team

Disaster occurs

Emergency
earthquake alert goes
into operation

Initial Response
Task Force
Advance Team
(investigative team)

Emergency
Task Force

Life Support
Task Force

Production
Restoration
Task ForceDistrict
Task ForceInstructions
Reports

We have launched the Crisis Management Organization Project, intended to address crisis management issues that came to lightin the aftermath of the Great East Japan Earthquake. Its activities include review of various aspects of crisis management, including
the structure of our disaster response organization, initial response procedures, safety status veriﬁcation, maintenance and followup of the Crisis Management Guidelines and related rules, anti-seismic measures for buildings, response procedures for the Morimachi Plant located within a 30-km radius of the Hamamatsu Nuclear Power Plant (Shizuoka Prefecture), restoration preparations
and decisions on suspending production. These revisions are premised on earthquakes, the type of disaster expected to cause themost damage, but the Project also addresses responses to other types of disasters and coordination with overseas bases.

Strengthening information security measures and heightening awareness

19

TOYODA GOSEI REPORT■ Examples of Measure Enhancement
Classiﬁcation

Measure implemented

Hard● Preventing documents from being inappropriately
removed or discarded through ID authentication of
employees at multi-function digital copy-print machines
and printing equipment exclusively for drawings

Soft● Data encryption of all PCs● E-mail security reinforcement（making supervisor CC mandatory）

Hard● Inspection for removed materials(inspect twice monthly)● Increase in the number of surveillance cameras● Wire setting for ﬁxing PCs
・Laptop PCs
・Desktop PCs
・external HDD

Soft● Reinforcement in access privileges to the ﬁle server● Restrictions on things taken out/enhancement of check function● Acquisition and monitoring of system usage records
and access records● Prevention of unauthorized access (main building/IS Center)

Moral measures● Review of Security Management Rules● In-house security management education● On-site inspections of each division

Preventionof negligent
leaks

Prevention
for malicious
unauthorized
leaks

Activities aiming
at own-processcompletion by
all employees* Robust design：
Strong product designs
that have little unevenness in quality and are notsusceptible to change due
to usage environment.

Customerﬁrst

TQM
Participationby allConstant
improvement

All employees at Toyoda Gosei take actions basedon the principle of Customer First and aim for ownprocess completion in all of our operations.
Own-process completion, meaning that quality isbuilt in during the production process, is the idea on
which all our work is based.
In manufacturing, we adhere to the concept that No
defects shall be tolerated in any production process,so as to ensure that there will be no defects in postproduction (i.e., in the product given to customers).
We aim for robust design* which stands up to environmental changes and variations in manufacturing,and promote quality engineering on a company-widebasis, with the goal of achieving zero defects not only
during mass-production processes, but from the ﬁrst
day a new product is launched. In addition, we areapplying the concepts and know-how of own-processcompletion, solidly entrenched on production lines(manufacturing divisions), to oﬃce-staﬀ (administrative
and technical divisions) as well, so as to improve
operations company-wide based on the ethos of
own-process completion in which each individual canmake on-the-spot judgments about work quality.
In ﬁscal 2011, we newly established a TQM Promotion Division with the aim of more rigidly deﬁning ourapproach to quality control.

■ Own-process completion to achievea zero-defect production process

Exhibition on examples of own-process completion by office staff

Making inspections at plants

・Improvement ofdrawing quality
・Robust design・High-reliability designthat is easy to make

DesignProcurement

Adopting
High-quality
excellent design components &drawing practices
materials

Early
identiﬁcation
Early
Market response

Own-processcompletion Providing

production
conditions Production
preparation

Maintenance &management

Production

・Establishingrobustproduction
conditions
・Automation

TOYODA GOSEI REPORT

コー
ポレートデ
ータ
Corporate
Data

Toyoda Gosei maintains thorough information control
so as strengthen conﬁdentiality management. We
inspect compliance status and perform on-site auditing of relevant divisions once a year based on our
conﬁdentiality management rules. In addition, weissue Operative Standards for Information Systems
Security as well as Guidelines for Management ofConﬁdential Information that summarize importantelements excerpted from the Security Management
Rules. The contents of these Guidelines are revised
as necessary and distributed to all Division Heads, aswell as being used for education of new employees.
In addition, we take steps to focus employees attention on security issues such as distributing news onsuch issues across the company.
In ﬁscal 2011, we conducted ongoing inspections ofusage logs so as to check for possible improper usageof technical systems, and enhanced mechanisms andsystems for more eﬀective follow-up. Also, in responseto the Great East Japan Earthquake, in June 2011 weincreased the frequency of remote data backups fromthree times a year to once a month.

*3 TQM stands for Total Quality
Management and means
activities that heighten theimportance of people andorganizations throughconstant improvement andparticipation by all based on
the principle of Customer
First, in order to improve thequality of management as well
as of goods and services.

■ Fundamental principles of TQM

環Environmental
境報告
務 報 告 Report
Report 財Financial

Launch of Crisis Management Organization Project*2 ISO/TS16949 certiﬁcation
obtained by：
JQA-AU0094/0091/
0160/0124

Basic Policy for Quality
Everyone shall bear in mind the concepts of
Quality First and The Next Process is the Customer, and engage in mutual cooperation so as
to provide outstanding products and services that
win the trust and satisfaction of our customers.

社Social
会報告
ReportBased on the concepts of Life Comes First andQuick Recovery, we have implemented anti-seismic
measures for buildings and equipment, and conductperiodic practical training based on various types ofdisaster response manuals. We have also introduced
an Earthquake Reporting System and a Safety
Information System that veriﬁes the safety status of
employees and their families. Also, we have established a database showing the location of alternative
facilities and employees skills/characteristics necessary for early recovery, and perform periodic maintenance. During the Great East Japan Earthquake ofMarch 2011, the company suﬀered no human casualties and there was no major impact on production
or quality, but we are nonetheless taking all available
measures to improve systems for maximum
preparedness.

*1 ISO9001 certiﬁcation
obtained by：
JQA-QM7318、
QMA11826/12256/
12238/13130/12841

Toyoda Gosei aims to become a true global supplier who brings happiness to customers all over theworld.
We conduct business activities under an integrated
quality assurance system covering every stage fromdevelopment to production, based on our Basic
Policy for Quality.
All our plants have obtained ISO9001*1 and
ISO/TS16949*2 certiﬁcation, which are the international standards for quality management systems.
Each plant also sets its own quality control goals
based on the basic principles of TQM*3 and makes
every eﬀort to produce attractive products. In addition, we issue Quality System Global Standards
containing rules and expertise for quality improvement. Since ﬁscal 2010, we have distributed it to allbases as the guidelines for local staﬀ to follow toensure consistent product quality at all domestic andoverseas bases.

経Management
営報告
ReportInitial activities in the event of a disaster and early response for restoration

Integrated quality
assurance systemfrom development
to production

事Business
業 報 告 Report

System for Risk
Management

Relationship with our Customers

20Social Report

Monitoring the
manufacturing process
and market quality
and promoting
measures to adapt

We are promoting own-process completion for all manufacturing processes of safety parts that relate to a vehicles
basic functioning. In addition, we form a special project team and full-time auditors conduct process audits of all
domestic and overseas processes to make absolutely sure that there are no major quality defects arising from ourcompany. We have established a system through which information on any
quality problems occurring in the market is conveyed through automakers,
then swiftly passed on to the relevant internal divisions, after which products
are recalled and analyzed, the causes are immediately investigated, andmeasures are taken to prevent a recurrence of the problems.
When it is diﬃcult to ﬁnd the cause of a problem and its solution at our company, we team up with the quality divisions of automakers, conduct tests
using test vehicles, etc. We then cooperate to promote swifter and more
precise prevention of recurrences, and take preventive measures for future
products.
Activities for improving market reliabilityAward names

At Toyoda Gosei, all employees
share a common belief that
corporate power means humanresources, which must be
nurtured and developed. . We
aim to create an environmentthat always allows humanresources to develop throughtheir work.
We focus strongly on language
education for younger employees so as to cultivate humanresources that can succeed on
the global stage.

■ Human Resource Systems
Improvement of internalgroup education byposition and function(problem resolution,
management)

Active promotionof global and young
personnel toimportant positions(for personnel in their
30s and upward)

Promotion

Promotion of prearranged
position rotations to foster
and activate humanresources development(career path, growth as
multi-skilled technicians)

Group
EducationOn-the-Job
Training（OJT）

Personal
GrowthPosition
Rotation

OJT is the foundationof human resources
development / Humandevelopment in workplaceby managers throughwork experiences

Self-initiatedInterview
System

Evaluation
andMerit System

Shared understandingof challenges for
professional andpersonal growththrough communication
between superiors
and subordinates

Development of anevaluation and meritsystem based on skills
and performance thatis highly rational andeasy to grasp

Activating human resources development with enhanced education programs
Company receiving award

Origin of commendation

Yamaha Motor Manufacturing Corporation of America

Quality Award

TGCZ

Toyota Peugeot Citroën Automobile Czech, s.r.o.

Zero Delivery-Related Complaints Award

TGSSI

PT.Toyota Motor Manufacturing Indonesia

Quality Achievement Award

Tianjin TG

Tianjin FAW Toyota Engine Co., Ltd.

Quality Achievement Award

Tianjin TG

FAW Toyota (Changchun) Engine Co.,Ltd.

Best Supplier Award

Tianjin TG

Chongqing Changan Suzuki Automobile Co., Ltd.

Quality Achievement Award

Tianjin TG

Sichuan FAW Toyota Motor Co.,Ltd.

Quality Cooperation Award

Tianjin TG

GAC Toyota Motor Co., Ltd.

Quality Achievement Award

Tianjin Star Light

Sichuan FAW Toyota Motor Co.,Ltd.

Quality Achievement Award

Foshan TGR

Sichuan FAW Toyota Motor Co.,Ltd.

Quality Achievement Award

Zhangjiagang TGSS

Sichuan FAW Toyota Motor Co.,Ltd.

Quality Achievement Award

Fu-YueSichuan FAW Toyota Motor Co.,Ltd.

Award for Quality Cooperation

Foshan TGR

GAC Toyota Motor Co., Ltd.

Tokyo Motor Show

The pursuit of weight reduction, safety measures and efficient energy useV
O I C E
Naoto Makita
Human Resources Dept.
Human Resources
Development Division

コー
ポレートデ
ータ
Corporate
Data

At the 42nd Tokyo Motor Show, held in November
2011, Toyoda Gosei presented its products withthree main PR areas (Future Potential, MassProduced Items, and LEDs), under the overall concept of a comprehensive supplier of rubber, resinand LED products: contributing to car manufacturing
in a low-carbon society through environmental,
safety, and resource-saving technologies. Exhibits
included lightweight and safety-oriented products
Overall view of boothfor next-generation vehicles such as environmentallyfriendly automobiles, shown in a wire-frame vehicle.
In the Future Potential zone, various products the company
aims to put into practical use in the future (some of which are
already in practical use) were exhibited. These include carbodies made with resin instead of steel, weatherstrips without
metal inserts, and a concept airbag that protects pedestrians
heads to maximize their safety, as well as LED light sources forheadlights, all of which make contributions to weight reduction,
A wire-frame model vehicle containing various
safety measures and eﬃcient energy use.
products under development

環Environmental
境報告
務 報 告 Report
Report 財Financial

Toyota Motor Engineering & Manufacturing North America, Inc.

TGMO

Language training

TGFSUS

Excellent Quality and Delivery Award

Training for transferred/local employees

Quality Achievement Award (certificate of appreciation)

Toyoda Gosei is striving to enhance our education programs so as to develop human resources capable ofresponding eﬀectively to internationalization and formulating and resolving problems.
In ﬁscal 2011, we launched Newly Appointed GL (Group Leader) Policy Development Training. This training
aims to foster the ability to identify issues, focus on key challenges, come up with strategies, and resolve problems in the workplace. Also, we are continuing to implement the problem resolution follow-up training andmid-career leader training programs launched■ Training Structure
in ﬁscal 2010. We are also focusing on
language education for new or younger
Training according to
Basic technical Overseas-related
Position
employees positions
training
training
title
employees.
GM/Division
Our English Training for New Employees
Management training for GM/Division Leaders
Leaders
conveys to these employees the necessity ofManagement training for GL/Managers
GL/language abilities and teaches study skills,
Managers Newly Appointed GL Policy
Development Training
through distance learning and two-day
language study workshops. These have led to
TLManagement training for TL
an average 50-point improvement in TOEIC
AssistantManagement training for Assistant Managers
Managers
score over the past year. Also, 180 employSection
Training for Section Leaders
ees in their 20s and 30s received training in
Leaders
Level 4 problem resolution follow-up training
English and Chinese in the Language Skills
GeneralLevel 3 training, Mid-career leader
employees
Cultivation Program for Younger Employees.
training program
To continuously activate human resourcesNew
Training for new employees
development, since ﬁscal 2009 we have been
employees English training for new employees
implementing a shift from outside lecturers to*GPC: Global Production Centerinternal lecturers, except for specialized education. By conveying the knowledge and skills
they have accumulated on the job, thesehighly experienced employees helped other
employees to acquire practical knowledge
and skills applicable to actual work duties.
Moving forward, we will continue honing our
education programs to promote the cultivation of competent human resources.
Newly Appointed GL Policy Development Training
English training for new employees
GPC* activities

Toyota Motor Engineering & Manufacturing North America, Inc.

Training system for skills

TGMINTO

Training system for engineers

Quality Achievement Award (certificate of appreciation)

TopicsTOYODA GOSEI REPORT

Developing
globally-minded
human resources
who can think andact independently

Our products are delivered to automakers around the world and underpin their vehicles' basic performance.
Each automaker commends excellent suppliers every year, and Toyoda Gosei has received a great number ofsuch commendations.

■ Awards for quality in ﬁscal 2011

21

With "Respect for humanity" and "Safety comes ﬁrst" as our fundamental principles,
we aim to create a healthy workplace where employees can work with peace of mind.

社Social
会報告
ReportPraised bycustomers as asuperior supplier

Relations with our Employees

経Management
営報告
ReportStanding at the front lines of our company, the Sales Division is responsible for listening to needs and obtaining
development information from key members in technology and procurement and applying these to sales promotion, so as to respond to the needs of a global and diverse customer base. While cultivating good relationships
with customers, the Division collects and analyzes diverse information on matters essential to customers and the
problems they face. Based on the contents, it also builds a relationship of mutual trust with customers by presenting unique proposals that meet diverse customer needs in cooperation with relevant internal departments.

事Business
業 報 告 Report

Sales activities
responsive tocustomer needs

I am primarily in charge of running staff-related training and personnel
systems. Bearing in mind that my division is one with a mission andresponsibility to foster the growth of employees and the organization, I
aim to provide the right training at the right time, strengthening thecompany and promoting the self-realization of training attendees, andkeep going until the goal has been achieved. To this end, I keep in mind
that the job is not finished when the training ends, but follow it up with
post-training questionnaires, follow-up problem-solving to assess understanding, and workplace surveys, building on the results to improvetraining programs and maximize their effectiveness at all times.

TOYODA GOSEI REPORT

22

Social Report

Global human resource cultivation

Creating a workplace where people with disabilities can establish themselves and feel that their job is rewarding

Creation of a system that enables work with peace of mind after retirement

Toyoda Gosei promotes fair and impartial adoption and development of human resources with respect fordiversity by ensuring stable employment and improving the working environment and systems that make workeasier for our employees.

■ Workforce composition (non-consolidated)

In April of 2006 we established the Retiree
Re-employment System, and we are working to construct a system that facilitates work with peace ofmind after retirement.

■ Number of employees by region (consolidated)(fiscal 2011)

Fiscal 2011

Fiscal 2010
Female

Total

Male

Female

Total

6,293

712

*7,005

6,242

728*6,970

Average age

40.3

35.7

39.8

40.8

35.9

40.2

Average lengthof employment

16.2
years

10.9
years

15.6
years

16.7
years

11.1
years

16.1
years

Europe/Africa:
1,414 employees（4.9％）

Asia and
Oceania:
13,634 employees（46.8％）

Number of
employees:
29,108North
America:
5,195 employees（17.8％）VO I C E

President
TG Welfare Co., Ltd.

TOYODA GOSEI REPORTIn ﬁscal 2010 we inaugurated the Diversity Promotion Group, a specialized organization, in order to utilize diverse human resources to thefullest. We focused especially on eﬀorts to promote utilization of women. We strengthened the reform of the awareness and behavior of the
management, in particular, toward female employees, and started a workshop to enforce awareness of the company s policies and meaning ofdiversity, in which about 150 people participated. We also held a workshop that helped female employees to consider and heighten their awareness of their working style and future career plans, in which about 280 participated.
We conducted a survey on the utilization of women to enable female
employees and their supervisors to grasp issues such as how female
employees perceive their jobs, how their supervisors cultivate andpromote female subordinates, their ideas for a merit and evaluation
画像未
system, the pace of pay raises and promotions, etc. Based on the current
issues identiﬁed through the survey, we formulated a three-year development plan for the utilization of female employees, and are moving forward Workshop for management to promote Seminar for female employees
the utilization of female employeeswith speciﬁc eﬀorts such as development of workplace environments.

2010

2011
2012
（ﬁscal year）

We are taking several measures to promote andstrengthen employee health, focusing on the key
areas of mental and physical health maintenance.

■ Health Education Structure
Plant managers

Physicalhealthmanager
education

General Managers
Division Leaders &Assistant Division
Leaders

Managers
GL

TL &Assistant

Supervisors Managers
SectionLeaders

General employees

Mental healthleaders
education

Good life
seminar 35（

Physical healtheducation at
35 years old）

Mental healtheducation for
management
directors

Health education
at 45 years old

Continuing mental health education for management directors
To promote eﬃcient workplace operation and smooth communication, we regularly held mental health education
sessions in ﬁscal 2011 for each employee position, with a focus on newly appointed management directors, division leaders, and assistant division leaders, all of whom can be susceptible to stress. A qualiﬁed clinical nurse at each site provide
optimum counseling services. With the number of consultants declining, the results are steadily beginning to show.

コー
ポレートデ
ータ
Corporate
Data

23

Promoting development of diverse human resources

2008

Self-careeducation*Diversity refers to the utilization of human resources
irrespective of race, nationality, gender or age

Toyoda Gosei is working to foster a corporate culture that enables our employees to demonstrate their individual capabilities fully
through diverse individuality.
We have also established a system to enable employees of retirement age or with disabilities to continue working in stable jobs.

2009

Retirees

The majority of our employees with disabilities are persons with severe
mental disabilities. At ﬁrst they were incapable of continuing to work evenfor a few minutes, but they made incredible progress, until observers started
asking Do these people really suﬀer from severe mental disabilities? With
the proper tools and learning procedures, a disability ceases to be ahindrance. After all, if it weren t for the development of eyeglasses, I myself
would not be able to work due to farsightedness. With this perspective, I
continue exploring human potential alongside our employees day by day.

Nurturing Support certification mark

Promotingdiversity*

2007

Mental health(follow-up)
education

Maintaining mental
and physical healthsupportPersons scheduled to be reemployed

環Environmental
境報告
務 報 告 Report
Report 財Financial

Fumitoshi Honda

Reemployed persons

1000Japan:
8,865 employees（30.5％）We have created and worked to enhance a system which prioritizes work-life balance and emphasizes independence
while enabling each one of our employees to choose their own way of working. We also provide support for our
employees so they can work with greater peace of mind and motivation. In ﬁscal 2011, there was a diminished numberof related company events due in part to the massive earthquake that struck Japan, but nonetheless we implemented
Child-Rearing Day, Networking Event for Working Mothers, TG Family Day and Holiday In-house Nursery.
Among these, Holiday In-house Nursery is in increasing demand, and we boosted the number of nurseries andimproved the system accordingly. There were nursery-related problems due to the change in the July-September calendar resulting from the earthquake, but municipalities, employees and their families all cooperated to get through thecrisis. Moving forward, we will continue to provide support toemployees and in particular enhance support for employees
providing nursing care.
In April 2011, we received our second certiﬁcation from the Ministry of Health, Labor and Welfare as an enterprise that proactively
supports the nurturing of the next generation, based on the concept of work-life balance. We are currently redoubling our eﬀorts,
Kurumin Next Generation
particularly in the area of promoting workplace understanding.
TG Family Day■ Change in Number of Reemployed Retirees（persons）
200

社Social
会報告
ReportMale
No. of employees*Total no. of employees does not include 406 employees dispatched overseas

Internal support toprovide a stablework-life balance（ﬁscal year）

経Management
営報告
ReportEmployment of
human resources

Toyoda Gosei proactively employs people with disabilities in various practical capacities.
In ﬁscal 2011, we set a 2.0% target employment rate for disabled people, which exceeds the 1.8% employment rate required by law. As aresult, we employed 114 people with disabilities (as of April 1, 2012), achieving a 2.08% employment rate that exceeded the initial target.
The Committee for Promotion of Employment of People with Disabilities plays a core role in various relevant activities, ranging fromhiring to assignment/education, ﬁrm establishment in stable positions, and raising people s awareness. In particular, we focus on establishment of people with disabilities in stable positions, and aim to■ Change in the employment rate of disabled people
grasp the current situation and improve working environments（％）
3
through periodic interviews with people with disabilities. We have
put a system in place that can implement each stage from hiring
2.05％
2
to assignment in a planned manner, by routinely exploring jobs towhich people with disabilities can adjust themselves. The special
Legally required
employment rate of 1.8%
subsidiary TG Welfare and the entire Toyoda Gosei Group strive
1
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
to promote employment of people with disabilities.

事Business
業 報 告 Report

To pursue optimum production in various countries throughout the world, it is necessary to implement autonomous, regionally based management, and to localize our overseas aﬃliates. To this end, Toyoda Gosei is promoting a shift to hiring of
local workers and training of said workers, with a global human resources cultivation initiative in eﬀect since ﬁscal 2010.
In ﬁscal 2011, we implemented the Overseas Base Second-in-Command Human Resources Cultivation Program for 13
North American / European vice presidential candidates, and the Overseas Base General Manager Human Resources Cultivation Program for 16 general manager candidates in China. In addition, we introduced a reverse overseas transfer program inwhich employees from overseas bases are dispatched to Toyoda Gosei in Japan toundergo training alongside their regular duties. There are currently two employees
from India and one from China in Japan on reverse overseas transfer, and we intend
to increase the number of participants in the future. Our other measures include
accepting 14 local employees from China, Thailand and Vietnam through the Association for Overseas Technical Scholarship (AOTS) to undergo training for periods ofGlobal human resources executive training
between one and six months.

Raising awareness of healthcare
Since ﬁscal 2007, we have held the Good Life Seminar 35 for employees aged 35, to provide education aboutkeeping healthy day-to-day and prevent lifestyle-related diseases. In ﬁscal 2010, we launched the No Smoking
Program and moved forward with activities to help employees attempting to quit smoking.
In ﬁscal 2011, we started a program of practical education for employees aged 45 covering eating habits, typesof exercise and consumption of alcohol, and suspended on-site sales of cigarettes for World No-Tobacco Day
and No-Smoking Week. In addition, we are advising caution and promoting thorough hand-washing and gargling
in order to prevent infectious diseases such as seasonal and new types of inﬂuenza. In the future, we intend tocontinue these activities and move forward with the progressive removal of cigarette vending machines fromcompany premises.
TOYODA GOSEI REPORT

24

Social Report

Promoting activities
to achieve our goalof zero accidents*1 OSHMS:
Occupational Safety and
Health Management Systems

We strive to maximize understanding of Toyoda Gosei s achievements
by boosting corporate value and proactively disclosing information.

Acquisition of occupational safety and health management systems
by 25 domestic and overseas sites■ The status of occupational safety and healthmanagement systems acquisition
ToyodaGosei● Heiwacho Plant● Haruhi Plant● Inazawa Plant● Bisai Plant ● Nishimizoguchi Plant ● Morimachi Plant● Ichiei Kogyo Co., Ltd.

Domestic
Aﬃliates● Chusei Gomu Co., Ltd.

Business results
and rates of return● Hinode Gomu Kogyo Co., Ltd.
● Hoshin Gosei Co., Ltd.

● TG Maintenance Co., Ltd.
● TG Opseed Co., Ltd.

● TG Logistics Co., Ltd.

● Fong Yue Co., Ltd.

● Tianjin Toyoda Gosei Co., Ltd.
● Toyoda Gosei Czech, s.r.o.

● TG Kirloskar Automotive Pvt. Ltd.
● Toyoda Gosei Texas, LLC

Overseas
Aﬃliates● Toyoda Gosei Australia（Pty）Ltd.

● Tianjin Star Light Rubber and Plastic Co., Ltd.
● Toyoda Gosei（Thailand）Co., Ltd.

● Toyoda Gosei (Tianjin) Precise Plastic Co., Ltd.
● Toyoda Gosei (Foshan) Rubber Parts Co., Ltd.
● TG Minto Corporation

Implementing safety-focused activities for the independent
resolution of health and safety issues■ Main Activities in Fiscal 2011
Implemented activities
Development of Safety
Aware Personnel
Development of a Safe
Workplace

25

TOYODA GOSEI REPORT

2
3
4
5
6
7

● Thorough safety guidance provided by management
to employees, tailored to each job category● Boosting the management level of safety activities
through thoroughgoing OSHMS operation● Manufacturing division heads and plant managers personallymake the rounds to make inspections and corrections● Completion of hard countermeasures for STOP7
accident elimination program● Inspections and corrections of hazards made personallyby employees in charge of fire prevention at each base● Re-examination and overhaul of earthquake countermeasuresin the wake of the Great East Japan Earthquake

1.5

Casualties by occupational accidents
Rate of injuries resulting＝
×1 million
in lost work time
Total work hours

Whole manufacturing industry

0.95

1.0

Transportation equipment industry

0.45

0.5

Toyoda Gosei
0

0.269

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
（ﬁscal year）

Based upon our fundamental philosophy of labor-management
relations, establishing mutual trust and sharing responsibilities
between employees and management, we hold discussions
with the labor union on wages, working environment, hours
and other working conditions.
We regularly hold meetings such as the Central LaborManagement Council and the Divisional Labor-Management
Council. At the Divisional Labor-Management Council inparticular, division chiefs themselves and union members
directly discuss matters of key importance to the workplace,aiming to create an environment where all employees canwork comfortably.

We endeavor to disclose information properly, regularly disseminating information through our homepage and IR tools and convening ﬁnancial brieﬁngs
and IR events.
In ﬁscal 2011, we made eﬀorts to enrich the contents of IR information on our website. Twice yearly,
we hold brieﬁngs for institutional investors and securities analysts to present our ﬁnancial statements.
We post the materials from these meetings, together
with the relevant ﬁnancial information, on our website to ensure proper disclosure. We also actively
hold discussions with individual investors and provide information to many investors within Japan andoverseas. Furthermore, we participate in IR events,
which include overseas institutional investors, andstrive to receive recognition as an open and transparent corporation.

36.0 36.0 36.0 36.0
30

0

26.0

18.0 19.0

2004 2005 2006 2007 2008 2009 2010 2011
（ﬁscal year）■ Distribution Status by Shareholder
Government/
local authorities

Japanese
Individuals
companies, etc.
and others
Financial
Treasury
products traders
stocksForeigninvestors, etc.
Financial 0.70
0.46
institutions

31 March,
2012

28.82

49.17

11.64 9.21

31 March,
2011

30.02

49.10

11.28 8.45

0.01
0

0.68
20

0.46

40

60

80

（％）
100

■ Main IR Activities
Targeted persons

IR activities

Domestic institutional
Individual discussions,investors
financial briefings
Securities Analysts

Overseas
institutional
investors
Individual
shareholders
and investors

Individual discussions,participation in
IR events
Plant tours held
after the shareholders
general meeting
Report on BusinessResults issued

Toyoda Gosei
Report issued
Disseminationof ﬁnancial and
IR informationon the website

コー
ポレートデ
ータ
Corporate
Data

Creating a workplacethat is easy to work inwith the cooperationof labor unions

1● Establishment of safety-focused activities ineach workplace■ Change in the Rate of Work Accidents(rate of injuries resulting in lost work time)

Proper disclosureof information

46.0

環Environmental
境報告
務 報 告 Report
Report 財Financial

Cultivating safety-aware personnel is an awareness-building activity that aims to foster individuals capable ofidentifying possible threats by checking all employees and providing guidance to those who need it. Since ﬁscal
2009, we have been working on safety-focused activities to investigate and resolve problems or issues relating to health and safety in the workplace for each on-site subsection and team. Twice a year, each manufacturing division is evaluated for its approach to safety, knowledge, ability to get things done, and ability to instruct
workers. Those who excel in these ﬁelds are selected to be safety excellence managers and given publicrecognition. By the end of ﬁscal 2011, 40 managers and 79 supervisors had been recognized for this honor.

■ Change in Dividends
（yen）
60

社Social
会報告
Report● P.T. Toyoda Gosei Safety Systems Indonesia

While there was decreased production in the automotive
parts business in the ﬁrst half of the ﬁscal year due to theeﬀects of the Great East Japan Earthquake, auto production
surged in the second half and the consolidated sales for theyear stayed on par with the previous year. On the other
hand, the optoelectronics business declined due to factors
such as price slashing by overseas chip manufacturers. As aresult, overall earnings came in at 504.5 billion yen, which
represents a 2.4% decrease from the previous year s ﬁgureof 516.9 billion yen.
As for proﬁt, despite our concerted eﬀorts to reduce total
costs across the Group in the optoelectronics and automotive parts businesses, we felt the eﬀects of factors including
major shifts in the market environment and currency ﬂuctuations. Our overall ordinary income amounted to 20.2 billion
yen, a decrease of 26.4% fromthe previous year s ﬁgure of
27.5 billion yen. Net income
for the period came to 8.9
billion yen, a 47.6% decrease
from the previous year s ﬁgureof 17.1 billion yen. As a result,
we decided to distribute anannual dividend from surplusof 36 yen per share.
Report of our business results

経Management
営報告
ReportIn our Development of a Safe Workplace
program, we are working on the creation ofsafe facilities and forklift-free activities, aiming
to keep our workplaces free of dangerous
sites or causes of danger that are linked withaccidents. The Toyoda Gosei Group has
obtained the OSHMS certiﬁcation*1, a
common standard for occupational safety andhealth management systems, for domestic
bases, and been advancing our activities toobtain the OHSAS certiﬁcation*2 for our overseas bases. As of the end of ﬁscal 2011, thesites shown at right have obtained thesecertiﬁcations.

事Business
業 報 告 Report*2 OHSAS:
Occupational Health and
Safety Assessment Series

Relationship with our Shareholders

Under the direct leadership of our president, who is the General Health and Safety Manager of the whole company, we promote activities to achieve our goal of zero accidents with the Development of a Safe Workplace
and the Development of Safety Aware Personnel as two wheels of one cart.

Briefing to report on financial statements

Central Labor-Management Council

TOYODA GOSEI REPORT

26

Social Report

Relationship with our Suppliers

Involvement in Local Communities

We develop and grow together along with our suppliers, based on strong cooperative ties.

As a good corporate citizen in the community, we are working to create
better local communities through interactions with local residents.

Our basic procurement policy is to establish a procurement framework beneﬁcial to us and achieve optimum
global procurement, by swiftly and accurately gauging changing procurement conditions as well as the attitudes ofcustomers and competitors, ensuring compliance and conducting business in a fair and open manner, so as toproduce competitive products. Based on the idea that suppliers support our company, we will mobilize our comGen-butsu, and Genjitsu. (translated as actual locations , actual materials and actual situations, respectively).

Procurement policy
brieﬁng sessions held

We hold a procurement policy brieﬁng session every April to present suppliers with the current business environmentand directions we intend to follow, and to ensure solid understanding of our procurement policy for the year.
We ask 160 suppliers of products, parts, processing, materials, facilities, and metal molds to participate in this session
to discuss our challenges and actions to be taken and, in relation to this year s procurement policy, to talk about
so as to boost the level of coordination with these suppliers.
We also give awards each year to suppliers who have made noteworthy contributions in various ﬁelds, to show our appreciation andto encourage all participating suppliers to continue making progress.

Keichi Ito
General Affairs Division
Volunteer Center

At the Volunteer Center, we conduct a wide range ofvolunteer-based activities that contribute to society,such as neighborhood-watch anti-crime patrols, thecutting-edge green factory, Wheelchair Doctors,
Ichinomiya Boys and Girls Invention Club, blood donations, and community cleaning activities. An essential
element of volunteer activities is employee understanding. Every day we strive to boost the number of
supporters so as to facilitate voluntary ongoing,enjoyable participation in volunteer activities.

Support for the Vulnerable

In most years we hold an awards ceremony as part of the policy
brieﬁng session, but in ﬁscal 2011, out of consideration for suppliers

社Social
会報告
Reportsafety, quality, quantity, cost, technology, global expansion, CSR, etc.

V
O I C E経Management
営報告
Reportpany and work to strengthen the business foundations of our suppliers through the principles of Genchi,

As an automotive parts manufacturer, Toyoda Gosei strives tocreate better local communities though interactions with local
residents. Aside from the essential educational activities on traﬃcsafety, our other activities are based on the three cornerstone
themes of support for the vulnerable, youth development, andenvironmental protection.
In order to encourage our employees and give them an incentive towiden the circle of volunteer activities, we have enhanced our
employees awareness of social contribution activities, and developed the support system by introducing a volunteer award systemand social contribution education. These eﬀorts have enabled our
employees to interact with local residents through various activities. Also in our overseas bases, we strive to create close relationships with local communities mainly throughvolunteer activities. In ﬁscal 2011, we
conducted various activities including
neighborhood-watch anti-crime patrols by
employees and designation of the Heiwacho
Plant as a cutting-edge green factory
serving as a model for factories engaged inenvironmental activities.
Volunteer mark事Business
業 報 告 Report

Basic Procurement Policy

Further bolsteringsocial contribution
activities

who were aﬀected by the Great East Japan Earthquake, Toyoda
Procurement policy briefing session

Strengthening ourcollaboration
with suppliers

Four times a year, about 100 suppliers participate in a procurement liaison meeting. The meeting focuseson ongoing themes such as developments in production information, quality control, compliance activities,
safety activities, anti-earthquake measures, security management, and harmful substances management. In
addition to enriching contents related to these ongoing themes, we deepen our relationships with our suppliers by holding various educational sessions and lectures for cultivation of human resources.

Our eﬀorts for
quality improvement,
safety/ﬁre protection,compliance, etc.

We are taking actions to grow and develop along with our suppliers through codiﬁcation of standard operating procedures and activities for prevention of defective outﬂow, intended to prevent signiﬁcant quality
problems. In addition to eﬀorts to reduce total costs and improve competitiveness, we also urge supplierSupport for the independence ofpeople with severe disabilities
We support the social independence of people with severe intellectual disabilities who may otherwise have difficulty in leading
independent lives. Group company TG Welfare obtained certification as a special subsidiary.

Charity Meals

Wheelchair Doctors

The cafeterias of seven of ourfacilities introduced charity
meals that raise 10 yen per meal
to buy wheelchairs. The wheelchairs were donated to threewelfare facilities in the community.

This volunteer group formed by
employees visits welfare facilities
for the elderly and hospitals in thecommunity every month to repair,adjust or clean more than 300
wheelchairs a year. This program
has continued for more than 17
years.

Selling goods produced by
vocational-training facilities
To support the independence of people
who attend vocational facilities for thedisabled, we provide places to sellhand-made bread and cookies at sevenof our facilities every month. Anyrevenue earned is used to help ﬁnancethe operation of vocational facilities.

participation in the design of metal molds and products.
In ﬁscal 2011, we focused particularly on improving levels of safety, ﬁre protection and quality, throughEnvironmental Protection

Youth Development

コー
ポレートデ
ータ
CorporateData

workshops and reciprocal visits with suppliers. Considering the drop in revenue due to the Great East
Japan Earthquake and current economic conditions, we are actively engaging in discussions with our suppliers regarding management issues, and activities to secure proﬁts such as cost reduction activities.

Promoting green
procurement*1 ELV :End of Life Vehicle*2 Registration, Evaluation,
Authorization andRestriction of Chemicals*3 Volatile Organic
Compounds

Based on our company's Green Procurement Guidelines (3rd Edition), we continue to expand environmental activities. The guidelines are composed of three components: building environmental management
systems,

regulatory compliance and environmental performance improvement, and harmful substancesmanagement.
We have produced good results in building environmental management systems and regulatory compliance and environmental performance improvement, by requesting that suppliers make organizational andsystemic enhancements and production improvements so as to alleviate environmental burden, acquiring
ISO14001 certiﬁcation, and promoting energy saving and waste reduction.
In terms of harmful substances management, we comply with the globally increasing number of harmful
substance regulations, and request that our suppliers monitor the chemical substances in products ormaterials they supply us with. We also work closely with suppliers to comply with the European ELV* 1 and
REACH*2 regulations and VOC*3 management regulations.

27

TOYODA GOSEI REPORT

環Environmental
境報告
務 報 告 Report
Report 財Financial

Gosei executives visited each company in turn to present awards.

Plant Afforestation Project
To enhance our employees environmental awareness and promote
communication within the company,
we have conducted tree-planting
activities at our plants since 2009. In
fiscal 2011, we planted trees atthree bases in Japan and overseas.

Company-wide Community
Cleanups

Ichinomiya Boys and Girls
Invention Club

Sponsorship and Support
Activities for Sports

In addition to routine cleaning
activities at each facility, we implement company-wide community
cleanups twice a year. Each time,
more than 1,300 people including
our employees families andstudents from the community
participate in the cleaning activities.

To provide a setting that enables
children to enjoy making things, andhelp them grow into creative humanbeings, we have fully supported thisclub since its establishment, taking
part in their planning and operation.
In fiscal 2011, 97 children participated in the club.

We are involved in activities toencourage local elementary andjunior high school children to
enjoy sports, contributing to theirsound growth and development.
Athletes from volleyball, handballand basketball clubs serve as
instructors. We also routinely
provide opportunities for interactions with people with disabilities.
TOYODA GOSEI REPORT28

Social Report

Overseas Volunteering

Other Activities

Topics1

Efforts in Response to the Great East Japan Earthquake

Donation of LED flashlights, food and other supplies. 70 million yen in assistance provided

Factory tours for local elementary school students

Neighborhood-watch anti-crime
patrols

In Canada, TG Minto cooperates
with the activities of Big Bike, acharity organization that raises
funds for heart disease and stroke
prevention. Volunteers rode on thegroup s giant, iconic 30-person
bicycle to raise funds for andawareness of cardiovascular health,collecting about 3,000 dollars fromindividual and corporate donors.

TGHP in Vietnam invited local
elementary school students to tour
its plant. In response to a requestfrom the Vietnamese Chamber ofCommerce, 50 students werewelcomed to the plant, where they
had their safety awareness raisedby observing manufacturing
processes and viewing a video on
airbag development and testing.

We have launched a program ofneighborhood-watch anti-crime
patrols, in which employees volunteer to patrol key crime-prevention
areas such as the vicinities of
elementary and junior high schools
and train stations. Patrols are being
conducted in Kiyosu, Inazawa and
Ichinomiya cities.

Volunteer reconstruction activities in the disaster-hit region

Preventing a decline in quality in post-recovery operations
In the immediate aftermath of the earthquake, there were dizzying ﬂuctuations in production, which was ﬁrst halted, then re-started at a reduced level, thenboosted to above normal levels to compensate for the lost time. During the suspension of operations from March 14 onward and subsequent re-start, allitems stored long-term on company premises, in warehouses, and in transit inside trucks were inspected for possible quality deterioration. Through quality
checks were conducted during the ﬁrst production run after the re-start, and no quality defects were found. Other steps were taken, including revision of
the number of workers per supervisor, and optimum deployment of personnel based on timely tracking of production information. Also, in addition to
day-to-day energy-saving eﬀorts, the company responded to a request from JAMA (the Japan Automobile Manufacturers Association) and shifted theweekend to Thursday and Friday for the three months from July to September, reducing weekday power demand. (See related information on page 34).

Earthquake countermeasures implemented to ensure the safety of employees

Other Activities

Social Report

After the earthquake, we re-inspected our buildings for seismic resistance and other factors. As a countermeasure against scattered shards of glass from broken windows, anti-scattering ﬁlm was stretchedover windows progressively starting with the most hazardous locations. Other measures were taken to
ensure the safety of employees, such as reinforcement of ceilings in all rooms of 500 square meters orlarger, and countermeasures to prevent heavy-duty glass smoke-proof barriers from falling through ﬂoors.

Ceiling reinforcement work

Crisis Management Control Project launched
Donation to the community

About 50 employees visit 14 nurseries and kindergartens aroundour facilities to teach the children
the importance of traﬃc safety
using picture-card shows andvideos. In ﬁscal 2011, we marked
26 years since this activity began.

Traffic Safety Patrols
We are involved in educational
traﬃc safety promotion activities
aimed at reducing traﬃc accidents
and protecting vulnerable road
users. On the 10th, 20th and 30thdays of each month, our employees voluntarily stand around eachfacility to call for traﬃc safety
among people in the community.

Education on social contribution for new employees
We hold events for exchange between
new employees and people with disabilities, to help our employees properly
understand disabilities through interaction, learn ways to support people withdisabilities, nurture a compassionate
heart, improve their social and cooperative skills and expand their perspectives.

Toyoda Gosei had already been engaged in disaster preparedness eﬀorts, but during the earthquake and tsunami of March 11, 2011, somemechanisms failed to operate and some unforeseen events occurred. Working toward solutions to the problems that came to light, welaunched the Crisis Control Management Project and are working to build a more strongly disaster-resistant enterprise. (See page 19 for details)

Topics2

Launch of cutting-edge green factory project at Heiwacho Plant

Other Activities

Ecosystem survey and cleanup program

As part of a Career Education Coordination initiative that connects
schools, communities and companies, we conducted environmental
education at a high school in Gifu
Prefecture in response to a requestfrom the prefecture. Students were
provided with general environmental
knowledge and case examples ofenvironmental initiatives by companies.

Volunteer Award System
We give awards to our employees
who have conducted outstanding
volunteer activities. This increases
our employees motivation to volunteer, and provides an incentive towiden the circle of volunteers.

Receipt of award for outstanding achievements involunteering

Receipt of the Make a CHANGE
Day Award for the third year ina row

Aichi Prefecture recognized ourlong-term, continuous and proactive volunteer activities such as
Wheelchair Doctors, Traﬃc Safety
Awareness, and Company-wide
Community Cleanups, presenting
an award for outstanding achievements.

We participated in Make a
CHANGE Day, in which people
across the country conduct volunteer activities all together. Our
Neighborhood-Watch Anti-Crime
Patrols program was acclaimed,
and we received commendation
for the third year in a row.

29

TOYODA GOSEI REPORT

Environmentally friendly facilities

Hands-on green learning
We invited local elementary
school students to the Heiwacho
Plant to present the cutting-edge
green factory project to them, as
well as to take part in hands-on
learning aimed at boosting their environmental awareness.
These hands-on green learning activities included a hands-on
LED class and EM ball*² tossing. We will continue implementing these activities every year.
*¹EM organisms: Eﬀective Micro Organisms

We have established a SeedlingCenter to grow seedlings fromacorns collected by volunteer
employees. The future plan isfor this center to produce 15%of the seedlings to be used in the Plant Aﬀorestation Projectcurrently underway (see p. 43).

Corporate Data

Environmental education
for high school students

Establishment of a Seedling Center

We conducted an ecosystem survey of
the Sukadani River, where wastewaterfrom the factory is released, whichfound 86 individuals of 17 species at
an upstream survey point, and 120
individuals of 18 species at a downstream survey
point. In conjunction with the survey, we implemented
a river cleanup and puriﬁcation with EM organisms*¹.

Financial Report

With the launch of the cutting-edge green factory project, we have designated the Heiwacho Plant as a model factory engaged in a wide varietyof environmental activities. In 2011, environmental conservation activities at the plant included an ecosystem survey and cleanup of nearby rivers,
establishment of a Seedling Center, and hands-on green learning. Moving forward, we will continue contributing to community improvement
through cyclical environmental activities including incorporation of hands-on learning into the ecosystem survey and cleanup program.

Environmental Report

Since 2009 we have been donating our LED Security Lighting tocommunities to help them makebrighter and safer cities without
crime. In ﬁscal 2011 we made ourfourth donation, to Ichinomiya
City, following donations to Kiyosu
City and Inazawa City.

Traffic Safety Presentation(on Valentine s Day)Management Report

TGNA in the United States participated for the second year in a row
in Earth Day, a day of action to
beneﬁt the planet that is among
the world s largest environmental
events. Around 30 people including
the company president took part incommunity cleanup activities.

Cooperation with Big Bike
activities

Business Report

Participation in Earth Day

After the Great East Japan Earthquake struck, Toyoda Gosei took part in a wide range of relief
eﬀorts. On March 12, the day after the disaster, we dispatched a reliefparty of 14 people todeliver relief supplies such as food, water and blankets, and thereafter provided other materials
such as LED ﬂashlights and dispatched additional employees to do volunteer reconstruction
work. In addition, the Toyoda Gosei Group made donations totaling 70 million yen.

We have introduced a co-generation
system, which uses natural gas as afuel and eﬃciently captures electricity
and heat so as to reduce CO₂ emissions, as well as external LED lights
powered by renewable energy sources
such as solar, wind and hydropower.
In ﬁscal 2011, we took other measures
including the re-painting of the roof with highly thermal-insulating paint.

*²EM ball: EM organisms (in activated liquid form) mixed with soil and formed into a ball, fermented and dried.

TOYODA GOSEI REPORT

30

Environmental
ReportPromoting Environmental Protection Activities on a Global Scale

Fifth Environmental Action Plan : Activities and Results

Toyoda Gosei formulates Environmental Action Plans so as to address the environmental
challenges facing the world today.We promote environmental protection activities
incorporating our domestic and overseas aﬃliates and suppliers as well.

(Fiscal 2011 ‒ Fiscal 2015)

ment in mind based on our Environmental Policy.

Reduction in CO₂ emissions per
sales unit (consolidated global)
Reduction in materials discarded per
sales unit (consolidated in Japan)
Reducing 5 gases*1
Reducing water usage
Plant Afforestation Project
Expanding LED use in the company

In addition to taking the environment into consideration in every process from development
through production and sales, we quickly
respond to changes in the regulations and needsof our time. The Toyoda Gosei Group works
strive to enhance the environmental awarenessof each one of our employees to promote thevitalization of our activities.
based on the Fifth Environmental Action Plan,
the Toyoda Gosei Group s action plan for envi-

2005
Formulation of the
Fourth Environmental
Action Plan

Environmental Policy
1 Promotion of environmentally-friendly corporate activities

broadly, and listen to a variety of opinions for
greater improvement of activities.

The Environmental Committee , with our
President as its Chairman, discusses andProducts andTechnologies area

the ﬁelds of products, production and quality. These subcommittees strive to link
together with other subsidiary organizations
such as liaison committees and work withgroups to promote environmental protection and management activities from theirown professional viewpoints.

Chairperson: Company President

mittee is composed of 3 subcommittees in1991
Set up "Nicely"
Committee
Total elimination ofchlorofluorocarbons (CFC)

Treating Humans and the Earth Nicely

1995
Formulation of theSecond Environmental
Action Plan

1993
Formulation of theFirst Environmental
Action Plan

Strengthened environmental
management system
50% reduction in waste(compared to ﬁscal 1991)
Total elimination of CFC
substitutes and trichloroethane■ Diagram of the Organization for Promoting Environmental Action

Environmental Committee

Group as a whole. Our Environmental Com-

Establishment
Start of environmentallyfriendly manufacturing*1 HFCs (hydroﬂuorocarbons), PFCs (perﬂuorocarbons), SF₆ (Sulfur Hexaﬂuoride),
CH₄ (methane), N₂O (nitrous oxide)*2 Registration, Evaluation, Authorization and Restriction of Chemicals*3 Substances of Concern (Environmentally harmful substances)*4 Volatile Organic Compounds*5 Pollutant Release and Transfer Register

decides upon environmental policies andother important issues for the Toyoda Gosei

Compliance Management

Manufacturing
area

Products and Technologies Environmental Subcommittee[Promotes and manages development of environmentallyfriendly products and technologies]
Production Environmental Subcommittee[Promotes and manages measures and technologies
for zero emissions during manufacturing processes]
Liaison Committee for Environmental
Communication with Domestic Aﬃliated Companies[Manages, guides, and supports consolidated eﬀorts forenvironmental protection among aﬃliated companies
and major suppliers in Japan]

Liaison Committee for Environmental
Communication with Overseas Aﬃliated Companies[Manages, guides, and supports consolidated environmental
protection eﬀorts among overseas aﬃliated companies]

Quality
Assurancearea

Subcommittee on Systems for SOC Regulations andQuality Assurance

CO₂ emissions per sales unit

Reduce by 31% comparedto ﬁscal 2003
Reduce by 26% comparedto ﬁscal 2003
Reduce by 14% comparedto ﬁscal 1990

CO₂ emissions per sales unit
CO₂ emissions[Logistics] Applied to: Delivery, mid-process, and procurement logistics● Improving transportation efficiency

Item

Toyoda Gosei

CO₂ emissions from logistic
soperation per sales unit
CO₂ emissions

Item

Goals for ﬁscal 2012
Reduce by 30% comparedto ﬁscal 2003

[Production]● Promotion of emission source countermeasures through improvement of yields● Promotion of in-house recycling of rubber, resin and metals● Maintenance of zero landfill waste

Toyoda Gosei

Item

Goals for ﬁscal 2012

Volume of waste per sales unit

Reduce by 40% comparedto ﬁscal 2003
Reduce by 41% comparedto ﬁscal 2003
Reduce by 35% comparedto ﬁscal 2003

Volume of waste per sales unit
Volume of waste［Logistics］Applied to: Delivery, mid-process, and procurement logistics● Volume reduction of disposable packaging materials● Increased use of returnable containers

Item
Toyoda Gosei

Goals for ﬁscal 2012

Volume of packaging materials Reduce by 63% comparedto ﬁscal 2003
used per sales unit
by 60% compared
Volume of packaging materials Reduce
to ﬁscal 2003

［Products]● Product design and technological development for easy recycling④ Reduction of water usage
Item
Toyoda Gosei

Water usage

Goals for ﬁscal 2012
Reduce by 12% comparedto ﬁscal 2003

Evaluation[2]○○○Eﬀorts for logistics ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Improved efficiency of loading̶ Shorter logistics flow lines through production located near customers
̶ Deployment of appropriate number of vehicles in response
to production volume

76

Reduce by 20% comparedto ﬁscal 2003

③ Reduction of emissions

Japan

103,000 tons of CO₂

Results for ﬁscal 2011

Promote the use of substitute gases (in place of HFC, PFC, SF6) used
for magnesium casting and LED manufacture

Emissions of 5 gases

65［1］Achieved a 32% reduction
compared to ﬁscal 2003
Achieved a 35% reduction
compared to ﬁscal 2003
Achieved a 11% reduction
compared to ﬁscal 1990

Goals for ﬁscal 2012

② Reduction of 5 gases*

Toyoda Gosei

68

［1］

Reduce by 25% comparedto ﬁscal 2003

［Products]● Product design and materials development for weight reduction● Development of products and technologies in new fields in line with new energy trends●

Results for ﬁscal 2011［1］

11,344 tons of CO₂

Achieved a 24% reduction
compared to ﬁscal 2003
Achieved a 15% reduction
compared to ﬁscal 2003

P34

Evaluation[2]○○Examples of our eﬀorts for products ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Reduced the weight of air cleaner hoses

P35

Examples of our eﬀorts for 5 gases ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Changed shielding gas used in magnesium casting process

P35

Results for ﬁscal 2011
15,000 tons of CO₂

Achieved a 25% reduction
compared to ﬁscal 2003

Evaluation[2]○Examples of our eﬀorts for production ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Reduced liquid waste through introduction of
reduced-pressure dewatering apparatus
̶ Developed non-cutting metal processing technology

Results for ﬁscal 2011
62［1］
62［1］
13,322t

Achieved a 38% reduction
compared to ﬁscal 2003
Achieved a 38% reduction
compared to ﬁscal 2003
Achieved a 31% reduction
compared to ﬁscal 2003

Evaluation[2]○○○Eﬀorts for logistics ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Thorough cleaning of returnable containers
̶ Inspections and corrective actions at returnable container storage points

Results for ﬁscal 2011
33

［1］

87t［1］

Achieved a 67% reduction
compared to ﬁscal 2003
Achieved a 63% reduction
compared to ﬁscal 2003

P36

P36

Evaluation[2]○○Examples of our eﬀorts for products ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Use of recycled materials for
smartphone battery covers

P37

Reducing water usage and using water eﬀectively ・・・・・・・・・・・・・・・・

P37

Results for ﬁscal 20111.84 million tons

(an 8% year-on-year reduction)

Corporate Data

Organization
for Promoting
Environmental Action

8% reduction in CO₂ emissions
per sales unit compared toﬁscal '03 (consolidated global)
5% reduction in materials discarded
per sales unit compared toﬁscal '03 (consolidated in Japan)
Continuing our policy of zero landﬁll
waste and zero incinerated materials
Reduction in emissions of VOC*4and PRTR*5 substances

Eﬀective use of resources

3 Disseminate information about these eﬀorts

Toyoda Gosei

Goals for ﬁscal 2012

P34

Financial Report

Take a progressive approach to local and social
environmental activities as a good corporate
citizen while participating in and oﬀering
support for and cooperation with environmental
activities with various organizations. Educate our
employees so that they participate in environmental activities as a member of the region orcommunity, while oﬀering them support for theirsocial contribution and volunteer activities.

Main domestic plants obtained
ISO 14001 certiﬁcation
Environmental accounting
Strengthened environmental
education
75% reduction in waste(compared to ﬁscal 1991)
Total elimination ofchlorinated solvents

GlobalItem

Examples of our eﬀorts for production ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Reduction of electricity consumption through switchover
to resin for CVJ boots

Environmental Report

2 Eﬀorts as a good corporate citizen

2000
Formulation of theThird Environmental
Action Plan

2010
Formulation of theFifth Environmental
Action Plan

Reduction of environmental impacts

Maintain the awareness that our business is
deeply linked to the environment at every
stage from development, production, to sales
and disposal. Promote environmentally-friendly
corporate activities in cooperation withcustomers and the public sector, as the entire
Toyoda Gosei Group including domestic andoverseas aﬃliated companies and suppliers, aswell as all the business units of Toyoda Gosei.

Cutting overall CO₂ emissions to
5% below the ﬁscal 1990 level
Expanding material recycling
Zero landﬁll waste
Toyoda Gosei Group activities toobtain ISO 14001 certiﬁcation[Production]● Replaced inefficient facilities and equipment andimproved existing equipment● Promotion of switchover to LED lighting for inspection and production processes

Social Reportronmental eﬀorts from ﬁscal 2011 to ﬁscal 2015.

Reference
page

Results of the activities in ﬁscal 2011

① Reduction of CO₂ emissions

Prevention of climate change

Moving forward, we will continue our activities

Activities aimed at achieving zero casesof non-compliance and complaints
Response to Europe s
REACH*2 regulations
Establishing SOC*3 management foroverseas major sites including China
Developing Global EMS
Total elimination of hexavalentchromium use in products

Implementation

Management Report

together on environmental activities. We also

Theme

Business Report

Aiming toward higher goals

We conduct numerous activities with the environ-

Toyoda Gosei Group is making aggressive eﬀorts centered on the areas of reduction of environmental
impacts and environmental management, as part of the Fifth Environmental Action Plan aimed atachieving a low-carbon, recycling-oriented society in harmony with nature. We will set numericaltargets for ﬁscal 2015 within ﬁscal 2012, and begin taking action toward fulﬁlling them.

Evaluation[2]○* 5 gases: Fluorocarbons, etc. [HFCs (hydrofluorocarbons), PFCs (perfluorocarbons), SF6 (sulfur hexafluoride)], methane (CH4), nitrogen gases (N2O: nitrous oxide)[1] This value takes the ﬁgure in the base year as 100.
[2] ○：Goal for the ﬁscal year was achieved, ×：Goal for the ﬁscal year was not achieved[Develops systems to address SOC regulations and quality control]

31

TOYODA GOSEI REPORTThe Environmental Committee and subcommittees send information to plants and otherworksites through specialized committees established according to their own ISO14001 systems.

TOYODA GOSEI REPORT

32

Environmental Report

Prevention of Climate Change
We are promoting reduction of CO₂ emissions through weight reductionof vehicle bodies and adaptations for fuel diversiﬁcation, as wellas improvements in productivity and the eﬃciency of logistics.

Promotion of VOC usage reduction through transition to waterbased paints, use of fewer solvents, use of substitute washingthinners and optimization of thinner usage amounts

Item

Goals for ﬁscal 2012
Reduce by 54% compared

Toyoda Gosei

43［1］VOC emissions

493t

Reduce by 50% comparedto ﬁscal 2003

Promotion of a global management framework for chemical substances in products

Evaluation

[2]

○

P38

Examples of our eﬀorts for the Plant Aﬀorestation Project ・・・・・・・・・・・・・
̶ Trees planted at four domestic and overseas bases

P43

Participated in formation of environmental policies of
the Japan Auto Parts Industries Association, the Japan
Rubber Manufacturers Association and other organizations

Disclosure of environmental information
̶ Exhibited in 42nd Tokyo Motor Show ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Issued Toyoda Gosei Report 2012

P28
P29
−

P40
P41
P41

68

60
0

2003
2008
(the base year)

2009

2010

2011

2012 (ﬁscal year)*CO₂ emissions per sales unit (index) shown takes the figure
from fiscal 2003 as 100.

■ Changes in CO₂ emissions (Nonconsolidated)■ Changes in CO₂ emissions per sales unit (Index) (Nonconsolidated)

P40

14

Nonconsolidated
goal

11.6

14％

10.3

reductioncompared toﬁscal 1990

7

0

1990
2008
(the base year)

2009

2010

2011

2012

(ﬁscal year)*For the CO₂ conversion factor, the following figures are used:
Electricity: 0.3817kg-CO₂/kWh
Heavy Oil A: 2.7kg-CO₂/L
LPG: 3.0094kg-CO₂/kg
City gas: 2.3576kg-CO₂/Nm3
Kerosene:2.5308kg-CO₂/L

Nonconsolidated
goal

100

26％

reductioncompared toﬁscal 2003

80

65
60
0

2003
2008
(the base year)

2009

2010

2011

2012 (ﬁscal year)*CO₂ emissions per sales unit (index) shown takes the figure
from fiscal 2003 as 100.

Production Reduction of electrictity consumption through switchover to use of resin for CVJ* boots

P40
P41
P42
P42

Changing the material used to produce CVJ boots for drive shafts from rubber to resin, eliminates the need for the vulcaniza-

P27

approximately 20%. Switching to resin requires sophisticated technology for performing casting using diﬀerent methods inside*CVJ: Constant Velocity Jointtion process which consumes a large amount of electricity, cutting power consumption during the production process by
the same component, but this challenge was overcome throughmodiﬁcations to manufacturing processes and a reduction in
power consumption was achieved. We also achieved a 25%
the ratio of rubber products to resin is 4 to 6, but moving
forward, we intend to continue making the transition to resin.

⑮ Expanded use of LED on company premises

Expanded use of LED on company premises ・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Switched lighting to LED at domestic business locations

P39⑯ Expansion of LED business

Expansion of LED business ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Expanded LED lighting business

P39

Logistics

Thorough-goingeﬀorts to reducetransportation loss

CVJ boots

Approx. 20% reduction

RubberResin

To reduce CO₂ emissions during transportation, we promote improved loading eﬃciency, shorter logistics ﬂow lines, and appropriate dispatch of delivery vehicles corresponding to production volumes based on the 3 Gen-isms ( Genchi , Genbutsu , and Genjitsu , which are translated as actual locations , actual materials and actual situations , respectively). In ﬁscal 2011 there weremajor ﬂuctuations in automobile production volume due to natural disasters and other factors, but we minimized loss from transportation by consolidating shipments from production bases at the Miyoshi Distribution Center and then shipping them from theCenter to our customers plants. In addition, we obtained customer cooperation so as to adjust the number of vehicles dispatched
mid-month in response to ﬂuctuations in production volume, rather than setting the number of vehicles on a monthly basis. Thanks
to these eﬀorts, we were able to meet our CO₂ reduction target for ﬁscal 2011. Moving forward, we will continue constructing a

Corporate Data

Enhanced visualization of eﬀorts toward CO₂ emissions
reduction and product recyclability

CVJ

increase in durability and a 50% reduction in weight. Currently

P21

logistics system that is highly adaptable to change, reorganize logistics bases, and take further steps to reduce transportation loss.

■ Changes in CO₂ emissions from logistics operations andin emissions per sales unit (Index) (Nonconsolidated)
Nonconsolidated
goal

20,00013,403
10,000100

20％reductioncompared toﬁscal 2003

11,34476
0
2003
2008 2009 2010 2011
(the base year)

Nonconsolidated
goal

25％

reductioncompared toﬁscal 20032012 (ﬁscal year)

80

0

Emissions per sales unit (Index)[2] ○：Goal for the ﬁscal year was achieved, ×：Goal for the ﬁscal year was not achieved

Emissions (in tons of CO2)

Contribution as an environmentally friendly LED maker
TOYODA GOSEI REPORT

31％

Example of our efforts*1 VOC: Volatile Organic Compounds*2 LCA: Life Cycle Assessment (assessment of the environmental impact [CO₂ emissions, etc.] over the entire life cycle of a product from production and use through disposal)

33

ers Association, we have designated Thursday and Friday as

reductioncompared toﬁscal 2003

holidays and thereby reduced weekday power consumption.

⑭ Promotion of LCA*2 (Life Cycle Assessment) during product development[1] This value takes the ﬁgure in the base year as 100.

compliance with the decision by the Japan Automobile Manufactur-

80

Financial Report

Promoted Procurement Policy ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Held briefings on our Procurement Policy̶ Global development of management system forenvironmentally harmful substances

consumption reductions following the Great East Japan Earthquake,

Consolidated
goalPower usage(kwh)⑬ Disclosure of environmental information

Enhancement of consolidated environmental management
̶ Domestic and overseas sites acquired
ISO14001 and current assessment status ・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Environmental audits (Internal environmental auditing,external environmental assessments) ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Consolidated global environmental management ・・・・・・・・・・・・・・・・・・・
̶ Efforts of domestic affiliated companies (Ichiei Kogyo Co., Ltd.) ・・・・・
̶ Efforts of overseas affiliated companies (Fong Yue Co.,Ltd) ・・・・・

energy waste. In order to deal with peak power cuts and power

100

Environmental Report⑫ Environmental activities in conjunction with business partners

Promotion of enhanced environmental awareness̶ Implemented systematic environmental education programs ・・・・・・・・・・・・・・・・
̶ Promoted heightened awareness and monthly
environmental activities through company newsletter ・・・・・・・・・・・・・・・・・
̶ Award for Excellence received at the 2011 Eco Kentei Awards ・・・・・・・・・・・・・

forming a waste-eliminating plant squad to thoroughly eliminate■ Changes in CO₂ emissions per sales unit (Index) (Global)

Social Report⑨ Contributing to environmental policy

prior ﬁscal year, inspecting proper energy use on holidays andof ﬂuorescent light ﬁxtures and copy machines in use. Also, in

Compliance with Europe s REACH regulations and other ・・・・・・・・・・・・・・・
regulations and directives in China, South Korea, etc.

Our eﬀorts for communities̶ Carried out community cleaning activities ・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Contributed proactively to society at our overseas sites ・・・・・・・・

consumption. In ﬁscal 2011, we continued with measures from thewe adjusted air conditioner temperatures and reduced the number○⑧ Promotion of social contribution activities⑪ Enhancement of consolidated environmental management

Elimination ofwasteful energy use
and reductionof CO₂ emissions

by improving productivity and simultaneously reducing energy

CO2 emissions per sales unit (Index)⑩ Enhancing environmental awareness

Plant about 600,000 trees in 60 domestic and overseas bases in the next 10 years

Achieved a 57% reduction
compared to ﬁscal 2003
Achieved a 52% reduction
compared to ﬁscal 2003

P38

The Toyoda Gosei Group is promoting prevention of climate change

CO2 emissions (in 10,000 tons of CO2)

Enhancement of environmental awareness and management

Environmental management

Cooperation with communities⑦ Plant Aﬀorestation Project●

Results for ﬁscal 2011

VOC emissions per sales unit to ﬁscal 2003

⑥ Enhanced management of chemical substances in products●

Examples of our eﬀorts for VOC emissions reduction ・・・・・・・・・・・・・・・・・・・・・
̶ More efficient painting of hubcaps
̶ Use of water-based paints for air bags

Production

Management ReportManagement and reduction ofenvironmentally harmful substances

Reduction of environmental impacts⑤ Reduction of VOC*1●

Reference
page

Results of the activities in ﬁscal 2011

Business Report

Implementation

CO2 emissions per sales unit (Index)

Theme■ Three Pillars for Activities Designed to Reduce
CO₂ Emissions from Logistics Operation

1 Act to increase transportation and loading efficiency
and to reduce the number of vehicles dispatched

2 Shorten ﬂow line through route alterations
and localization of production sites

3 Pursue transportations producing less CO₂ emissions*CO₂ emissions per sales unit (index) shown takes the figure from fiscal 2003 as 100.
*Applied to: Delivery, mid-process, and procurement logistics

TOYODA GOSEI REPORT

34

Environmental Report
Products

100of each designer and developer s eﬀorts, to reduce weights in line with the launch of our design/development
EMS*. We are also promoting adaptations for clean energy vehicles and fuel diversiﬁcation. In addition, welightened vehicle bodies by reducing the weight of air cleaner hoses, making resin products thinner, etc.

Example of our efforts

Reducing the weight of air cleaner hoses

40
0

2003
(the base year)

2008

2009

2010

2011

2012（ﬁscal year）■ Changes in Amount of Materials Discarded per Sales Unit (Index) (Nonconsolidated)

high-durability polymer as a rubber product, boosting durability and reducing thick-

Nonconsolidated
goal

100

ness by 30% and weight by 25% compared to the previous product. Lightweight air
cleaner hoses currently account for approximately 10% of overall production of this

13,322
10,0000
2003
2008(the base year)

There are calls to reduce emissions of ﬁve greenhouse gases other than CO 2 , of which we use

30% reduction in thickness■ Changes in emissions of greenhouse gases (5 gases)(converted to CO₂)

to reduce emissions of these gases. In ﬁscal 2010

41％

80

62

60

reductioncompared toﬁscal 2003

（Results for ﬁscal 2011）

did the same with the shielding gas used in steering wheel armatures. These measures achieved a
reduction in ﬁscal 2011 emissions of 25% compared to ﬁscal 2003.

2.0

30％

Amount ofmaterials
discarded
13,322t〈100%〉

40
0
2003
2008
(the base year)

Production

reductioncompared toﬁscal 2003

2009

2010

2011

2012（ﬁscal year）

Amount of landﬁll
waste 0t
〈0%〉ated by boosting the concentration of wastewater treatment of mold releaseagents used to facilitate easy insertion of products (hoses) into molds. We
2009

2010

2011

remove water from mold release agent waste liquid through low-temperature

2012（ﬁscal year）

vacuum distillation and dispose of only the residue as industrial waste. However
the 23-year-old existing treatment facility was antiquated and large amounts ofwater remained in the residue. To improve the situation, we installed new andmore eﬀective treatment equipment, reducing the volume of residue by 78%

Substitution of shielding gas used in magnesium casting processgas, achieving a 99% reduction in greenhouse gas utilization. Molten
magnesium has a risk of combustibility when it encounters air. SF₆ wasused in order to prevent this. We replaced SF₆ with a substitute gastion). Moving forward, we will work toward further optimization of thesubstitute gas concentration so as to reduce the usage volume.
* SF₆: Sulfur hexafluoride

2011（ﬁscal year）

By introducing technology for non-cutting metal processing in which
metal dust is seared with lasers, we reduced the amount of metal99％

reduction

scrap generated. In general, manufacturing with molds entails cutting

Sintered(shaped)sectionLaser beamof metal materials, generating large amounts of scrap. However, byadopting this method, we have managed to reduce metal scrap to a
2010
SF₆

Un-sinteredsection(metal dust)

minimal amount during the ﬁnishing process. Other merits include

2012 （ﬁscal year）
Substitute gas

Financial Reportwhich contributes negligibly to climate change (a 99% or greater reduc-2010

compared to the previous equipment. Some of the collected water is re-used, helping to reduce water consumption as well.
Production Development of non-cutting metal processing technology

Greenhouse gas usage volume(in 10,000 tons of CO2)

using SF₆* during the magnesium casting process to using a substitute78％

reductionthat cutting oil is no longer required, and it is possible to fabricate
molds with more complex shapes than was previously possible.

Eﬀective Use of Resources

Reduction ofwaste(discarded)materials

Toyoda Gosei Group is working to reduce the amount of waste generated through measures to counter wastematerial sources, as well as promotion of recycling. In ﬁscal 2011 we promoted information sharing via lateraldevelopment of waste reduction eﬀorts in and outside the company. We achieved reductions in rubber andresin waste through defect prevention and yield increase measures already in place, and reductions in waste
liquids through construction of new wastewater treatment facilities. As for recycling, we have been expanding

further enhancing our system of management.

returnable cases for transporting products. We also
appropriately manage returnable containers with theultimate goal of completely eliminating disposable packaging materials. In ﬁscal 2011, we continued from theprevious year with the cleansing of returnable containers,
cleaning at all plants and we installed a washing anddrying machine for returnable containers. We also carriedout inspections and corrective actions at storage points
for already washed returnable containers. Thanks to theseeﬀorts, we were able to reduce the volume of disposable
packaging per sales unit by 13% compared to ﬁscal 2010.
We will continue this iniative in ﬁscal 2012, adding more

■ Changes in Use of Product Packaging Materials andUsage per Sales Unit (Index) (Nonconsolidated)
300

100

Nonconsolidated
goal

235

63％

reductioncompared toﬁscal 2003

150

33

Nonconsolidated
goal

60％

87
0
2003
2008
(the base year)

2009 2010 201150

reductioncompared toﬁscal 2003

2012（Fiscal year）

0

Usage per Sales Unit (index)

Production*Returnable containers:
Boxes used repeatedly
for transportation ofparts and products

washing and drying machines for returnable containers andthe usage of disposable packaging materials used in

Usage (tons)

Through reduction of waste products and designs which facilitate recycling,
we are promoting eﬀective use of resources and contributing to a recycling-oriented society.

Promoting proper
management ofreturnablecontainers*

We set a challenging goal every year in order to reduce

Corporate Data

Logistics

Environmental Report

Example of our efforts

In manufacture of steering wheel armatures, we switched over fromAmount of incinerated
waste 14t
〈0.1%〉

Amount of reverse
compensation
recycling (paid)
7,857t〈59.0%〉

Reduction of liquid waste through introduction of reduced-pressuredewatering apparatus

In order to curb waste emissions, we reduced the volume of liquid waste gener-

1

2003
2008
(the base year)

Amount of paid
recycling (sold)
5,451t〈40.9%〉

Example of our efforts

Nonconsolidated
goal

1.5

0

2012（ﬁscal year）

2011

Numbers inside〈 〉are proportions of thetotal amount discarded

Amount of internalreuse
4,132tVolume of waste materials

manufacture with a substitute, and in ﬁscal 2011

2

2010

Social Report

we replaced the cleaning gas used in LED chip

CO2 emissions (in 10,000 tons of CO2)

three. We are moving forward with new initiatives

2009■ Amount of Waste Generated / Waste Disposal Situation* Materials discarded per sales unit shown takes the ﬁgure from ﬁscal 2003 as 100.

Reduction ofgreenhousegases (5 gases)

35％

reductioncompared toﬁscal 2003

Management Report

Materials Discarded per Sales Unit (index)

that brings air from the air cleaner to the engine. This was accomplished by adapting

are also moving forward with eﬀorts to develop even lighter-weight hoses.

6260

reductioncompared toﬁscal 2003

Nonconsolidated
goal

20,000 19,200*Materials discarded per sales unit shown takes the ﬁgure from ﬁscal 2003 as 100.

In order to reduce vehicle weights, we reduced the thickness of the air cleaner hose

item. We plan to raise material use to approx. 50% over the next three years. We

40％

80

■ Changes in Amount of Materials Discarded (Nonconsolidated)

Business Report

Products

Consolidated
goal

Volume discarded (in tons)*EMS: Environmental
Management Systemﬁrst year of the Fifth Environmental Action Plan, we commenced an initiative aimed at enabling visualization

Materials Discarded per Sales Unit (index)

Handling vehicle
weight reduction
and clean energy■ Changes in Amount of Materials Discarded per Sales Unit (Index) (Japan)

We are promoting weight reductions in the areas of product and technical development. In ﬁscal 2011, the*Usage per sales unit (index) shown takes the figure from fiscal 2003 as 100.
*Applied to: Delivery, mid-process, and procurement logistics

our eﬀorts to desulfurize rubber products containing metal inserts and make pellets from resin, greatly reducing both the overall volume of discarded materials and the volume of discarded materials per sales unit.
35

TOYODA GOSEI REPORT

Starting on the next page, we will present the winning declarations from the My Eco Declaration contest(for details on My Eco Declaration, see p. 41)

My EcoDeclaration

I will curb energy consumption by inspecting and cleaning air conditioners when the season for their use begins,and by strictly controlling temperature settings. (Production Engineering Dept. 2, Silver Prize)

TOYODA GOSEI REPORT

36

Environmental Report
Products

Approach to designs
that facilitate
recycling

Toyoda Gosei develops and designs its productswith recycling in mind, taking the entire vehicle lifeﬁscal 2011, we worked to develop separation
technology for composite materials containing*ELV: End of Life Vehicle

Key items

cycle into account, and is working to develop
more advanced material recycling technology. In

rubber and non-rubber materials so as to expand
the reuse of high polymer materials such as rubbercling of composite materials composed of rubber,
metal, etc., and use of recycled materials.

also take other steps such as across-the-board

Measures implemented

switchover to low-VOC thinner as printing roller wash-

・New recycling techniques
New recycling（ Results for ﬁscal 2011）（Unit: ton ）(high-quality material recycling)
・Development of applications for

Designingproducts that areeasy to recycle

・Material and compositional changes

Moving forward, we will continue reducing theamount of washing thinners used and switching torecycled materials

alternative substances.

・ELV parts recycling technology

Amountof chemical
substances

Released Released Released Volume Removal
into
into
into the moved (amount ofwaterways sewers
as waste disposal)
soil
0.09
171
94
0.17
0

・Easy-to-dismantle designs for products

Example of our efforts

Use of recycled materials for smartphone battery covers

ProductionMore efficient use of hubcap paintpast, highly pressurized air was used to spray the paint,currently Sony Mobile Communications AB), in order to make eﬀective use of

spreading it over a wide area and causing waste.

limited resources. There were issues such as liquidity and thermal deteriora-

To address this, we improved the nozzle of the spray gun sotion, leading to a decline in material strength during mold injection, andthat it employs low air pressure to apply paint over an appro-tendency toward generation of gases that aﬀect the molds, but these issues

priate area, achieving a 20% reduction in VOC emissions.

were resolved through modiﬁcations of manufacturing techniques and design.

Products

implementing measures to prevent leaks and conserve water. Thanks to these eﬀorts, were able toreduce water usage in ﬁscal 2011 by 8% compared to the previous year.

200

Airbag covers are often painted for design reasons, andsolvent-based paints had been used, but we switched to

Nonconsolidated
goal

184

water-based paint as of ﬁscal 2011. We have developed and12％

reductioncompared toﬁscal 2003

184

transition to a new water-based paint and system (equipment
and painting conditions) for application it in optimal amounts.

Previous paint type

100

0

2003
2008
(the base year)

2009

2010

2011

2012（ﬁscal year）

As a global corporation, our company strives to(European Union) regulations on impact assess-

VOC Reduction Working Group, a sub-organization

800

493

50
Nonconsolidated
goal

50％

reductioncompared toﬁscal 2003

0

2003
2008
(the base year)

2009 20102011 2012（Fiscal year）

0

6 substances require authorization(Substances of Very High Concern), to new chemi-

information in preparation of an instant responseto the tightening of regulations of the future.
In response to the voluntary control of the Japan
Automobile Manufacturers Association, we areworking to reduce VOC in automobile interiors
by adopting non-VOC adhesives and waterbased paints, as we continue with our review ofmaterials use throughout our manufacturing
processes.

200 SVHC by 2020

31 SVHC newly added
41 substances newly added◆ EU CLP regulations
Classification and labeling requirements◆ Turkish REACH regulations◆ United States EPA
Action Plans

Corporate Data

ment and information reporting for SVHC

Japan

examples among business units principally at the43

reductioncompared toﬁscal 2003

◆ EU REACH regulations

In ﬁscal 2011, we properly responded to the EU

Asia

also exchange information and introduce good

54％

1,024

◆ EU RoHS Directive revision

tries that set new regulations is also increasing.

other countries. Also we are actively gathering

2012◆ Turkey ELV Regulations

increasing every year and the number of coun-North America

wheel formation process and by reducing theamount of solvent used for hubcap painting. We

Nonconsolidated
goal

100

Emissions per sales unit (index)*2 VOC: Volatile Organic
Compounds

switching to use of robots, thereby reducing theamount of mold release agent used in the steering

1,600
Volume emitted (in tons)*1 PRTR: Pollutant Release andTransfer Registerduction processes by using less paint for glass runs,■ Changes in VOC Emissions/Emissions per Sales Unit (Index) (Nonconsolidated)

2011◆ EU ELV Directive
Annex II revision
Annex II revisiontions for environmentally harmful substances are

by Taiwan, the United States, South Korea andWe have been reducing environmentally harmful

2010

cooperation with overseas aﬃliates. The regula-other regulations and legal changes implemented

substances such as the PRTR* 1 and VOC*2 in pro-■ Regulations governing chemical substances in products

and region, and respond to various regulations incal substance regulations in China, as well as

New paint type

Financial Reportobtain information on regulations of each country

Law / Regulation

Regulations for environmentally harmful substances are being strengthened worldwide, and our company
strives to comply with various regulations and revise materials and manufacturing processes accordingly.

Enhancement ofmanagement ofchemical substances in
products

EU

Control and Reduction of Environmentally Harmful Substances

Reduction ofenvironmentally
harmful substances in
the production process99％

reduction

Environmental Reportwater to cooling towers in our plants, as well as

300

Volume of VOC emissions

ﬁscal 2011, we cut the amount of supplementary

based to water-based paint for driver s-side airbag covers.

■ Changes in Amount of Water Used (Nonconsolidated)
Amount of water used (in tons)

emissions by reducing the force of water pumps. In

New procedure

Making paint for airbag covers water-based

We have reduced VOC emissions by switching from solvent-use of water as a resource, we expect to curb CO2

Previous procedurefor other painted products.

environmental impact, such as switching to water-based paints for covers.

reduce water usage. In addition to making eﬀective

20％

reduction

Social Report

Moving forward, we plan to implement similar improvements

Moving forward, we intend to make further improvements aimed at curbing

Management Reportpainting process, we have reduced VOC emissions. In theVolume of VOC emissions

By boosting the eﬃciency of paint use during the hubcap

Acro smartphone (produced by Sony Ericsson Mobile Communications AB,

We are moving forward with eﬀorts to further

Products
289

737

that enable easy recycling

We use materials with recycled content for the battery covers for the Xperia

Reducing
water usage

Recycling
5.4

of reducing environmentally harmful substances.

・Techniques to separate composite materials
Installing parts
made of recycledmaterials in vehicles

Gases emitted
into theatmosphere177

ing material for brake hose printing, with the purpose

Example of our efforts
Products■ Emission / Flow of PRTR substances

Business Report

products. These eﬀorts helped us to expand recy-of the Production Environmental Subcommittee. We■ Technological Development for ELV* Parts Recycling

Further phasing out of substances
under consideration

4 substance groups under consideration announced
2 substance groups under consideration announced

Individual state regulations tightening dramatically◆ Environmental Administration of ◆ South Korean

New Chemical Substances in China REACH regulations◆ Amendment of South Korean
ELV and RoHS regulations
Notification in Taiwan◆ Chemical Substance Nomination and◆ Amendment of Act on the Evaluation of Chemical
Substances and Regulation of Their Manufacture, etc.

*VOC emissions per sales unit shown takes the ﬁgure from ﬁscal 2000 as 100.

37

TOYODA GOSEI REPORTMy EcoDeclaration

When formulating equipment plans, I will prioritize the weight reduction of moving
parts and the selection of optimal power devices. (Machine Design Sect., Silver Prize)

My EcoDeclaration

I will plan production and modify production order so as to maximize efficiency
and minimize electricity consumption (TG Opseed Co., Ltd., Bronze Prize)

TOYODA GOSEI REPORT

38

Environmental Report

We carry out fully integrated production of environmentally friendly LED products.
We are working to popularize them and thereby make a contribution to the prevention of climate change.

The entire Toyoda Gosei Group cooperates together to promote thoroughenvironmental management and to reduce our environmental impact.

Our eﬀorts to popularize and raise awareness of LED products include expanding the use of LED lighting on
company premises. A ﬁve-year plan starting in ﬁscal 2011 has been compressed to three years, during which all
50,000 or so ﬂuorescent tubes currently installed at all our business locations in Japan will be replaced withToyoda Gosei s own LED lighting. This will reduce power consumption and CO₂ emissions. During ﬁscal 2011,
the ﬁrst year of the plan, approximately 10,000 ﬂuorescents were replaced with LED for inspection processes inareas for welcoming visitors, and in someoﬃces. People involved in inspection processes have given feedback such as it sbrighter and easier to see, and it s easierto spot scratches and debris. In ﬁscal 2012
the LED lighting will be installed in oﬃces
and some parts of the production line, withthe remainder of the production line tofollow in ﬁscal 2013.
Heiwacho Plant Shop-Talk Corner
Morimachi Plant

Enhancingenvironmental
education at
Toyoda Gosei
Group■ Subjects of Consolidated Eﬀorts for Environmental Protection (production locations)
ToyodaGosei

Domestic
Aﬃliates● Kitakyushu Plant● Saga Plant

Kanagawa Plant● Fukuoka Plant● Ichiei Kogyo Co., Ltd.

● Hinode Gomu Kogyo Co., Ltd.

● Kaiyo Gomu Co., Ltd.

● TG Opseed Co., Ltd.

● Toyoda Gosei Interior Manufacturing Co., Ltd.
● Hoshin Gosei Co., Ltd.

● TGAP Co., Ltd.

Overseas
Aﬃliates● TG Automotive Sealing Kentucky, LLC● TG Fluid Systems USA Corporation● Toyoda Gosei Texas, LLC● TAPEX Mexicana S.A. DE C.V.

■ Asia and Oceania● Toyoda Gosei（Thailand）Co., Ltd.
● Toyoda Gosei Rubber（Thailand）Co., Ltd.
● Toyoda Gosei Haiphong Co., Ltd.
● TG Kirloskar Automotive Pvt. Ltd.
● P. T. Toyoda Gosei Safety Systems Indonesia
Toyoda Gosei Minda India Private Limited● Fong Yue Co.,Ltd.
● Tai-yue Rubber Industrial Co.,Ltd.
● Toyoda Gosei Australia（Pty）Ltd.
● Tianjin Toyoda Gosei Co., Ltd.
● Tianjin Star Light Rubber and Plastic Co., Ltd.
● Toyoda Gosei (Zhangjiagang) Co.,Ltd.
● Toyoda Gosei (Zhangjiagang) Plastic Parts Co.,Ltd.
● Toyoda Gosei (Foshan) Rubber Parts Co., Ltd.
● Toyoda Gosei (Foshan) Auto Parts Co., Ltd.
● Fuzhou Fu-Yue Rubber & Plastic Industrial Co., Ltd.
● Toyoda Gosei (Tianjin) Precise Plastic Co., Ltd.

● TG Minto Corporation● Toyoda Gosei Automotive Sealing Mexico S.A DE C.V.

● Acquired ISO14001 certiﬁcation
New companies and main plants are encouraged to acquire ISO14001 certiﬁcation within three years of starting operations.

Angel Park Corporation

Offices of Toyota Boshoku Corporation

Implementation ofEnvironmental
AuditsInternal environmental auditing

Tokyo Motor Show 2011

I will patrol the premises, aiming for the goal of zero non-production energy consumption,and take corrective actions where waste occurs.(Air Bag Sect. 3, Bronze Prize)

Promotingenvironmental
education at
Toyoda Gosei
Group

External environmental auditing

We provide environmental education for Toyoda Gosei Group employees concerning environmental problems
such as the destruction of our natural environment, environmental contamination, impact of production on theenvironment, and observance of environmental laws.

Corporate Data

Lighting Japan

Financial Report

Toyoda Gosei implements internal environmental audits by forming audit teams composed of members of plantsthat are not subject to the audits. The Toyoda Gosei Group also commissions the Japan Quality Assurance Organization (JQA), an external assessment and registration organization, to review whether our environmental management systems are being properly implemented in accordance with the ISO14001(revised ﬁscal year 2004 version).
In ﬁscal 2011, no issues were indicated ateither Toyoda Gosei or any of its associates, and it was demonstrated that management is being conducted appropriately.

Environmental Report■ Europe and Africa
Toyoda Gosei UK Ltd.
● Toyoda Gosei Czech, s.r.o.
● Toyoda Gosei South Africa（Pty）Ltd.

● Waterville TG Inc.

Toyoda Gosei is devoting considerable resources to the assessment and veriﬁcation of LED products. We
assess the subjective experience and degree of visibility when LED lighting is used. In addition to applying theresults to further product development, we use them to propose new ways of using LED lighting, turning LED
lighting into the keystone of a comfortable interior environment.
Other new potential applications include use as a light source in plant factories, for which we intend to performdemonstration experiments.

My EcoDeclaration

Iwate Plant● Seto Plant● Heiwacho Plant● TG Kentucky, LLC

Overseas
Aﬃliates

Verifying a wide range of LED eﬀects, including subjective color temperature and visibility diﬀerences

TOYODA GOSEI REPORT● Morimachi Plant● TG Missouri Corporation

Proactively introducing LED lighting in exhibition booths at events, etc.

39

● Inazawa Plant● Nishimizoguchi Plant ● Bisai Plant■ North America

Promoting introduction of LED in oﬃces, facilities, etc.

Through our participation at trade shows andother events, we exhibit as an elements
manufacturer at the fourth LED/OLED Lighting
Technology Expo - Lighting Japan, publicizing
the eﬀects and future potential of LED lighting. At Messe Nagoya 2011 and the Tokyo
Motor Show 2011, we used all LED lighting inour booths. At the Tokyo Motor Show inparticular, we employed daylight-white lighting for the displays and light bulb tint for theareas where people congregate, showing theversatile color possibilities of LED lighting.

● Haruhi Plant

Social Report

We carry out integrated development and production of environmentally eﬃcient LED products, characterized
by low energy consumption and long service life, from components through light source modules. Until now,
our LED products have been widely used as backlight sources in LCDs in laptop and tablet PCs and smartphones, as well automobile meters, etc., but since the end of ﬁscal 2010 we have been expanding our lineup of
LED light sources for general lighting as well. We intend to expand this lineup further, turning the lighting sector
into the second pillar of our LED business alongside backlights.

In ﬁscal 2011, our LED lighting was installedin the oﬃces of Angel Park Corporation,
Toyota Boshoku Corporation and othermembers of Kyowakai (a Toyota Auto Body
voluntary group of parts supply companies.)
Moving forward, we will continue to promote the adoption of our LED lighting inoﬃces and facilities within the Toyota Groupand elsewhere.

The entire Toyoda Gosei Group makes concerted eﬀorts to proactively promote environmental management
and activities to reduce our environmental impact.
We have been collecting environmental data from each group company, starting with domestic aﬃliated companies in ﬁscal 2001 and data on overseas aﬃliated companies in ﬁscal 2003. This environmental data (CO₂ emissions, volume of waste), outlined the Group s goals through ﬁscal 2010 in the Fourth Environmental Action Plan as
we put our plans into practice step by step. The Fifth Environmental Action Plan was launched in ﬁscal 2011, weare aggressively promoting various activities in order to achieve the goals set forth in the new Plan.

Management Report

Expansion of
LED business

Environmental Management

Business Report

Expanding useof LED lighting
on company
premisesWorking to Popularize Highly Environmentally Eﬃcient LEDs

■ Environmental Education System of the Toyoda Gosei Group
Targeted
personCommoncompany-wide

My EcoDeclaration

Toyoda Gosei

Aﬃliate Companies
Japan

Overseas

Targeted
personToyoda Gosei

Aﬃliate Companies
Japan

Education for new managers

Education for environmental staﬀ

Education for workers stationed abroad

Education to upgrade internal auditors

Education for environmental key-persons
Environment-related qualifications acquisition

ISO14001related

Overseas

Education to register internal auditors
Education for supervising managers

Education for new employees

Education for workers in environmentally signiﬁcant work

Educational activities for environmentally focused months

Education for general workers

I will thoroughly check that circuit breakers are off when production lines are not in use.
(Weatherstrip Sect. 2, Bronze Prize)

TOYODA GOSEI REPORT

40

Environmental
Report
環境報告

Developing
environmental
educational activities

We carry out activities forcused on participation-based approaches to ensure that each one of our employees
has ﬁrm environmental awareness and reﬂects this awareness in their actions.

Further promoting our environmental eﬀorts throughenvironmentally focused months and energy saving months*EMS：Environmental
Management
System41

TOYODA GOSEI REPORTOur company formulates a Global EMS* to unify domestic and foreign environmental management levels. We
then steadily improve environmental management systems of our overseas aﬃliates, share information andmanage legal compliance.
Since ﬁscal year 2009, we have been conducting a survey of the local situation at our Chinese production sites,
extracting environmental issues and exchanging ideas with various site managers to strengthen the environmental management system in China, where environmental laws and regulations are being tightened and enforcedin particular.
As part of our eﬀorts to strengthen the management system, we also started to implement activities aimed atenvironmental controls in the China regions from ﬁscal 2010.

My EcoDeclaration

I will use test equipment efficiently, minimizing standby time and shortening operatingtimes as much as possible. (Technical Research & Development Dept., Bronze Prize)

Fong Yue Co.,Ltd.
Proactively engaging in environmental protection activities and volunteer activities
Fong Yue, located in the Hsinchu industrial district about an hour s drive from Taipei, markes the 25th anniversary of
its foundation in 2012. The company is proactively engaged in activities aimed at curbing energy consumption, reducing CO₂ emissions, reducing the volume of waste discarded, and boosting the recycling rate. As many years havepassed since the factory ﬁrst opened, the company took steps such as replacing old mold injection equipment withmore energy-eﬃcient inverter or servo motor models, reducing the number and usage time of mercury lamps on
factory premises, and replacing overly powerful compressors with appropriate ones, achieving a 1.5% year-on-year
reduction in energy consumption in ﬁscal 2011. Other activities included boosting the recycling rate through strictgarbage separation and remaking waste resin from mold injection processes into pellets. Also, in order to reduce
VOCs, the company reduced the number of recolorings by implementing planned production that makes eﬀective
use of color tones, cutting the amount of cleanser required.
Activities in partnership with the community include planting tree saplings distributed by the Hsinchu industrial district
on company premises and designating open
space in the industrial park so as to promote theaﬀorestation of the plant grounds and vicinity. In
ﬁscal 2012, the company plans full-ﬂedged implementation of the Plant Aﬀorestation Project.
The company s eﬀorts are characterized by ambitious contributions to the community as well as
environmental protection activities. Among its
proactive volunteer activities, employees have Fong Yue Co.,Ltd.
Award received from Kuozui Motors
formed a charitable organization, 仁愛工作隊,
which each month collects donations and pays
visits to the homes or facilities of underprivilegedchildren.
Fong Yue has also been acclaimed by customers
from the standpoint of cost reduction, cost targeting, and export expansion, and was honored with
an award from one of its primary customers,
Kuozui Motors, for the second consecutive year.
Tree planting in Hsinchu industrial district
仁愛工作隊

DATA

My EcoDeclaration● Location / Hunan Village Hukou, Hsinchu County, Taiwan● Established / May 1987
● Capital / 200 million Taiwan dollars● Business / Manufacture of safety system products andInterior and Exterior Parts

Corporate Data

Establishmentof environmental
management system
at overseas aﬃliatedcompany● ISO9001 certiﬁcation acquired / November 1998
● ISO14001 certiﬁcation acquired / October 2003
● OSHMScertiﬁcation acquired / April 2008
(ﬁrst to acquire it within the Toyoda Gosei
Kyowakai members group)

Financial Report

Bisai Plant Greenery Day

DATA● Location / Meichi, Ichinomiya City, Aichi Prefecture, Japan● Established / June 1960
● Capital / 457 million yen● Business / Manufacture, processing and sales ofautomotive steering wheel products

Environmental ReportAward for Excellence at the2011 Eco Kentei Awards

Employees and management of the
Bisai Plant hold an unveiling ceremony
to mark the designation of Bisai Plant
Greenery Day

Ichiei Kogyo Co., Ltd., which is engaged in the manufacture and processing of automotive steering wheels andrelated products, is devoting energy not only to production-based environmental protection activities and activities in partnership with the community, but also to the aﬀorestation of the plant premises and vicinity.
In terms of CO₂ emissions reduction, plant personnel turned their attention to generated heat, taking steps tocollect and re-use exhaust heat such as installing heat exchangers in aluminum melting furnaces. Eﬀorts to reducevolumes of waste discarded included yield improvement measures such as elimination of trial-run periods during
the aluminum mold injection process. The challenge of residual mold release agent inside molds was overcome
through changes in coating methods and conditions, and the trial-run period elimination was achieved. Also,
resources were conserved through in-house recycling of leftover material from aluminum armatures removed
during the product completion process. These actions achieved an 8% reduction in both CO₂ emissions anddiscarded waste in ﬁscal 2011. The company also promoted the use of non-PRTR* materials, and abolished theuse of Class I designated chemical substances.
In the local community, the company has registered with the Ichinomiya City Adopt-A
Program*, and implemented monthly 530(which reads garbage zero when pronounced
in Japanese) cleanups of plant grounds, providing relay points and rest areas during city-led
cleanup campaigns, aiming to contribute to
Ichiei Kogyo Co., Ltd.
Outdoor rest area
both the environment and society.

Social Report

At the 2011 Eco Kentei Awards (held by the Tokyo Chamber of Commerce and Industry), which honor the resultsof environmental protection activities at business locations and organizations, our Bisai Plant earned an Award for
Excellence for their ongoing plant-wide activities that began with the Plant Aﬀorestation Project launched in ﬁscal
2010 (see p. 43). These eﬀorts went beyond tree planting and included a wide variety of events involving local
community residents and incorporating both hard and soft aspects, becoming an initiative that will be carriedon into the future, and earning acclaim for its raising of the environmental awareness of employees and community residents alike.
These activities included the designation of the second Sunday in November as Bisai Plant Greenery Day, as wellas the creation of an artist s conception of the completed forest based on all plant employees imagined projections of the forest 10 years in the future.
Moving toward the project s realization, in ﬁscal 2011 employees planted trees on Bisai Plant Greenery Day,aiming to create a forest where everyone can experience the seasons. Designating thematic zones including
four seasonal zones, a zone to attract insects, and so forth. A year-round hands-on learning corner called
Manabiya Bisai (Bisai Academy) was also established on the plant premises to provide environmental education.
Having had these eﬀorts recognized with the Eco Kentei Award for Excellence, the employees at the plant havebecome even more enthusiastic about environmental protection activities.

*Adopt-A Program:
Local cleaning and beautification(community development)
program carried out jointly
by citizens and government

Working to reduce CO₂ emission and volume of waste discarded.
Environmental activities pursued in partnership with Ichinomiya City

Management Report

Bisai Plant wins Award for Excellence at the 2011 Eco Kentei Awards*PRTR：Pollutant Release andTransfer Register

Ichiei Kogyo Co., Ltd.

Business Report

In ﬁscal 2011, we made further eﬀorts to educate our employees by displaying posters, and featuring articles thatenhance environmental awareness or provide information on the environment in our newsletters to coincide with theenvironmentally focused month of June. In response to the suspension of the Hamaoka Nuclear Power Plant, we designated June through September an energy saving campaign period, and dedicated ourselves to reducing power consumption and cutting peak power use. Also, we implemented the Eco Declaration campaign. All employees madetheir own Eco Declaration and evaluated whether they were able to adhere it. Eight employees who made Eco Declarations that were particularly beneﬁcial to the environment and had potential for implementation in other departments, received the Declaration of Eco Excellence
Declaration from the Ecoaward. In addition, 36 employees took the Eco
Declaration gold prize winner
Certiﬁcation exam which is held in July and December every year.
During the morning greeting, I will check
Aside from the environmentally focused month offor lights that people forgot to extinguishJune, in February we survey the status of energyand discuss energy-saving case examples,
ensuring that the workplace is a thoroughly
saving measures and formed a waste-eliminating
eco-aware one.
plant squad, to thoroughly eliminate energy waste（Mold Production Sect. 2）
in factories in line with the Japanese Ministry of*Declarations from the Eco Declaration silver andEconomy, Trade and Industry s designation of Febbronze prize winners are posted on the bottoms
ruary as Energy Saving Month.
Our newsletter(TG Times)of pages 34 through 42.

Eﬀorts ofAﬃliatedCompanies● ISO14001
certiﬁcation acquired / May 1997
● ISO9001
certiﬁcation acquired / June 1998
● OHSAS18001 certiﬁcation acquired / December 2006

I will execute designs so as to use the minimum number of electrodes, curbing consumption ofelectricity for unnecessary processing and electrical discharge. (Mold Production Sect. 1, Bronze Prize)

TOYODA GOSEI REPORT

42

Environmental Report
We are working on activities promoting Zero Cases of Non-compliance and Complaints at Toyoda Gosei
Group to ensure thorough compliance. In ﬁscal 2011, we independently analyzed six incidents from other companies. We then inspected our equipment similar to any involved in the other companies incidents and implemented measures beforehand to ensure that no comparable incidents would occur at our company.

Proper disposal
and storage ofequipment
containing PCB

We exercise the utmost care in storing used highvoltage transformers and ﬂuorescent stabilizers that
contain harmful and recalcitrant PCB (polychlorinatedbiphenyl) and have properly disposed of 65power
capacitors so far.

Environmental
cost

For our environmental costs in ﬁscal 2011, we focused on research & development, the Plant Aﬀorestation Project,remaking pellets from resin material and reduction of greenhouse gasses. Economic results included the reduction in
waste disposal costs resulting from recycling and measures to counter waste material sources, as well as the
reduction in electricity costs through improved eﬃciency in utility equipment.

■ Environmental Cost
Equipment containing high Number of pieces ofconcentrations of PCBs
equipment storedPowercapacitors

Fluorescentstabilizers

̶Approx.
1200

Status of countermeasures

Properly disposed at the Toyota Oﬃceof the Japan Environmental Safety
Corporation in ﬁscal 2006 (65 units)
Appropriately stored (properly
disposed sequentially when PCB
disposing facility is fully-equipped)*As is the case with PCB wastes, we exercise the utmost caution in storing

used high-voltage transformers that were conﬁrmed to have contamination
with low-level PCB.

Type of cost

（Unit: ￥100 million）

Toyoda Gosei

Total of domestic
aﬃliated companies

5.2̶

Cost for research anddevelopment*1

Cost incurred within theoperational area*2

16.5

0.9

Cost for management
activities*3
Cost for social
contributions*4
Cost for dealing withenvironmental damage*5

1.0

0.3

0.5

0.1

0.1

0

Total

23.3

1.3

*1 Cost for research and development of products to reduce environmental impacts.
*2 Cost to reduce environmental impacts generated in production, such as pollution

We are taking actions to monitor and purity
soil/groundwater contamination by toxic substancessuch as trichloroethylene used as a cleaner in thepast, as well as toxic substances that enter thepremises from outside.
We also installed observation wells at all plants toroutinely check that there is no soil or groundwatercontamination from oil or other substances targetedby the Soil Contamination Countermeasures Act.

Plant

ObjectStatus of countermeasures

Haruhi Plant

Groundwater

Puriﬁcation in progress (proactively
purifying, although the possibilityof oﬀ-site pollution source exists)

Inazawa Plant

Groundwater

Since material detected is not in our past
use records, only measurement results arereported regularly to the government.

control, energy saving, and waste disposal.

*3 Cost for management, including education, maintenance of the environmental

management system, and measurement.
*4 Cost for such measures as forestation and beautiﬁcation.
*5 Cost for dealing with environmental damage caused by business operations.

■ Changes in Environmental Cost
（Unit: ￥100 million）

Toyoda Gosei（Unit: ￥100 million）

Economic eﬀects *6

Type of eﬀect

Toyoda Gosei

Total of domestic
aﬃliated companies
0.3

Energy cost

2.8

Cost for waste processing

3.2

0.4

Total

6.0

0.7

Type of eﬀect

Physical eﬀects *7

Prevention of climate change(amount of CO2 reduced)
Reduction of waste disposal(amount of waste reduced)

9,000t-CO₂

Legal Compliance Activity

1,484tSee p.43（domestic plant data posted on Toyoda Gosei website）*6 The economic eﬀect calculated here covers that which can be grasped

based on solid ground.

*7 Physical eﬀects are calculated for Toyoda Gosei alone.

■ Changes in Economic Eﬀect

Total of domestic aﬃliated companies

40（Unit: ￥100 million）

Toyoda Gosei

Total of domestic aﬃliated companies

20

Expanding thePlant Aﬀorestation
Project activities
to domestic andoverseas bases

2011

2012

0.7
6.0
0

2007

2008

2009

2010

2011（ﬁscal year）

0

2007

2008

2009

2010

2011（ﬁscal year）

Please visit the Toyoda Gosei website for environmental data. http：//www.toyoda-gosei.co.jp/csr/kankyou/houkoku.html

Independent Opinion

Mitsuru Sano

Professor, Graduate
School of Environmental Studies, Nagoya
University

The main purpose of this report by Toyoda Gosei is to report on the status of thecompany s environmental measures and ongoing dialogue with society. I will oﬀer mythird-party opinions from this perspective.
The volume of CO₂ emissions per sales unit generated during production processes has
fallen by 32% since ﬁscal 2003, and the volume of waste discarded is also down 38%
compared to ﬁscal 2003. These results are a proud achievement, made possible throughcooperation and partnership with aﬃliated companies, customers and government toimplement environmentally friendly business activities at every stage from product andservice development through production and sales.
The technological developments I was particularly impressed with were a technique formetal processing without cutting, and the use of an alternative shielding gas during themagnesium casting process. I was quite surprised that a technique had been developedin which metal dust was seared with a laser so that a mold could be made without
cutting. This production process combining mold and forging technologies makes amajor contribution to the realization of a resource recycling-oriented society. I have highhopes for the further elaboration of this technology. Also, the processing of metallic magnesium usually entails the use of SF₆, a gas with approximately 24,000 times the greenhouse eﬀect of CO₂. I was impressed with the switch to a substitute gas, which enabled
a 99% reduction in the use of greenhouse gases. I imagine that the process is a costly
one, but I was quite positively struck by the sincere attitude with which the company
sought to fulﬁll its responsibilities and make contributions to the global environment.
Toyoda Gosei also implements environmental initiatives and contributes to society
through its business activities, for example by curbing transportation loss, appropriately
managing returnable containers, designs which facilitate recycling, expansion of the LED
business, reducing the weight of air cleaner hoses and progressively switching to resin
for CVJ boots. In last year s report, I wrote that I expect the company to include
episodes behind the development of its products to convey thoughts and ideas of thedevelopers in the report, and indeed this year s report presents numerous caseexamples and is quite compelling reading.
Moving forward, I hope that Toyoda Gosei will formulate a Sixth Environmental Action
Plan which clearly states its basic environmental policy, and apply the MFCA* manufacturing process analysis method.

Corporate DataAt the time of tree-planting at
Heiwacho Plant (November 2009)10

Financial Report

We record thegrowing situationof trees throughﬁxed-point
observation.

20

Environmental Report

With the 60th anniversary of its foundation in 2009 as a starting point, Toyoda Gosei launched the Plant Aﬀorestation Project. Our activities extend beyond the basic stance of protection of biodiversity and prevention of climatechange, aiming to work with communities to create an environment where humans and nature can coexist throughplanting of approximately 600,000 trees in about 60 domestic and overseas bases. These activities are based on
the three pillars of ① promoting the aﬀorestation of factories, ② enhancing our employees environmental awareness ( eco mind ) and fostering of a sense of solidarity through full participation, and ③ integrating with hosting
communities by working together with regional people. We are advancing true aﬀorestation, which allows us tocultivate trees that match the natural environment in the community from acorns, and restore the natural forest.
We incorporated various event elements so that family members and people in the community can easily participate and enjoy the tree-planting.
In addition, we continue to record thegrowing situation of trees in the treeplanted bases through ﬁxed-point observation and manage each base, while our
employees are involved in weeding.
In ﬁscal 2011, we implemented treeplanting events at 4 bases; Inazawa Plant
in Japan, and overseas, Toyoda Gosei
Haiphong (Vietnam) and Zhangjiagang↑ Tree-planting event at Toyoda Gosei↑ Tree-planting event at Inazawa Plant
TGP and Zhangjiagang TGSS (China). The
Haiphong (Vietnam)(Japan)cumulative number of trees planted
reached about 136,000 trees, and a totalof about 15,000 people participated in thetree-planting.
Our Bisai Plant was recognized for its Plant
Aﬀorestation Project eﬀorts from ﬁscal
2010 onward, and received the Award for
Excellence at the Eco Kentei Awards honoring the results of environmental protection activities by business locations, organiTree-planting events at Zhangjiagang TGP and Zhangjiagang TGSS (China)
zations and individuals. (see p. 41).

Social Report

1.3
23.3

Management Report

Conserving Soil
& Groundwater■ Eﬀects

Business Report

Activities aimed atachieving zero casesof non-complianceand complaints*Material Flow Cost Accounting

43

TOYODA GOSEI REPORTTOYODA GOSEI REPORT

44

Report and Analysis of Business Performance

Financial
Reporthoses, and developed and began mass-producing turbo ducts

During this period, the world economy showed a slowdown ininvestments, aiming to eliminate waste and improve our profit

the safety systems products field, we launched mass

government debt crises in some European countries and poor

In terms of enhancing our production system, in our automotive

the economies of emerging countries continued to expand,

our new plants in Wales, UK and Mississippi, USA, and built

As for the domestic economy, there were signs of recovery

production capacity in response to increased numbers ofEarthquake, but the pace of this recovery was slowed by thewell, Toyoda Gosei India Pvt. Ltd. (currently known as Toyoda

an all-encompassing inspection of our costs and equipment

housing and employment figures in the United States. However,interior and exterior parts business, we launched production at

driving a gradual overall trend toward recovery.

a third Toyoda Gosei (Thailand) Co., Ltd. plant to boost

after the major downturn following the Great East Japan

vehicles produced by our customers in Thailand. In India, as

appreciation of the yen, which stayed at historically high levels.

Gosei Minda India Pvt. Ltd.) introduced a production process

In the automotive industry, the total number of vehicles

cost competitiveness in the automotive sealing products

America and emerging economies. In Japan, while there werebusiness unit by joining forces with Minda Investment Limited,

and floods in Thailand, all automakers boosted production

with Minda s proven track record in the Indian market.

following the disasters. In addition, demand-stimulation measurescapacity including that of our LED production line at the Saga

implemented, leading to a slight year-on-year increase.

the new local subsidiary Toyoda Gosei Opto-Electronics Korea

are increasing due to increasing awareness of environmental

Korean market.

with overseas manufacturers in China, South Korea andcapabilities, we identified safety, environment and energy

curtain, and knee airbag modules in addition to our existing
driver-side airbag module.

In our optoelectronics business unit, where we continue tofunds ) at the end of the period under review came to 69.9

earthquake and other factors, there was a major surge in theadverse effects from the Great East Japan Earthquake

a powerful local player, combining our manufacturing technology

thereafter to compensate for cutbacks during and immediately

In our optoelectronics business, we further boosted production

such as subsidies and tax breaks for eco-friendly vehicles werePlant in Kyushu, and reorganized our Seoul offices, establishing

In the LED industry, while sales for applications such as lighting

Co., Ltd., in preparation for expected expansion of the Southissues and the need for energy conservation, price competition

As forelsewhere has grown increasingly fierce.

conservation as the keystones of our development, and strove

fell in the first half of the fiscal year due to the March 11, 2011
number of vehicles produced in the second half of the fiscal

year, and overall sales for the period under review ended upnearly equal to those of the previous period. In our
optoelectronics business, however, factors such as a price war
among overseas chip manufacturers led to a year-on-year dropin revenue. Overall sales for the period came to 504.5 billion
yen (a 2.4% decrease from the previous period).

In terms of profits, while the entire Group made every effort to
reduce costs in both the automotive parts and optoelectronics

fields, shrinking revenue and other factors led to major decline
in profits. Operating income fell to 20.4 billion yen (a 31.8%

decrease from the previous period), ordinary income dropped
to 20.2 billion yen(a 26.4% decrease from the previous period), and net income

for the period plummeted to 8.9 billion yen (a 47.6% decrease

A highlight of our automotive interior and exterior parts

strengthening our technological development capabilities.

surface-emitting LED room lamps built with state-of-the-art

Earthquake and Thai floods led to major fluctuations in number

control. Meanwhile, in the field of automotive sealing products,

lowered operations by modifying operating systems for greater

adopting compact production processes and equipment that

Status of assets, liabilities and total net assets

times of heightened operations.

compared with previously. In the field of functional parts, we

Total assets in the current period rose to 454.7 billion yen, an

optical design technology and featuring ergonomic brightnessof vehicles produced, we worked to minimize the impact of

we focused on environmentally friendly manufacturing,production flexibility, while aiming to maximize profit during

reduce energy consumption and CO₂ emissions by 30%

We looked upon the recent period of lowered operations as abegan mass production of thinner, lighter and yet robust rubber■ Net sales■ Ordinary income / Net income(billion yen)
700

(billion yen)
60

662.4

600

546.3

500

495.0

516.9

50

504.5

30

300

50.5

26.5

10

100

2008

2009

2010

2011

2012 （ years ended ）March 31

0

14.2

12.1

27.5
17.1

8.9

3.9
2008

2009

20.2

2010

2011

2012 （ years ended ）March 31

are described below.

● Cash ﬂows from operating activities
The funds acquired from operating activities during the period

under review included 19.0 billion yen of income before
income taxes and minority interests and 41.9 billion yen of
depreciation and amortization. Due to posting of a 23.1 billion
yen increase in receivables, an increase of 6.3 billion yen in

inventory assets, and 5.1 billion yen in corporate taxes paid,

total funds acquired from operating activities fell to 51.1 billion
yen, a decrease of 11.4 billion yen from the previous period s
ﬁgure of 62.5 billion yen.

● Cash ﬂows from investing activities
Due to capital investment for switching to new products andboosting of production capacity, funds spent for investing

activities came to 37.0 billion yen, a decrease of 15.5 billion yen

Analysis of financial condition● Cash ﬂows from ﬁnancing activities

increase of 38.2 billion yen over the end of the previous period,

Due to increased loans and other factors, funds acquired

through ﬁnancing activities came to +2.2 billion yen, an

increase of 21.0 billion yen over the previous period s ﬁgure of-18.7 billion yen (net expenditures totaled 18.7 billion yen).

■ Total net assets■ Capital investment / R&D expenses(billion yen)(billion yen)
60

300

253.9
211.7

30.8

of each cash ﬂow in the current period and related factors

over the previous period s ﬁgure of 52.5 billion yen.

250

20

200

TOYODA GOSEI REPORTNet income

40

400

0

Ordinary income

54.3 billion yen at the end of the previous period. The status

229.9

234.0

50

237.3

200

40

150

30

100

20

50

10

0

2008

2009

2010

2011

2012 （ years ended ）March 310

Capital investment

58.2

R&D expenses

53.1
46.9
37.6

34.3
25.9

2008

24.8

2009

26.0

2010

Corporate Data

In order to reinforce our profitability, while the Great East Japan

from the previous period).

billion yen, an increase of 15.5 billion yen over the ﬁgure of

Financial Report

have been placing particular emphasis on reinforcing ourbusiness was the development and mass production ofincrease in retained earnings.

Cash and cash equivalents (hereinafter referred to as

tube-type LED applications.

sector. We are seeking to strengthen the performance of thisprofitability, enhancing our production system, andbillion yen over the end of the previous period, mainly due to an

products geared toward tablet computer and fluorescent

manufactured worldwide increased, driven by growth in North

to develop industry-leading new products in each field.

Total net assets came to 237.3 billion yen, an increase of 3.2

Status of cash ﬂows

development and marketing of brighter, more energy-efficient

As a result, in our automotive parts business, although net sales

strengthening our technological development

an increase in accounts payable and loans.

enrich our product lineup, we focused particularly on the

fully integrated from the extrusion stage onward so as to boost

Under these circumstances, we at the Toyoda Gosei Group45

production of compact and lightweight passenger-side, side,

217.4 billion yen, an increase of 34.9 billion yen, largely due toEnvironmental Reportstructure.

largely due to an increase in receivables. Liabilities also rose toSocial Report

the recovery of developed nations due to factors such as

and fuel filler lids in which metal is replaced with resin. Also, inManagement Report

good opportunity to review fixed expenses, and performed

Business Report

Analysis of Business Performanceand Financial Condition

25.6

2011

25.9

2012 （ years ended ）March 31

TOYODA GOSEI REPORT

46

Financial Report

Consolidated Five-Year Financial Summary
Toyoda Gosei Co., Ltd. and its Consolidated Subsidiaries
Years ended March 31

Toyoda Gosei Co., Ltd. and its Consolidated Subsidiaries
March 31 2012 and 2011

(Amount: millions of yen)
(Rounded down to the nearest million yen)

2011

2010

2009

2008

■ ASSETS(Amount: millions of yen)
(Rounded down to the nearest million yen)

2012

2011

Current assets

For The Year
￥516,982￥495,002￥546,380￥662,497

Operating income

20,41529,952

26,202

15,83352,125

Ordinary income

20,28727,54926,574

12,15550,541

Net income

8,971

17,116

14,255

3,951

30,802￥233,650￥242,158￥233,425

Depreciation and amortization

41,964

44,481

43,007

41,25840,309

Capital expenditures

37,62347,83235,19059,42954,612R&D expenses

25,936

25,617

26,066

24,83725,989Overseas sales￥242,893￥279,701

70,55556,586

Trade notes andaccounts receivable

99,35875,99815,328ーWorks-in-process

8,893

8,547

Accrued expenses

23,71021,153

14,125

12,943

Accrued income taxes

4,386

2,308

183

225

1,472

590

4,493

4,490

Other current liabilities

12,165

14,349Fixed assets

Total current liabilities￥149,698￥123,379

Long-term liabilities
ー

10,00034,397

19,348Raw materials
and stored goods

Deferred tax assets

4,950

3,776

Other current assets

15,24914,344

Less allowance for
doubtful accounts

（109）

（118）

￥229,238￥183,293

Total current assets

132.27110.1730.55

237.97

Buildings and structures

Total net assets per share

1,708.41

1,680.96

1,650.90

1,523.16

1,781.08

Cash dividends per share

36

36

36

36

46

￥454,794￥416,562￥434,344￥391,757￥476,741

237,367

234,074

229,915

211,702

253,961

139,224

134,208

Provision for
Provision for
product warranties
Deposits received
from employees

Bonds payable
Long-term bank loans
payable（74,382）（68,537）

Buildings andstructures, net
Machinery,equipment
and vehicles
Less accumulated
depreciation
Machinery, equipment
and vehicles, net

64,841

65,670

Deferred tax liabilities

2,530

1,297

287,509273,424

27,36925,361（221,558）（205,944）

Provision for
retirement beneﬁts
Reserve for retirement beneﬁts for
directors and corporate auditors

1,503

1,602

65,95067,480

Other long-term liabilities

1,655

1,497

Tools, furniture and ﬁxtures

133,603

129,380

Total long-term liabilities￥67,457￥59,107

Less accumulated
depreciation（111,639）（107,330）

Total liabilities￥217,426￥182,487

21,96322,050Land

23,09822,327

Construction in progress

8,009

13,732

183,864

191,261

Capital stock

28,02728,027

Capital surplus

29,84429,84428,02728,02728,02728,02728,027

Number of shares outstanding(excluding treasury stock) (thousands of shares)

129,407

129,407

129,399

129,334

129,307

Net cash provided by operating income￥51,112￥62,586￥68,199￥47,843￥75,229

Net cash used in investing activities（37,027）（52,579）（36,574）（55,945）（55,291）

Net cash provided by(used in) ﬁnancing activities

Intangible assets

2,224（18,785）（7,426）

5,604（20,742）

Goodwill

45

66

Retained earnings

181,855

176,820

Cash and cash equivalents at end of year

69,91454,32667,49042,70153,372

Patent rights

648

Treasury stock at cost

（1,327）（1,326）

1,739

2,189

Total Shareholders equity

238,400

233,365

Accumulated othercomprehensive income
Net unrealized gains orlosses on other securities

4,421

3,796

（21,740）（19,634）（17,319）（15,837）640

748

15,646

15,798Cash Flows

Return on equity (ROE) (%)

4.1

7.9

6.9

1.8

14.2

Return on assets (ROA) (%)

4.7

6.5

6.4

2.8

10.8

Return on sales (ROS) (%)

4.0

5.8

5.3

2.9

7.9

Debt/Equity ratio (%)

24.3

21.2

27.7

31.4

EBITDA (millions of yen)

Number of employees at year-end

Other intangible assets

823

754

Total intangible assets

2,615

3,059

■ NET ASSETS

Investments in securities

25,11924,178Foreign currencytranslation adjustments
Total accumulated othercomprehensive income

22.5

Deferred tax assets

10,267

10,687

Subscription rights to shares

Other investments
and other assets

3,768

4,256

Minority interests inconsolidated subsidiaries

21.3

35.7

24.2

13.0

24.1

61,23771,87867,65250,66889,493

29,10826,96426,08425,792

27,036Note 1. Net income per share, ROE and ROA are computed based on the average number of shares, total net assets and total assets, respectively, for each consolidated ﬁscal year.
Note 2. Debt/Equity ratio = Interest-bearing debt / Total net assets
Note 3. Interest coverage = (Operating income + Interest and dividend income) / Interest expenses
Note 4. EBITDA = Income before income taxes + Interest expenses - Interest and dividends income + Depreciation and amortization

TOYODA GOSEI REPORT

Total property,
plant and equipment

Software

IndicesInterest coverage (times)

Tools, furnitureand ﬁxtures, net

Investments and other assets

Less allowance for
doubtful accounts
Total investments
and other assets

（80）

（175）

Total net assets￥237,367￥234,074

39,07538,947

Total liabilities and net assets￥454,794￥416,562

Total ﬁxed assets￥225,555￥233,268

Total assets￥454,794￥416,562

TOYODA GOSEI REPORT

Corporate Data

Capital stock

Financial ReportLess accumulated
depreciation

Environmental ReportーTotal net assets

63
10,000Goods and products

Property, plant and equipment

Total assets

4,871

ー

￥238.61

At Year-End

13,237

11,214￥30.55diluted60,060160￥110.19

Net income per share

80,256

16,054

Short-term investments￥132.27

basic

Trade notes andaccounts payable
Short-term bank loans
payableCurrent portion of
long-term loans payable
Current portion of bonds
payableCurrent liabilities

Cash and cash equivalents￥69.33

Net income per share

2011

Social Report

Per share of common stock (yen)2012Management Report￥504,518

Net sales■ LIABILITIES(Amount: millions of yen)
(Rounded down to the nearest million yen)

Business Report

2012

47

Consolidated Balance Sheets48

Financial Report

Consolidated Statements of Income /Consolidated Statements of Changes in Net Assets

Consolidated Statements of Cash Flows

Toyoda Gosei Co., Ltd. and its Consolidated Subsidiaries
For the years ended March 31, 2012 and 2011

Toyoda Gosei Co., Ltd. and its Consolidated Subsidiaries
For the years ended March 31, 2012 and 2011

(Amount: millions of yen)
(Rounded down to the nearest million yen)(Amount: millions of yen)
(Rounded down to the nearest million yen)

Net Sales
Cost of sales
Gross profit

Operating income
Non-operating income

2011

504,518

516,982
449,451

57,95967,530Gain on reversal ofsubscription rights to shares

37,54437,577

Other

20,41529,952

3,641

3,777
653

189

1,202

Other non-operating income

2,654

1,921

Non-operating expenses

3,769

6,181

Interest expenses

994

858

412

793

613

3,263

1,748

1,265

20,28727,549Loss on retirement and sale ofﬁxed assets

Foreign exchange losses

Extraordinary losses

Loss on revaluation of
investments in securities

2011

281

148

̶

12

253

135

28

̶

1,492

504

32

29

66

̶

̶

351

Loss due to disaster̶

Loss on revision ofretirement benefit plan

Impairment loss on long-lived assets

Eﬀect of application of accounting standards
for asset retirement obligations

2,083

1,740

̶

65

Increase /Decrease in reserve for retirement benefits for directors and corporate auditors

（98）

（328）

Interest and dividends income

（797）

（653）

̶

108

Equity in net earnings of affiliates（189）（1,202）

Provision for product warranties

906

̶

Loss on litigation

388

̶

Other extraordinary losses

98

4

19,07627,192

Income taxes ‒ current

7,949

6,253

Income taxes ‒ deferred

643

1,609

10,484

19,329

1,512

2,213

￥8,971￥17,116￥176,820 （￥1,326） ￥233,365 ￥3,796

29

Gain/Loss on retirement or sale of property, plant and equipment, net

295

739

Increase /Decrease in receivables（23,122）

10,142

Increase /Decrease in inventories（6,326）（7,077）

Increase /Decrease in other current assets（2,040）（3,506）

22,697（2,690）

275

1,629

Increase /Decrease in other current liabilities
Others, net
SubtotalInterest and dividends income received

（22）

399

56,30773,504969

961

Interest expenses paid

（1,036）（858）

Income taxes paid

（5,127）（11,020）

51,11262,586（0）（1,880）Cash flows from investing activities

Total of
Foreignaccumucurrency
lated othertranslation comprehenadjustments sive income（￥19,634） （￥15,837）

Subscription
rights toshares￥748

Minority
interests inconsolidated
subsidiaries￥15,798

Total
net
assets￥234,074

Payments for purchases of investment securities
Proceed from sales and redemption of investments in securities

028

Acquisition of subsidiary company stocks̶（5）（39,931）（49,535）

Payments for purchase of property, plant and equipment and intangible assets
Proceeds from sales of property, plant and equipment

1,634

739

Net increase /decrease in time deposits

1,350（2,013）（80）87（37,027）（52,579）

Increase /Decrease in short-term loans payable

8,227（5,108）Proceeds from long-term loans

16,320

4,990

Repayments of long-term loans（16,428）（12,136）364

49

Others, net

Financial Report

Net unrealized
gains or losses
on othersecurities

32

Cash flows from operating activities

Accumulated other comprehensive income
Total
shareholders' equity

Gain/Loss on sale and revaluation of investments in securities

Increase /Decrease in payables（4,658）631（4,658）

631

631

90

90

90

Net income for the period

8,971

8,971

8,971

（0）

Repurchase of treasury stock（0）

Changes of items (net) during theconsolidated fiscal year for items
other than shareholders equity−￥28,027−￥29,844

5,034

（0）

￥181,555 （￥1,327）

5,034￥238,400（0）624（2,106） （1,481） （108）（151）（1,741）624（2,106） （1,481） （108）

（151）

3,293

￥4,421（￥21,740） （￥17,319）￥640￥15,646￥237,367

Proceeds from payment by minority shareholders
Proceed from disposal of treasury stock̶

16

Payments for repurchase of treasury stock

（0）

（1）

Cash dividends paid

（4,656）（5,302）

Cash dividends paid to minority shareholders（1,624）（1,151）Others, net
Cash flows from financing activities

22

（141）

2,224

（18,785）

Translation adjustments of cash and cash equivalents（808）（2,686）

Net increase /decrease in cash and cash equivalents

15,500（11,465）

Cash and cash equivalents at beginning of year

54,32667,490

Increase /Decrease in cash and cash equivalents due to changes to scope of consolidation
Increase in cash and cash equivalents at beginning of year due to changes to accounting year of
consolidated subsidiaries

Cash and cash equivalents at end of year

̶

338

87

（2,037）￥69,914￥54,326

TOYODA GOSEI REPORT

Corporate Data

（4,658）Changes in surplus (net) due tothe changes to accounting yearof consolidated subsidiaries

TOYODA GOSEI REPORT73

Increase /Decrease in provision for retirement benefits

Cash flows from financing activities

Changes in scope of equity method

49

23

867

Cash flows from investing activities

Dividends paid

Balance at March 31, 2012

（101）

Increase /Decrease in provision for product warranties

858

Changes of items duringconsolidated fiscal year

Total changes of items duringconsolidated fiscal year

Increase /Decrease in allowance for doubtful accounts

1,533

Capital stock￥29,844

54

636(Amount: millions of yen)
(Rounded down to the nearest million yen)

￥28,027

18

Environmental Report

Balance at April 1, 2011

̶Amortization of goodwill

Increase /Decrease in prepaid pension expenses

Consolidated Statements of Changes in Net Assets

Capital66

Foreign exchange gain and loss

Income before income
taxes and minority interests

Treasurystock
at cost44,481

Impairment loss

11

Net income

Retainedearnings

27,192

41,964994

Minority interests inconsolidated subsidiaries

Capitalsurplus19,076

Depreciation and amortization

Interest expenses

Income before minority interests

Toyoda Gosei Co., Ltd. and
its Consolidated Subsidiaries
For the year ended March 31, 2012 and 2011

Income before income taxes and minority interests

Cash flows from operating activities

Social Report

797

Equity in net earnings of affiliates

Ordinary income

Reversal of allowance for bad debts

446,559

Interest and dividend income

Other non-operating expenses

Extraordinary income

2012

2011

Management Report

Selling, general andadministrative expenses

2012

2012

Business Report

Consolidated Statements of Income

50

Global Network

Corporate
Data

As of June, 2012

With 46 facilities in 17 nations and regions around the world (Except Japan)

Production Items■ Interior & exterior parts■ Automotive sealing products■ Functional parts■ Safety system products■ Optoelectronic products■ General industry products

Toyoda Gosei UK Ltd.［TGUK］■■

Toyoda Gosei（Shanghai）Co., Ltd.［Shanghai TG］
Toyoda Gosei Optoelectronics（ Shanghai）Co., Ltd.［Shanghai Opto］

Toyoda Gosei Europe N.V.［TGE］
Toyoda Gosei Europe N.V. Germany Oﬃce［TGEG］

Toyoda Gosei（Zhangjiagang）Co., Ltd.［Zhangjiagang TGSS］■
Toyoda Gosei（Zhangjiagang）Plastic Parts Co., Ltd.［Zhangjiagang TGP］■

Management Report

TG Kentucky, LLC［TGKY］■■
Daicel Safety Systems America, LLC［DSSA］■
TG Automotive Sealing Kentucky, LLC［TGASK］■
Toyoda Gosei North America Corporation［TGNA］
TG Personnel Services North America, Inc.［TGPS］
TGR Technical Center, LLC［TGRTC］
TG Fluid Systems USA Corporation［TGFSUS］■

Toyoda Gosei（Tianjin）Precise Plastic Co., Ltd.［Tianjin TG Precision］■
Tianjin Toyoda Gosei Co., Ltd.［Tianjin TG］■■■
Tianjin Star Light Rubber and Plastic Co., Ltd.［Tianjin Starlight］■
South Yorkshire

Toyoda Gosei Czech, s.r.o.［TGCZ］■■■
LEXEDIS Lighting GmbH［LEXEDIS］■

Toyoda Gosei Opto-Electronics Korea Co., Ltd.［TG Korea Opto］

Ontario

Social Report

Zaventem(Belgium)
Saarbrucken

Toyoda Gosei Holdings Inc.［TGH］
Waterville TG Inc.［WTG］■

Klášterec(Czech)

QuebecTG Minto Corporation［TGMINTO］■

Jennersdorf(Austria)

Michigan
TianjinToyoda Gosei Haiphong Co., Ltd.［TGHP］■
Metzeler Automotive Proﬁles India Pvt. Ltd.［MAPS INDIA］■

Ghaziabad

FoshanFuzhou Fu-Yue Rubber & Plastic Industrial Co., Ltd. ■［Fu-Yue］

Texas

Matamoros

TaiwanToyoda Gosei Texas, LLC［TGTX］■
TAPEX Mexicana S.A. DE C.V.［TAPEX］■

San Luis Potosi

Haiphong
Chonburi
Samutsakorn

Bangalore

KentuckyTG Missouri Corporation［TGMO］■■

ShanghaiFuzhouRajasthan

Missouri

Headquarters

Environmental Report

Toyoda Gosei Minda India Pvt. Ltd.［TGMIN］■■

Seoul

Zhangjiagang

Tai-yue Rubber Industrial Co., Ltd. ■■［Tai-yue Rubber］
Fong Yue Co., Ltd. ■■［Fong Yue］
TE Opto Corporation ■［TE Opto］
Toyoda Gosei（Foshan）
Rubber Parts Co., Ltd. ■■［Foshan TGR］
Toyoda Gosei（Foshan）
Auto Parts Co., Ltd. ■［Foshan TGP］
Toyoda Gosei Automotive Sealing Mexico S.A. DE C.V.［TGASMX］■
Toyoda Gosei Personnel Services Mexico S.A. DE C.V.［TGPSMX］

Jakarta

TG Kirloskar Automotive Pvt. Ltd.［TGKL］■■

Financial Report

Toyoda Gosei Rubber（ Thailand）Co., Ltd.［TGRT］■■
Pongpara Codan Rubber Co., Ltd.［PCR］■■
DurbanToyoda Gosei Asia Co., Ltd.［TGAS］
Toyoda Gosei（Thailand）Co., Ltd.［TGT］■■■

Business ReportCompany names in the square
brackets [ ] are abbreviations.

South Australia

P.T. INOAC TG Indonesia［PTG］
P.T. Toyoda Gosei Safety Systems Indonesia［TGSSI］■

Corporate Data

Toyoda Gosei South Africa（Pty）Ltd.［TGSA］■
Toyoda Gosei Australia（Pty）Ltd.［TGAU］■■■

Headquarters

51

TOYODA GOSEI REPORT

Toyoda Gosei North America
Corporation

Toyoda Gosei Asia Co., Ltd.

Toyoda Gosei Europe N.V.

TG Missouri Corporation

Toyoda Gosei Automotive
Sealing Mexico S.A. DE C.V.

Tianjin Toyoda Gosei
Co., Ltd.

Toyoda Gosei Minda India
Pvt. Ltd.

TG Kirloskar Automotive
Pvt. Ltd.

Toyoda Gosei Czech, s.r.o.

TOYODA GOSEI REPORT52

Corporate Data

Domestic Network As of June, 2012

Company Profile As of March 31, 2012
Production Items■ Interior & exterior parts

Company emblem / Corporate name■ Automotive sealing products■ Functional parts

Date of Establishment

June 15, 1949

Capital28,027 millions of yen

Number of employees

Consolidated

29,108Non-consolidated

6,970■ Safety system products■ Optoelectronic products■ General industry products

1 Haruhinagahata, Kiyosu, Aichi

Utsunomiya Sales Branch

Chairman

Corporate Auditors

Hajime Wakayama

Shinichi Sasaki

Managing Oﬀcers

Tadashi Arashima

Tokyo Sales Branch

Inazawa Plant ■■Headquarters
Haruhi Plant ■Nobuyuki Shimizu

Yoshiaki Takei

Corporate Oﬃcers

Nobuo Fujiwara

Masayoshi Ichikawa

Atsushi Sumida

Kinichi Nishikawa

Tomonobu Yamada

Shinichi Goto

Mitsuo Mori

Masakazu Hashimoto

Director, Managing Oﬃcers

Seto Plant ■Kazumi Otake

Nagoya City

Daisuke Kobayashi

Motoo Tanaka

Kazuaki Maeda

Standing Corporate Auditors

Toshihiro Yokoi

Hiroshi Yasuda

Yasushi Matsui

Ｔoru Koyama

Miyoshi Distribution Center
Aichi pref.

Fukuoka Plant ■■■Shizuoka pref.

Kitajima Technical Center
Miwa Technical Center

Yasushi Miyamoto

Koichi Ota

Environmental Report

Osaka Sales Branch

Kyoji Ikki

Social Report

Director, Senior Managing Oﬃcers

Bisai Plant ■■Tsuchio Hosoi

Hiroyuki Ioku

President
Hiroshima Sales BranchManagement Report

Kanagawa Plant ■■Kitakyusyu Plant ■■■■March 31

Directors・Corporate Auditors／Corporate Officers As of June 20, 2012

Iwate Plant ■■Saga Plant ■Fiscal year end

Business Report

Location of Headquarters

Nishimizoguchi Plant
Heiwacho Plant ■■■■

Morimachi Plant ■■Financial Report

Stock Information As of March 31, 2012
Common stock

Kitajima Technical Center

Miwa Technical Center

Miyoshi Distribution Center

Haruhi Plant

Tokyo Stock Exchange andNagoya Stock Exchange

Number of shareholders

16,416

Transfer agent

Mitsubishi UFJ Trust and Banking
Corporation
Stock Transfer Agency Department,
Mitsubishi UFJ Trust and Banking
Corporation
7-10-11 Higashi-suna, Koto-ku,
Tokyo 137 - 8081, Japan
Tel. 0120- 232- 711(Toll-free number in Japan)

Inazawa Plant

53

TOYODA GOSEI REPORT

Morimachi Plant

Bisai Plant

Heiwacho Plant

Major shareholders ( ten largest )Shareholder name

Number ofshares held Investment
ratio (%)

(unit:1,000 shares)

Toyota Motor Corporation

55,45942.65

The Master Trust Bank of Japan, Ltd. (Trust Account)

8,372

6.44

Japan Trustee Services Bank, Ltd.(Trust Account)

6,624

5.09

Sumitomo Mitsui Banking Corporation

5,049

3.88

Japan Trustee Services Bank, Ltd. (Trust Account 9)

2,761

2.12

Nippon Life Insurance Company

1,714

1.31

The Dai-ichi Life Insurance Company, Limited

1,493

1.14

Mitsui Sumitomo Insurance Co., Ltd.

1,411

1.08

Aioi Nissay Dowa Insurance Co., Ltd.

1,200

0.92

1,061

0.81

Trust & Custody Services Bank, Ltd.

(Securities Investment Trust Account)

Corporate Data

Stock exchange listings

Authorized 200,000,000 shares
Issued130,010,011 shares

Seto Plant

TOYODA GOSEI REPORT54

﹇TOYODA G O S E I R E P O R T 2 012﹈
Report on Activities of Fiscal 2011

Treating Humans andthe Earth Nicely

With regard to creating an environment that is kind to bothpeople and the earth and from the perspective of environmental conservation and the valid use of resources, three points,
three things on which we need to base our actions are Don t
make ( Don t use ) [ Tsukuranai ], Don t throw away [Sute-nai],and Don t leave it to others [Makase-nai]. Together, thesephrases make the slogan Nicely (the three nai s , which sounds
like Nicely when pronounced with a Japanese accent ). Treating humans and the earth nicely is the trademark of Toyoda
Goseis environmental activities.

●This report is printed on paper with FSC certification, indicating that it was produced from properly

1 Haruhinagahata, Kiyosu, Aichi,
452-8564, Japan
Tel : ＋81 - 52 - 400 - 1055
Fax : ＋81-52 - 409 - 7491
http://www.toyoda-gosei.com/

Please recycle this publication.

managed forests.
●We use vegetable oil-based ink not containing VOCs (volatile organic compounds).
●We print using a waterless printing method that does not produce harmful waste liquid in theprinting process.
●This environmentally friendly product was printed at a Green Printing-certified plant using
printing materials that conform to green criteria.
●We use a Universal Design font with outstanding visibility and readability.
●We gave extra consideration to the display so as many people as possible can easily see andread it, regardless of individual differences in color vision.

2012.09.2,000

TP Japan

TOYODA GOSEI CO.,LTD.

General Administration Division,
General Administration & Public Aﬀairs Dept.

2012［Report on Activities of Fiscal 2011］

TOYO DA GOSEI REPORT 2012 ［Report on Activities of Fiscal 2011］

Environmental Data

【 P e r i o d 】 • April, 2011 to March, 2012
【 A i r 】 • Units are as follows: NOx = ppm, PM (particulate matter) = mg/N㎥ • ND: below the minimum determination limit (not detected)• Values shown in the results column are averages of the results of the measurements.
【 W a t e r 】 • Units are all in mg/L except for pH • pH: hydrogen ion concentration • BOD: Biochemical Oxygen Demand • SS: concentration of suspended solids in water• ND: below the minimum determination limit (not detected) • Values shown in the results column are averages of the results of the measurements.
【Groundwater】 • Units are all in mg/L • ND: below the minimum determination limit (not detected).
【 P R T R * D a t a 】 • Units are in kg *Values less than 1kg are rounded up if >0.5 and down if 0.5. There are some cases in which values for total volume and volume handled are not in agreement.
Data for use of resources• Units are: t/year for waste, t-CO2/year for greenhouse gas and 10,000㎥/year for water.
/volume emitted*Pollutant Release and Transfer Register (the registration system monitoring emissions of substances that pollute the environment and moves/transfers of them)【】

Data on Main Domestic Plants
HaruhiPlant
1 Haruhinagahata
Kiyosu, Aichi, Japan
452-8564
Main Products• Functional Parts■Air（Air Pollution Control Law, prefectural regulations, etc.）
Item measured

Result0.1

ND

Boilers(gas)

Dust

0.05

Co-generation(gas)Regulation value

Result5.8〜8.6

7.4

30

1.4

25

BOD (Biochemical Oxygen Demand)

44

600

Co-generation(gas)Item measured
pH

0.016

150

Boilers(gas)NOx■Water（Water Pollution Control Law, prefectural regulations, etc.）

Regulation value

SS

89

5

Oil content■Groundwater

Item measured

0.03

Trichloroethylene

0.5

0.06

Fluorine

ND 〜 0.06

1.4

16

Thiram

ND

0.04

Cis-1,2-Dichloroethylene

Total phosphorus

ResultEnvironmental Standand

0.5

120

Total nitrogen

4.7

ND

8

0.27

VolumerecycledTotalremovedTotal
consumed*Refer to Toyoda Gosei Report P.43

■No violations of laws, etc.

■No complaints■PRTR Data
Substance nameSubstance
number(item number)

Amounthandled2-imidazolidin thionate

42

4,013

354

2,774

Di-n-butyl phthalate(products)

0

0

0

597

2

0

3,415

0

0

0

0

416

0

0

2,358

0
0

0

2,409

355

Bis (2-ethylhexyl) phthalate(processed)

0
0

5,786

268

Tetramethylthiuram disulﬁdeVolume emitted
Volume moved
moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as waste

0
0

312

0

341

0

0

0

0

7

5,473
2,061

■Data for use of resources / volume emitted
Category

Result1,604

Volume generated

Waste

1,310

Volume emitted

0

Final volume disposed

7,500

Greenhouse gas CO2 emissions

Morimachi
Plant
1310-128
Mutsumi, Mori,
Shuchi, Shizuoka,
Japan
437-0213
Main Products• Automotive Sealing
Products• Functional Parts

38

Volume used

Water

■Water（Water Pollution Control Law, prefectural regulations, etc.）■Air（Air Pollution Control Law, prefectural regulations, etc.）
Item measured

Regulation value

Result

Dust

Boilers(heavy oil)

0.3

0.01

NOx

Boilers(heavy oil)

260

89

■No violations of laws, etc.

Item measured
pH

Regulation value

Result5.8〜8.5

7.6

BOD (Biochemical Oxygen Demand)

50

SS■No complaints

Oil content
Zinc

Substance nameSubstance
numberAmounthandled

31
42
53
80
259
268
297
300
328
354
355
413
448
452

5,682
10,331
17,08919,685
1,208
14,331
1,008
53,732
5,920
19,008
3,871
1,162
4,249
33,779(item number)

Antimony and its compounds
2-imidazolidin thionate
Ethylbenzene
XyleneTetraethylthiuram disulﬁdeTetramethylthiuram disulﬁde
1,3,5-trimethylbenzene
TolueneZinc bis (N,N- dimethyldithiocarbamate)
Di-n-butyl phthalateBis(2-ethylhexyl)phthalate
Phthalic anhydride

Methylenebis (4,1-phenylene) = diisocyanate
2-Mercaptobenzothiazole

Volume emitted
Volume moved
moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as waste0012,50914,42900738
33,880000000■Data for use of resources / volume emitted
Category
Waste

Volume generated
Volume emitted
Final volume disposed

Greenhouse gas

CO2 emissions

Water

Volume used

Result

5,180
4,486

0

21,600

22

1

0
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0
0

Substance name

0
0
0
0
0
0
0
0
0
0
0
0
0
0

284
413
3,486
4,036
65
774
206
17,142
237
950
135
54
425
1,824

3.2
3.7

5

ND

0.5

0.16

0.06

Thiram■PRTR Data

25

ND

VolumerecycledTotalremovedTotal
consumed

57
413
273
305
0
0
16
1,162
237
190
28
11
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0
0

5,341
9,504
820
915
1,143
13,557
48
1,548
5,447
17,868
3,708
1,098
3,824
31,955(processed)(products)

Heiwacho
Plant
710 Origuchi,
Shimomiyake,Heiwa, Inazawa,
Aichi, Japan
490-1312
Main Products• Automotive Sealing
Products• Functional Parts• Safety System Products• Optoelectronic Products■Air（Air Pollution Control Law, prefectural regulations, etc.）
Item measured
Dust

NOx

■Water（Sewerage Law, prefectural regulations, etc.）
Item measured

Regulation value

ResultRegulation value

ResultBoilers(heavy oil)

0.15

ND

pH

5〜9

7.2

Boilers(gas)

0.05

ND

BOD (Biochemical Oxygen Demand)

600

120

Co-generation(gas)

0.05

0.02

SS

600

23

Boilers(heavy oil)

140

70

Oil content

Boilers(gas)

120

35

Total nitrogen

Co-generation(gas)

200

83

Total phosphorus■No violations of laws, etc.

Fluorine■No complaints

30

3

240

18

32

0.8

8

0.5

■PRTR Data
Substance
number(item number)

Amounthandled2-aminoethanol

20

54,926Ethylbenzene

53

XyleneTolueneSubstance nameVolume emitted

Volume moved

moved Volume moved
Into the air Into bodies of water Into the ground Volume
as waste
via sewers

VolumerecycledTotalremoved(processed)

Total
consumed(products)

5

0

0

110

54,811

0

0

0

1,812

1,431

0

0

0

236

36

0

109

80

2,704

2,136

0

0

0

351

54

0

162

300

3,518

2,779

0

0

0

457

70

0

211

■Data for use of resources / volume emitted
Category
Waste

ResultVolume generated

2,099

Volume emitted

1,815
0

Final volume disposed
Greenhouse gas

Water

InazawaPlant
1 Komeyasakai,
Kitajima, Inazawa,
Aichi, Japan
492-8542
Main Products• Interior and Exterior Parts• Functional Parts

CO2 emissions

22,800PFC emissions

2,900

HFC emissions

1,500

Volume used32

■Air（Air Pollution Control Law, prefectural regulations, etc.）
Item measured
NOx

Regulation value

Result150

54

Boilers(gas)

600

165

Environmental Standand

ResultCo-generation(gas)■Water（Water Pollution Control Law, prefectural regulations, etc.）
pH

BOD (Biochemical Oxygen Demand)SS■Groundwater

Oil content

Item measured

0.03

Trichloroethylene*1*1 Substances that have no record of being used.

■No violations of laws, etc.
■PRTR Data
Substance nameAmounthandled

53
80
87
88
272
300
308
309
355
395
405

3,924
7,605
4,556
4,556
2,558
24,49763,47367,862
4,986
4,400
1,294

Chromium and trivalent chromium compounds
Hexavalent chromium compounds
Copper water-soluble salts (excluding complex salts)
TolueneNickelNickel compounds
Bis (2-ethylhexyl) phthalate
Water-soluble salts of peroxodisulfuric acid
Boron compounds

Hexavalent chromium
Total chromium* Refer to Toyoda Gosei Report P.43

Copper■No complaints(item number)

XyleneTotal phosphorus

ND 〜 0.029

Substance
numberEthylbenzene

Total nitrogen

ND 〜 0.005

0.04

Cis-1.2-Dichloroethylene*1

Fluorine
Boron

Volume emitted

Category

3,100
6,008
0
0
0
19,26700
0
00ResultVolume generated

3,284

Volume emitted

1,634

Final volume disposed

Volume moved

Into the air Into bodies of water Into the ground■Data for use of resources /volume emitted
Waste

Regulation value

Item measured

0Greenhouse gas

CO2 emissions

9,200

Water

Volume used

44

2

0
0
36
0
26
0
0
14
0
0
13

0
0
0
0
0
0
0
0
0
0
0

Volume moved
via sewers

0
0
0
0
0
0
0
0
0
0
0

Volume moved
as waste

510
989
3,608
0
1,918
3,270
0
8,808
349
3,300
970

5.8〜8.6
25
30
5
120
16
0.5
2
1
8
10

Result

7.0
3.7
4.2
0.9
8.1
0.8
ND
0.08
0.06
0.1
3.3

VolumerecycledTotalremovedTotal
consumed

78
152
0
0
0
505
0
0
0
0
0

0
0
0
4,556
0
0
63,473
0
0
0
0

235
456
911
0
614
1,455
0
59,040
4,637
1,056
310

(processed)(products)

Bisai
Plant
40
Higashishimoshiro,
Meichi, Ichinomiya,
Aichi, Japan
494-8502
Main Products• Interior and Exterior Parts• Safety System Products■Air（Air Pollution Control Law, prefectural regulations, etc.）
Regulation value

Result0.3

0.003

Boilers(gas)

0.05

0

Co-generation(gas)

0.05

0.003

Boilers(heavy oil)

180

59

Boilers(gas)

150

63

Co-generation(gas)

600

93

Item measured
Boilers(heavy oil)

Dust

NOx

■No violations of laws, etc.

■Water（Sewerage Law, prefectural regulations, etc.）
Item measured

Regulation value

Result5.7〜8.7

7.0

300

42

pH
BOD (Biochemical Oxygen Demand)SS
Oil content

300

12

30

0.6

■No complaints■PRTR Data
Volume emitted
Volume moved
moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as waste

Substance
number(item number)

Amounthandled

Ethylbenzene

53

11,710

Xylene80

15,99912,639Toluene300

42,12233,288448

31,816

4

Substance nameMethylenebis (4,1-phenylene) = diisocyanate

9,251

0
0
0
0

VolumerecycledTotalremoved(processed)

Total
consumed(products)

0

0

1,522

234

0

0

0

2,080

320

0

703
960

0

0

5,487

837

0

2,510

0

0

3,182

0

0

28,631■Data for use of resources / volume emitted
Category
Waste

ResultVolume generated

2,385

Volume emitted

1,027
0

Final volume disposed

Seto
Plant
141 Sosaku,
Seto, Aichi, Japan
489-0843
Main Products• Interior and Exterior Parts

Greenhouse gas

CO2 emissions

11,400Water

SF6 emissions

10,800Volume used19

■Air（Air Pollution Control Law, prefectural regulations, etc.）
Item measured

Regulation value

Result

Dust

Boilers (kerosene)

0.2

ND

NOx

Boilers (kerosene)

150

64

■No violations of laws, etc.

■Water（Water Pollution Control Law, prefectural regulations, etc.）
Regulation value

Result5.8〜8.6

7.7

BOD (Biochemical Oxygen Demand)

20

1.4

SS

20

0.4

Total nitrogen

10

1.7

Total phosphorus

4

0.16

VolumerecycledTotalremovedTotal
consumed

0056,146

VolumerecycledTotalremovedTotal
consumed

22

0

66

Item measured
pH■No complaints■PRTR Data
Substance name(item number)

Substance
numberAmounthandled448

62,385

Methylenebis (4,1-phenylene) = diisocyanate

Volume emitted

Volume moved

moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as waste

0

0

0

0

6,238

(processed)(products)■Data for use of resources /volume emitted
Category
Waste

ResultVolume generated

502

Volume emitted

502
0Final volume disposed
Greenhouse gas CO2 emissions
Water

Kanagawa
Plant
19-5 Suzukawa,
Isehara, Kanagawa,Japan
259-1146
Main Products

3,200
1.2

Volume used

■No violations of laws, etc.

■No complaints■PRTR Data
Substance nameSubstance
number(item number)

Amounthandled

300

1,093

TolueneVolume emitted

864

0■Data for use of resources / volume emitted
Category
Waste• Interior and Exterior Parts• Functional Parts

126

Volume emitted

88

Final volume disposed
Greenhouse gas CO2 emissions
Water

ResultVolume generated

Volume used

Volume moved

moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as waste

0
700
0.2

3

0

0

142

(processed)(products)

Kitakyushu
Plant
1-2 Kitahoraoka
Maeda, Yahatahigashi, Kitakyushu,
Fukuoka,Japan
805-0058
Main Products• Interior and Exterior Parts• Automotive Sealing
Products• Functional Parts• Safety System Products

FukuokaPlant
2223-1 Kurahisa,
Miyawaka,
Fukuoka,
Japan
823-0017
Main Products• Interior and Exterior Parts• Functional Parts• Safety System Products■No violations of laws, etc.

■No complaints■PRTR Data
Substance nameSubstance
number(item number)

Amounthandled

87
88
300
308
309

4,402
4,402
14,562
21,397
21,397Chromium and trivalent chromium compounds

Hexavalent chromium compounds
TolueneNickelNickel compounds

Category
Waste

Main Products• Optoelectronic Products

0
0
0
0
0

0
0
11,408
0
0

0
0
0
0
0

VolumerecycledTotalremovedTotal
consumed

0
0
285
0
0

0
4,402
0
21,397
0

880
0
854
0
18,615

3,487
0
2,015
0
2,777

0
0
0
0
0

(processed)(products)

Result

895
863
0
5,500
1.6

Volume generated
Volume emitted
Final volume disposed

Greenhouse gas

CO2 emissions

Water

Volume used

■No violations of laws, etc.

■No complaints■Water（Water Pollution Control Law, prefectural regulations, etc.）
Item measured

Regulation value

Result5.8〜8.6
10
25
2

7.4
1.9
5.7
0.5

pH
BOD (Biochemical Oxygen Demand)SS
Oil content■PRTR Data
Substance nameSubstance
number(item number)

Amounthandled

300

7,009

TolueneVolume emitted
Volume moved
moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as waste

0

5,536

0

0

VolumerecycledTotalremovedTotal
consumed

140

0

420

913

(processed)(products)■Data for use of resources / volume emitted
Category
Waste

Result

870
655
0
2,900
0.02

Volume generated
Final volume disposed

9966-9 Kawako,
Wakaki, Takeo,
Saga,
Japan
843-0151

Volume moved■Data for use of resources / volume emitted

Volume emitted

Saga
Plant

Volume emitted

moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as waste

Greenhouse gas

CO2 emissions

Water

Volume used

■Data for use of resources /volume emitted■Air（Air Pollution Control Law, prefectural regulations, etc.）
Item measured
Dust

Boilers(gas)NOx

Boilers(gas)Regulation value

Result

0.1
150

0.01
37

■No violations of laws, etc.

Waste

Category

ResultVolume generated

344
344
0
6,200
0
10

Volume emitted
Final volume disposed■No complaints

Greenhouse gas

CO2 emissions
PFC emissions

Water

Volume used

■PRTR Data
Substance name2-aminoethanol(item number)

Substance
numberAmounthandled20

32,425

Volume emitted

30■Water（Water Pollution Control Law, prefectural regulations, etc.）
Item measured
pH
BOD (Biochemical Oxygen Demand)SS
Oil content

Regulation value

Result5.8〜8.6

7.4
6.2
1.5
ND

20

50
5

Volume moved

moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as waste40

65

32,357

VolumerecycledTotalremovedTotal
consumed000(processed)(products)

Resource Input and Output to the Environment in Business Activities in ﬁscal 2011
INPUT

OUTPUT

Business activities
Challenges

Total Material Input

47,815t

Resin
26,235t
Rubber (rubber sheet)
21,580t
Excluding purchased parts,
metal and liquid

Total energy input 2,330,000GJ*1
Purchased electricity
660,000GJ
City gas 1,420,000GJ
LPG
130,000GJ
Heavy oil
100,000GJ
Kerosene
16,000GJ

Water resource input

Development Design● Improve the eﬃciency of gas mileage● Develop parts for hybrids and fuel-cellvehicles as well as parts that can beused with bio-energy● Recycling techniques and plans● Abolish the use of banned substances, andreduce the use of VOC*3 in car interiors

Industrial water 1,080,000㎥
Clean water 280,000㎥
Underground water
480,000㎥

Interior and Exterior Parts
Automotive Sealing
Products

Functional Parts

Safety System Products

Optoelectronic ProductsHome Appliance Parts
and others

Procurement● Achieve complete control over the useof substances that have an environmental impact, including in delivered parts,
raw materials, and production facilities.

1,840,000㎥（Basic unit 0.060000㎥/100 million yen)

Products

Production● Reduction of CO2 emissions● Reduction of environmentally harmful substances● Reduction of waste and materials discarded● Promote the recycling of materials

PRTR*2 substances usage 737t
Transportation

Emitted into the atmosphereCO2103,000t-CO2

5 gases

15,000t-CO2

SOx*4

4t

NOx*5

62t

Dust

2t

Volume of substances
subject to PRTR
177t

Waste discharge
Landﬁll waste
0t
Incinerated waste
14t
Industrial waste
7,831tGeneral waste
26t
For-proﬁt disposal by sale
5,451tVolume of substances
subject to PRTR
171t

● Reduce CO2 emissions by making
improvements in transportation● Reduction of packaging materials,
and improvement of reuse rate

Use
● Improvement of fuel economy● Reduction of environmentally harmful substances

Waste Water
Total waste water
1,360,000㎥
Volume of substances
subject to PRTR
0.09t
Nitrogen emissions*6 5.3t
Phosphorus emissions*6
0.4t
2.5t
COD emissions*6

Recycling Reuse● Improvement of recyclability ofused vehicle parts*1 Gigajoule (1,000,000,000 joules)*2 Pollutant Release and Transfer Register*3 Volatile Organic Compounds*4 Sulfur Oxide*5 Nitrogen Oxide*6 Range of target: 4 plants of Haruhi, Inazawa, Heiwacho and Seto, Kitajima Technical Center, Miwa Technical Center and Sun-Court Inoguchi

5

GRI Guidelines and the corresponding cross referenced pages
Guideline items

Guideline items

Main corresponding pages

1. Strategy and Analysis
1.1

1.2

Commitments to External Initiatives

Statement from the most senior decisionmakerof the organization (e.g., CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and its strategy.

P3-4

Description of key impacts, risks, and opportunities.

P3-4, 19

2. Organizational Proﬁle

4.10

Processes for evaluating the highest governancebody s own performance, particularly with respect toeconomic, environmental, and social performance.

P32-33

4.11

Explanation of whether and how the precautionary approach or principle is addressed by
the organization.

P19

Stakeholder Engagement

P54
P9-10

2.1

Name of the organization.

2.2

Primary brands, products, and/or services.

2.3

Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures.

P51-53

2.4

Location of organization s headquarters.

P54

2.5

Number of countries where the organization operates, and names of countries with either major
operations or that are speciﬁcally relevant to thesustainability issues covered in the report.

P51-53

2.7

Markets served (including geographic breakdown,
sectors served, and types of customers/beneﬁciaries).

P9-16

2.8

Scale of the reporting organization, including:• Number of employees;• Net sales (for private sector organizations) or
net revenues (for public sector organizations);• Total capitalization broken down in terms ofdebt and equity (for private sector organizations); and• Quantity of products or services provided.

P23,45-46

Awards received in the reporting period.

P21

EC6

EC8

2.10

3. Report Parameters
Report Proﬁle

P2

3.2

Date of most recent previous report (if any).

3.3

Reporting cycle (annual, biennial, etc.)

P2
P2

3.4

Contact point for questions regarding thereport or its contents.

EC2

Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers).

P2

3.7

State any speciﬁc limitations on the scope orboundary of the report.

P2

3.9

Data measurement techniques and the bases of calculations, including assumptions and techniques
underlying estimations applied to the compilation of
the Indicators and other information in the report.

P2

P2

P17

Indicate whether the Chair of the highest governance body is also an executive oﬃcer (and, if
so, their function within the organization s management and the reasons for this arrangement).

P17

4.8

Internally developed statements of mission orvalues, codes of conduct, and principles relevant
to economic, environmental, and social performance and the status of their implementation.

4.9

Procedures of the highest governance body for overseeing the organization s identiﬁcation and management of economic, environmental, and social performance, including relevant risks and opportunities,
and adherence or compliance with internationallyagreed standards, codes of conduct, and principles.

P45-50Financial implications and other risks and opportunities
for the organization s activities due to climate change.

P44

Policy, practices, and proportion of spendingon locally-based suppliers at signiﬁcant locations of operation.

P27

Development and impact of infrastructure investments and services provided primarily for
public beneﬁt through commercial, inkind, or
pro bono engagement.

P28-30Materials used by weight or volume.
Percentage of materials used that are recycled
input materials.

Homepage
P35, homepage
Homepage
Homepage

Direct energy consumption by primary energy source.

EN4

Indirect energy consumption by primary source.

EN5

Energy saved due to conservation and eﬃciency improvements.

EN6

Initiatives to provide energy-eﬃcient or renewable energy based products and services, andreductions in energy requirements as a result of
these initiatives.

P34-38, 42

Initiatives to reduce indirect energy consumption and reductions achieved.

P34

EN8

Total water withdrawal by source.
Water sources signiﬁcantly aﬀected by withdrawal of water.

P37, homepage

EN9

Water

P2

Governance structure of the organization,
including committees under the highest governance body responsible for speciﬁc tasks, suchas setting strategy or organizational oversight.

Processes in place for the highest governancebody to ensure conﬂicts of interest are avoided.

P20-30

EN3

EN7

P34

Homepage

EN10 Percentage and total volume of water recycled
and reused.

P37, homepage

EN12 Description of signiﬁcant impacts of activities,
products, and services on biodiversity in protected areas and areas of high biodiversity
value outside protected areas.

P43

EN14 Strategies, current actions, and future plans for
managing impacts on biodiversity.

P43

Biodiversity

4. Governance, Commitments, and Engagement
Governance

4.6

P20-30

EnergyGRI Content Index

4.2

P2

Direct economic value generated and distributed,
including revenues, operating costs, employeecompensation, donations and other community
investments, retained earnings, and payments tocapital providers and governments

Environmental Performance Indicators
Materials
EN2

3.6

4.1

Key topics and concerns that have been raised
through stakeholder engagement, and how theorganization has responded to those key topics
and concerns, including through its reporting.

EN1

P2

Table identifying the location of the Standard Disclosures in the report. Identify the page numbers
or web links where the following can be found.

4.17

EC1

P2

Process for deﬁning report content, including:• Determining materiality;• Prioritizing topics within the report; and• Identifying stakeholders the organization
expects to use the report.

3.12

Approaches to stakeholder engagement, including frequency of engagement by type and by
stakeholder group.

5. Management Approach and Performance Indicators
Economic Performance

Report Scope and Boundary

Signiﬁcant changes from previous reporting periods in the scope, boundary, or measurement
methods applied in the report.

List of stakeholder groups engaged by the organization.

4.16

Indirect Economic Impacts

Reporting period(e.g., ﬁscal/calendar year)
for information provided.

3.11

4.14

Market Presence

3.1

3.5

Main corresponding pages

Emissions, Eﬄuents, and Waste

P17
P1

EN16 Total direct and indirect greenhouse gas emissions by weight.

P32, 34, 36, homepage

EN17 Other relevant indirect greenhouse gas emissions by weight.

P32, 34, 36

EN18 Initiatives to reduce greenhouse gas emissions
and reductions achieved.

P32, 34- 36

EN19 Emissions of ozone-depleting substances by weight.

Homepage

EN20 NO, SO, and other signiﬁcant air emissions bytype and weight.

Homepage

EN21 Total water discharge by quality and destination.

P17

EN22 Total weight of waste by type and disposal method.
EN23 Total number and volume of signiﬁcant spills.

6

Homepage
P37, homepage
HomepageGuideline items

Guideline items

Main corresponding pages

Products and Services

EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.

P39

EN27 Percentage of products sold and their packaging materials that are reclaimed by category.

P36

LA13

Homepage

HR2

Transport
EN29 Signiﬁcant environmental impacts of transporting products and other goods and materials
used for the organization s operations, andtransporting members of the workforce.

P44

LA9

P19, 24-25

Health and safety topics covered in formal
agreements with trade unions.

P25

Programs for skills management and lifelong learningthat support the continued employability of employees and assist them in managing career endings.

Percentage of employees trained in organization s anti-corruption policies and procedures.

P18

SO4

Actions taken in response to incidents of corruption.

P19

Public policy positions and participation in public policy development and lobbying.

Back cover

Product Responsibility Performance Indicators
Customer Health and Safety
PR1

Training and Education
LA11

P27

SO3

SO5

Education, training, counseling, prevention, andrisk-control programs in place to assist workforce members, their families, or community
members regarding serious diseases.

Percentage of signiﬁcant suppliers, contractors
and other business partners that have undergone screening on human rights and actions
taken

Public Policy

Labor Practices and Decent Work
Performance Indicators
Occupational Health and Safety
LA8

P23

Society Performance Indicators
Corruption

P34

Overall

EN30 Total environmental protection expendituresand investments by type.

Composition of governance bodies and breakdown of employees per category according togender, age group, minority group membership, and other indicators of diversity.

Human Rights Performance Indicators
Investment and Procurement Practices

Compliance
EN28 Monetary value of signiﬁcant ﬁnes and total number of non-monetary sanctions for noncompliance with environmental laws and regulations.

Main corresponding pages

Diversity and Equal Opportunity

Life cycle stages in which health and safety impacts of products and services are assessed for
improvement, and percentage of signiﬁcantproducts and services categories subject tosuch procedures.

P20-21

Product and Service LabelingPR5

P22-23Practices related to customer satisfaction,
including results of surveys measuring customer satisfaction.

P21

Environmental Reporting Guidelines (Fiscal 2007 Version)and the corresponding cross referenced pages
Guideline items
Basic items
Message from the president
Basic requirements for the report
Business conditions
General overview of the environmental report
Material balance in Toyoda Gosei s business activities

Guideline items

Main corresponding pages

P3-4
P1-2
P9-16
P3-4, 30 - 44
Homepage

Total energy input and measures for its reduction
Total material input and measures for its reduction
Water resource input and measures for its reduction

Current situation of environmental administrationsuch as environmental management
Current situation of environmental management
Current situation of compliance with environmental regulations
Environmental accounting information
Current situation of supply chain management
Current situation of green purchasing/procurement
Current situation with R&D of DfE etc. for new environmentally-friendly technologies
Current situation with environmentally-friendly transportation
Current situation of the conservation of biodiversity andthe sustainable use of biological resources
Current situation with environmental communication
Current situation of environment-related social contribution activities
Current situation of products/services to reduce environmental impacts

Main corresponding pages

Environmental impact of Toyoda Gosei sbusiness activities and current situation
with commitments for environmental
impact reduction

Quantity of recycled and reused materials within theoperational area

P31- 33, 40 - 41
P43, homepage
P44
P27, 40 -42
P27

Total production quantity and total product sales
Emission of greenhouse gases and measures for their reduction

P34 -39
P34, 36
P30, 43

P35-36, homepage
P9-16, 45-46
Homepage

Air pollution and life environment loads and measures
for their reduction

Homepage

Emission and transference of chemical substances andmeasures for their reduction

P37-38, homepage

Total waste discharge and total ﬁnal waste disposal,
and measures for their reduction

P35-36, homepage

Total water discharge and measures for its reduction

Homepage

Current related situation between environmental
consideration and management

P41

P34, homepage
P34-35, homepage
P37, homepage

P28 - 30

Current related situation between environmental consideration and management

P31-33

P34 - 39

Current situation of Toyoda Gosei s social activities

P17-30Current situation of Toyoda Gosei s social activities7