TOYODA GOSEIREPORT

2 011

TOYODA GOSEI REPORT 2011

Management
Philosophy

Boundless Creativity & Social Contribution

1. We aim to provide products and services with satisfying quality ［Customer satisfaction］
and price in a timely manner, through advanced R&D and production engineering.

2. We aim to realize a vibrant corporate culture through innovative ［Respect for individual］
thinking of individuals and enhanced team work value based onshared responsibility and mutual trust between employees andmanagement.

3. We aim to, as a global corporation, strive to be a trustworthy, ［Good corporate citizenship］
respected corporate citizen by honoring both the letter and thespirit of law and rule of every nation, and through communitybased business activities and contributing to industry, economy
and the society.

4. We aim to dedicate ourselves to create a prosperous society ［Respect for the environment］
and make the Earth a better place to live through our businessactivities such as providing environment preservation, energysaving and safe products.

5. We aim to ensure steady growth as a global leading manufac- ［Steady growth］
turer in high-polymer and LED technologies through a strengthened corporate structure and the management that can adapt
to changes.

About Toyoda Gosei Report 2011

1

Editorial policy

This report is designed to help all of Toyoda Gosei s stakeholders gain a deeper understandingof the business activities of the Toyoda Gosei Group. We have prepared and edited our Socialand Environmental Report and Annual Report into a single volume to further enhance ourtrustworthy presence.
We tried to make our group activities easy to understand by focusing on the issues we want toconvey to our stakeholders. We have also included opinions of our stakeholders and comments from our employees working on various activities.
This report is composed of the introduction part that includes special features plus the reportpart that shows ﬁve categories of Business, Management, Society, Environment and Finance. In
our special features, we introduce our eﬀorts for Kaizen , which is the starting point of manufacturing that leads to the growth of individuals and our company, as well as our eﬀorts fordevelopment and future directions as an LED component maker.
We have also introduced our activities in ﬁscal 2010 and the results in the report part. The
Society Report contains individual chapters for each of our stakeholder groups; Customers ,Employees , Shareholders , Suppliers , and Local communities . The Environment Reportintroduces the Fifth Environmental Action Plan which has been recently formulated.

Target period

April 1, 2010 ‒ March 31, 2011
*The above target period forms the basis, but if necessary, contents related to other periods may be included.

Scope

As a general rule, the target companies are those consolidated in the Toyoda Gosei Group.
Some of the items are mentioned individually.

TOYODA GOSEI REPORT 2011

Social Report

Contents
1

Management Philosophy / Editorial Policy

2

Contents

3

Message from the President

5

Special Feature 1

20

Relationship with our Customers

22

Relations with our Employees

26

Relationship with our Shareholders

27

Relationship with our Suppliers

28

Involvement in Local Communities

Manufacturing
starts from
Kaizen30

Globally Expanding Environmental Management

31

Fifth Environmental Action Plan

32

Results of our Activities for the FourthSpecial Feature 2

34

Energy Saving / Prevention of Global Warming

36

Resource Circulation

37

Environmentally Harmful Substances

39

Environmental management

44

Legal Compliance Activity / Independent opinion

Environmental Report

Environmental Action Plan

7

Our efforts for
LED development
to meet the needsof the age
Business Report
9

Report by Business Units

13

Report by Region

Management Report
17

Corporate Governance18

Compliance

19

Risk Management

Financial Report
45

Report and analysis of management results andfinancial condition

47

Consolidated Five-Year Financial Summary

48

Consolidated Balance Sheets

49

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

50

Consolidated Statements of Cash Flows

Corporate Data
51

Global Network / Executive structure
Company Profile / Stock Information

Forwardlooking
statements

Reference
guidelines

This report includes predictions and forecasts pertaining to the future plans, strategies, and achievements of Toyoda Gosei. These statements are based not on historical facts but on assumptions andopinions drawn from judgments made through information available at the time of writing.
It also contains risks and uncertainties related to such factors as economic trends, intensiﬁcation ofcompetition in the automotive industry, market demand, taxation, laws, systemic changes, andnatural disasters. Please note that actual results may vary signiﬁcantly from our company's predictions.
The Global Reporting Initiative (GRI)
Sustainability Reporting Guidelines Version 3.0 (G3.1) *Ministry of the Environment
Environmental Reporting Guidelines 2007 Version *Environmental Accounting Guidelines 2005 Version*A table of these guidelines is posted on our website. http://www.toyoda-gosei.com/Information/environment/report.html

Date of issue

September 2011（next publication scheduled for Summer, 2012 / previous publication was July,2010）

Contact
information forinquiries about
this report

General Administration Division, General Administration & Public Aﬀairs Dept. (Headquarters)
TEL. +81-52-400-1055 FAX.+81-52-409-7491
Plant & Environment Engineering Division, Environment Administration Dept. (Kitajima Technical Center)
TEL. +81-587-34-3291 FAX. +81-587-34-3309
This report is also available for inspection on the Toyoda Gosei Homepage.
http://www.toyoda-gosei.com

TOYODA GOSEI REPORT 20112

Message from the President

Moving forward as true global supplier that provides
the world markets with appealing products ofgood quality at reasonable prices.

Introduction
First of all, I would like to express my heartfelt sympathy
to the victims of the Great East Japan Earthquake andpray for the earliest possible reconstruction of theaﬀected areas.
Toyoda Gosei has developed with polymer technologies,
and is extending our business as a global system supplierof automotive components and LEDs through 45 facilitiesin 16 nations and regions worldwide. With a precise
understanding of today s needs, we overcome a global
competition and achieve continued growth to globally
supply our customers with appealing products of goodquality at reasonable prices . Furthermore, we constantly
strive to secure the trust of our customers by taking anapproach of always giving the utmost priority to safety
and quality in all of our business activities.

Ensuring competitiveness and expanding
sales in growth markets and areas
In the automotive industry, markets of emerging countries such as China and India are growing rapidly andprices are becoming increasingly competitive as local
manufacturers rise to the forefront. With growing environmental awareness, high-level technological development and intensiﬁed price competitions in the LED
market sales for computers and lighting equipment
have increased as a result of many new local manufacturers.
In order to overcome such diﬃcult competition andachieve sustained growth, we will hasten the pace of
our eﬀorts by strengthening our business foundation in
emerging countries and boosting our LED business that
contributes to a low-carbon society as priority policies.

Strengthening technological andhuman resources development

Establishing a business foundationthat can globally secure proﬁts

awareness for our environment , an increasing

Our consolidated operating results for ﬁscal 2010

number of vehicles such as HVs and EVs (hybrid andincluded sales of 516.9 billion yen and ordinary incomeof 27.5 billion yen with increase both in sales and proﬁts.
This is in part due to relatively strong auto sales in theﬁrst half of the year and rapid expansion of the tablettype information device market in the optoelectronics
business in spite of the negative eﬀect of the earthquakeon our main business of automotive components.
However, the eﬀect of the Great East Japan Earthquakethat occurred in March spread to Japan s industrial infrastructure, causing an unprecedentedly diﬃcult situation in
the automotive industry. In the midst of such diﬃcult
situation, we will solve various issues in a speedy mannerand establish a stable business foundation that can globally secure proﬁts by strengthening our price competitiveness through reinforcement of manufacturing capabilities
and distributing resources to priority areas.

In response to rising crude oil prices and a heightenedelectric vehicles) are being powered by electricity.
Under such circumstances, Toyoda Gosei has set
Environment/Safety/Saving Resources as priority areas
and develop new products that lead the industries
in each ﬁeld. In the Safety System Products, we havedeveloped and mass produced a new-generation
type, small/super-light driver s seat air bag module.
In the Body Sealing Products, we have evolved the
reproduction technology of a rubber material andraised a recycling rate of rubber materials by 2.5 times
over last year. Also, in the Functional Parts Products, wehave made a plastic fuel ﬁller pipe that was ﬁrst mass
produced in Japan much lighter. In the optoelectronics
business, we have developed and launched morehigh-brilliance and low-power-consumption products
onto the market to meet the demands for tablet-type
information devices and LED lighting bulbs in particular,
while continuously expanding our product line-up.

03

TOYODA GOSEI REPORT 2011

Toyoda Gosei will accelerate the development in a
speedy manner by properly screening several development themes and strengthening our management tomake the most of limited resources. We will also focus
on the development of global and professional humanresources in order to support these development technologies.

Contribution to society as
good corporate citizens
In order to establish ourselves as a good corporate citizen,
Toyoda Gosei Group is actively involved in activities forenvironmental conservation and social contribution. We
have formulated the Fifth Environmental Action Plan andset high targets for reduction of environmentally harmful
substances and environmental management . We willcontinue to switch our group lighting to LED equipment, getmore involved in the activities for Aﬀorestation Project of
our Plants , which started in 2009. In 2011, we plan to promote various step by step activities, including the activities
for Aﬀorestation Project at our four bases at home andabroad. Our eﬀorts for environment ranked in the eighth
place in the Manufacturing Section of the Environmental
Management Ranking by the rating company, generatinghigh praise from outside the company.
To contribute to society, we have continued our activities
by visiting welfare facilities to help with wheelchair repairs
and supporting sport instructions and craft classes forchildren. We have also widened the scope of our activities
by raising money through in-company cafeteria menus anddonating LED Security Lighting to communities. We arealso proactive about implementing measures to promote
diversity and achieve a good Work-Life balance.
Finally, I would like express my humble appreciation to
every one of our stakeholders, including our shareholders,customers, trading partners, all those involved in local
communities, and our employees and their families. We
aim to continue being a company that meets your highexpectations, and ask for your continued guidance andsupport in the future.

Tadashi Arashima

President, Toyoda Gosei Co., Ltd.

TOYODA GOSEI REPORT 201140

Manufacturing starts

SpecialFeature1

fromKaizenKaizen is important to evolve manufacturing.
Kaizen produces huge results by eliminating
waste and loss and making our work more eﬃcient.
It can be considered a starting point of manufacturing,leading to the growth of individuals and their company.

Improvement of competitivenessby multifaceted kaizen
For a company to survive and prosper, it is important to
respond to rapidly changing environment and evolvewith our manufacturing process. Our company is committed to thoroughly eliminating waste and loss throughkaizen activities from the perspectives of S (Safety), Q(Quality), C (Cost), and D (Distribution) to enhance thelevel of manufacturing and strengthen our competitiveness. Even a slight amount of kaizen can produce a huge
eﬀect if all employees are united to act. We are improving and speeding up our work eﬃciency by reviewing
our daily actions and operations consciously and putting
our heads together to solve problems.

Eﬀects produced bydaily kaizen activities
Generally, kaizen means to eliminate operational inconvenience and enhance work eﬃciency. It is important tobecome aware of it on a daily basis. Toyoda Gosei
constantly devises and reviews ways to eliminate irrational and inhibitory elements from production items andwork contents in order to make our work safe andsmooth at each section and process of the entire production bases.
When using components in the assembly line, forexample, we usually supply the boxes that contain components to a line and return the empty boxes when weﬁnish using them. However, this act of returning theempty boxes is a waste and can be said as a non-value
added work. Thus, we decided to improve this processby supplying components only to a shooter. By making

the return of the empty boxes a cyclic work, we not
only improved the safety, quality and productivity but
also made the space eﬃciency better. If it is diﬃcult to
supply components only , we sometimes use a tray.
However, we have also
performed kaizen to
automatically returnthe tray by using a trickmechanism. (Fig. 1)
Besides, we also
dealt with the loss of
exchanging a work
table for each prod- Movable jig with a shifting switch
uct in the assembly line. We repeatedly discussedwith the people in the manufacturing site from thedesign phase and performed kaizen to create a
movable jig that is exchanged only with a switch.
This not only eliminated the exchange of the work
table but also shortened the retooling time, greatly
reduced the space and eliminated risks associatedwith exchanging the work table.
We are expanding such daily kaizen not only in the
production department but also in the management
and administrative departments as company-widekaizen activities.

■ Example of kaizen (Fig.1)● Simple tray that automatically returns
When a worker
picks up a product,a stopper comes oﬀ
and an empty tray
starts to move

When the back of
the tray comes oﬀ
from a conveyor,
the tray drops to aconveyor below
and is transferred
to a location forcollection
Example of supplying parts only
without using a box

5

TOYODA GOSEI REPORT 2011

Supplying materials

Visualization of production
control in real time

operation in August 2010, we are signiﬁcantly improving
our transportation eﬃciency. By consolidating various
functions of distribution for which each production baseresponsible to this Center, we have increased the loading
eﬃciency of trucks and shortened running distance. As forin-plant space eﬃciency, we also cut the space necessary
for a conventional-type distribution center in half andrealized the actual operation capabilities by adopting freelocation (free seating) across the board.
Conventional system

Going around each plantby truck and directly
deliver our products toclients (low eﬃciency)

Clients plants

New distribution system

Improving loading
eﬃciency
MiyoshiDistribution
CenterConsolidating all products at
Miyoshi Distribution Centerand transport them to clients

Clients plants

IC chip-mounted tag

At the Miyoshi Distribution Center which started its

Toyoda Gosei s Plants

Manufacturing process using an IC tag

Ongoing kaizen in
distribution

Toyoda Gosei s Plants

While working on daily kaizen, we also have an exampleof having improved kaizen eﬀects dramatically with
cutting-edge IT. Our Seto Plant that produces interior
and exterior parts of automobiles has visualized manufacturing performance by introducing an automatedcollection system of production performance andachieved to improve productivity, quality and cost
reduction. Because the data registered for each work
process by an IC chip-mounted tag are displayed in ahuge monitor, we can check the operations and theirprogress in the entire production process in real time.
By establishing a system that allows supervisors of eachprocess to check the production status in the monitor
and workers to concentrate on manufacturing, we canreduce wasteful moves and loss of time and carry out
eﬃcient production. Since we can automatically collectmanufacturing performance, we no longer need to enter
everyday performance into a system, which led toeﬃcient oﬃce work. The introduction of the state-of-theart control system can lead to visualization of loss in the
manufacturing site and acceleration of improvement
speed, which is expected to spread to other plants.

TopicsKazumi Otake
Managing Director

Kaizen never ends
Progress stops the moment you think your work is ﬁnishedwhen kaizen is done. A good product is born when eachone of our employees is aware of being a major player andmakes a tireless eﬀort to repeat kaizen consistently. The
eﬀorts we make to remove even a small amount of waste
conducted in every scene (=accumulation of kaizen) makeour company s manufacturing foundation solid.

(Deputy General Manager of Corporate Management
Headquarters in charge of Production Administration
Division/Operation Management Consulting Division)

Manufacturing makes people. A
major player of kaizen is people
and persistence to safety, quality,
speed and cost. To repeat kaizen, while never being
satisﬁed with the current situation and always being
aware of the issues with open ideas, becomes a driving
force to create new ideas and ingenuity, which eventually
accelerates the progress of manufacturing, produces
excellent products and improves customer satisfaction.

TOYODA GOSEI REPORT 20116

Our efforts for

LED development

SpecialFeature2

to meet the needs of the age

Since the development of the world s ﬁrst blue LED, Toyoda
Gosei has continued to develop various products to put unlimited potential of LEDs to practical use by taking advantage of
our original technological capabilities. As a component maker,
Toyoda Gosei will pioneer the future of LED to supply productsthat meet the needs of our clients in the growing LED market.

Progress of development as
a component makerIn 1986 our company began to develop blue LED under the
instruction and support of Isamu Akasaki, Doctor ofEngineering, Professor of Meijo University and Special Professor of Nagoya University. Five years later in 1991, we
succeeded in developing the world s ﬁrst blue LED. We
discovered the blue LED when we combined the three
primary colors of light with the previously available red andgreen LED. It signiﬁcantly widened the scope of LED products and opened up great possibilities.
Ever since, Toyoda Gosei has developed various products tobuild on the possibilities of LED. We have steadily broadened the area of application for LEDs, for example, byimproving the quality of products that apply blue LEDs fortraﬃc signals and large displays and developing a white LEDwith combination of a yellow phosphor. The white LEDs
have been adopted and widely used in familiar products
including mobile phones, backlights for PC and other various
lights. (Fig. 1)

Balance between high brillianceand low power consumption
The current LED is much brighter and consumes less power
than the conventional one when Toyoda Gosei ﬁrst developed it. The LED continues to evolve, seeking the balance

between high brilliance and low power consumption. Especially since 2005, the Optoelectronics Business Unit has
strived to enhance proﬁtability through intensive quality
reform, improvement of yields and increase of productivity.
That s because we had to strengthen our competitiveness inthe area of quality, cost and development speed. Our eﬀorts
to develop and manufacture better LEDs to survive a ﬁerce
competition produced results in about one year. Since our
LED was adopted in backlights for notebook computers,
Toyoda Gosei grew to a leading company in the high-end
LED models.
Now, new information devices such as smart phones andtablet-type devices are widely used. Since these devices withtouch panels have
Development of a high-eﬃcient chipprotection sheets on
As a result of intensive pursuit of hightheir screens, an LED brilliance and energy conservation,m o r e b r i l l i a n t t h a n we realized the world s top-level LED
those used in general
High output
computers is required
Low power
consumption
for backlights. In
ut
utp
ho
response to these inforHig
mation devices, we
Low
pow
er co
further evolve ournsumptiontechnologies to pursue
LEDs with a goodbalance between highbrilliance and low
power consumption.
2008 model 2009 model 2010 model■ Progress of LED development (Fig.1)
Brightness / power consumption / longevity

Succeeded in developing
the world s ﬁrst blue LED
after about ﬁve years of
R&D under the instructionof Prof. Akasaki of
Nagoya University
January 1991

Successful developmentof blue LED

Development of monochromatic LED(blue, green and purple)

7

TOYODA GOSEI REPORT 2011

Commercializationof white LED
Made of the combination of a blue LED anda yellow phosphor,
the white LED
becomes a lightsource for backlights.

● Backlight forlarge-screen
television●LED backlight for laptop computer● LCD backlight onmobile phone

Development of white LED

October 2009

● LED lighting(bulb)● Smartphone

Developed a glass encapsulated LED packages(jointly with Sumita Optical Glass, Inc.)

Development of light source for general lighting● LED lighting(ﬂuorescent)Broaden the possibilities of LED
further with development thatmeets the needs of our clients
We continue to maintain a high share of backlight source
LED already used in many products such as personal
computers and smart phones. We will expand our accumulated technologies of high brilliance and low power
consumption to the second cornerstone of our futurebusiness by developing them for light source of generallighting such as LED lighting bulbs and ﬂuorescent lamps.
The glass encapsulated LED packageｓ that we newly
developed has a longer life cycle and excels in weather resistance with less deterioration in luminosity compared with theconventional resin seal. As a result, this technology has been
adopted in a light source for medical devices and its application to new areas is expected.
We improve the productquality and further broaden
the possibilities of LED by
developing products thatmeet the needs of our clientsby overcoming various issues.
Image of an application idea for glass
encapsulated LED package (medical device)

Topics Start of integrated produc-

How the LED package is madeManufacturing processes of LED❶ Crystal growth❷ Electrode formation

Spray gas such as nitrogen andgallium on a high-temperature
sapphire substrate to crystallize it

An electrode equivalent to several
tens of thousands of LED chips is
made on the completed substrate❸ CuttingIdentiﬁcation test/❹ arrangement

Cut the sapphire substrates pieceby piece carefully

A chip is completed after measuring
the electric property of each chipand classifying it for each application❺ Processing

Completion of
LED package!

Mount a blue LED chip in a resin
case, connect a gold wirewith the electrode part andﬁll it with resins mixed
with a yellow phosphor

tion of LED at Saga Plant

The Saga Plant used to be responsible for the post-process of
LED chip production, property inspection and alignment. From
January 2011, however, it began the integrated production frommanufacturing of LED chips to ﬁnal inspections. Along with the
Heiwacho Plant (in Aichi), we plan to increase the production
capability about twice the current level. This will enable us torespond to a growing LED market such as LED for a tablet-type
PC and lighting, which is expected to further expand, and to
make for a smooth supplyof our products.

TG mark with LED lighting

Saga Plant

Masayoshi Ichikawa
Managing Director(General Manager of Research and Development
Headquarters, General Manager of Optoelectronics
Business Unit)

Speed is a key to survive theﬁerce cost and developmentcompetitions in LED market where
product models quickly change in short cycle. Withadvanced development and manufacturing technologicalcapabilities, our company excels at high value-added
technologies. We continue to challenge ourselves withnew ideas that anticipate the needs of our clients andrealize a corporate culture that can secure strong proﬁts
even in a changing environment. By accelerating a highbrilliance, high output and low power consumption, we
increase the development speed and enforce the verticalstartup that does not produce defective products.

TOYODA GOSEI REPORT 20118

Report by Business Units
We strive to create attractive e products by developing and oﬀering high value-added products,

perfecting

and advancing our manufacturing practices by focusing on the basics and building and enriching systems foran optimal global supply network as cornerstones of our operations. We will work hard to further exploit
other markets using our advanced technical capabilities.

Interior and Exterior Parts

Body Sealing Products●Instrument Panel Modules andComponents●Interior Parts●Exterior Parts●LED Applications●Car Accessories●Door Glass Run●Door Weatherstrip●Opening Trim Weatherstrip●Luggage Weatherstrip

Safety System Products●Airbags●Steering Wheels

Functional Parts●Fuel Tank Module Components●Power Train Parts●Chassis and Drive Train Parts

Optoelectronic Products

General Industry Products●LED Lamps , Chip

●Communication Equipment
Components●Air Conditioning Products●Home Construction Components●Construction andIndustrial Machinery Components(Round down less than 100 million yen)

■ Sales by business units

Fiscal 2010
General Industry
Products 1.7%

Optoelectronic
Products
7.6%

Safety System
Products
28.2%

Interior
andExterior Parts
31.6%

Body
Sealing
Products
Functional
Parts
15.0%
15.9%

09

TOYODA GOSEI REPORT 2011

Fiscal 2009

￥ billion

Percentage ofnet sales (%)

￥ billion

Percentage ofnet sales (%)

Year-onyear rate(%)

Interior and Exterior Parts

163.4

31.6

155.7

31.5

5.0

Body Sealing Products

77.4

15.0

76.6

15.5

1.0

Functional Parts

82.3

15.9

78.0

15.7

5.6

Safety System Products

145.7

28.2

144.0

29.1

1.3

Subtotal of automotive
parts business

469.0

90.7

454.4

91.8

3.2

Optoelectronic Products

39.0

7.6

33.1

6.7

17.5

General Industry Products

8.8

1.7

7.4

1.5

19.1

Subtotal of non-automotive
parts business

47.8

9.3

40.6

8.2

17.7

Total

516.9

100.0

495.0

100.0

4.4

Business Report

Interior and Exterior Parts
Highlights of ﬁscal 2010

Management Report

Development and mass production of genuine leather
instrument panel
In order to survive an increasingly intense competition in the domestic

automobile market, Toyoda Gosei is strengthening its corporate cul-

ture by returning to our starting point in manufacturing. It means toexhaustively inspect each manufacturing process to eliminate waste
and loss and focus on the development of production technologies
that shorten the lead time from procurement of materials to ﬁnishingproducts. By spreading this corporate culture to overseas production

Cockpit modules

Applying our accumulated technologies and know-how topromote modulization.
Along with improving a sense of interior unity and quality, we
have succeeded in large scale cost reduction.

bases, we further reﬁne our global competitiveness.

panels, which are high value-added products, by taking advantage of

our skills to make most of the quality unique to the leather from ourclients perspectives. We are also actively developing LED lighting forvehicle interiors, combining together the environmentally-friendly beneﬁts (low power consumption) with superior design, while further

Radiator grilles

Development of radiator grilles
corresponding to a millimeterwave radar that can detectobstacles ahead and alert passengers in danger.

incorporating this know-how into LED lighting for residential use.

Net Sales : 163.4 billion yen
Percentage of sales : 31.6%

Console boxes(double door)

Development of our original structured console
box that allows you to
open and close the door
from both driver and passenger seat smoothly.

Lamp assy, Map & Room

Environmental Report

Fiscal 2010 (consolidated)

Social Report

In 2010, we were able to mass produce genuine leather instrument

Body Sealing Products

Financial Report

Highlights of ﬁscal 2010

Creating compact production processes and facilities
Expansion and development of desulfurizing
reconstruction technique

●
③
●
①

As an environmentally-friendly manufacturer, we developed compact
production processes and facilities aiming to reduce (or save) energy●②

and CO2 emissions and achieved 30% reduction of energy and CO2
involved in expanding de-solvent paint.

We have been implementing a desulfurizing reconstruction of rubber

●
①

●
②

materials for some time and have expanded it to products that containmetal inserts (e.g. opening trim). The development of our unique techniqueto separate rubber materials from metal inserts before desulfurizing
reconstruction has enabled us to increase a rubber recycling rate by

2.5 times higher than that in ﬁscal 2010, contributing to creating amore environmentally-friendly company.

Corporate Dataemissions. As a continuing project since last year, we are also actively①Door Glass Run②Opening Trim
Weatherstrip③Door Weatherstrip●③

Always proposing
the most suitable
door seal structures in response
to various door
function and design
needsLight weight opening trim forcompact cars

Fiscal 2010 (consolidated)

Net Sales : 77.4 billion yen
Percentage of sales : 15.0%

Achieved unprecedented weight reduction with devising rubber materials andmetal inserts

TOYODA GOSEI REPORT 201110

Functional Parts
Highlights of ﬁscal 2010

Development and mass production of evolved
low-cost plastic fuel filler pipe
With soaring fuel costs and the heightened environmental aware-●Fuel Tank Modules Components
We promote the production of goods that prioritizes thedevelopment of high performance components centered on
those surrounding fuel tanks as well as environmental regulations

ness of recent years, there is a greater demand for low-weight andlow environmental impact products. In 2010, we evolved the plastic
fuel ﬁller pipe that was ﬁrst mass produced in Japan in 2008 bymass producing a low-cost, high-performance version. We will con-

Fill limit
vent valves

tinue to advance our policy of developing materials and products

Filler caps

which utilize features of resin and rubber such as ﬂexibility, electri-

cal insulation, anti-thermal conductivity and light weight for alternative energy powered vehicles including hybrid systems, electricvehicles, and fuel cell-powered vehicles.

Amidst these diﬃcult ongoing economic conditions, we will viewmodel changes of existing products as opportunities for improve-ment. We aim to rigorously review waste at our domestic and over-

Fuel hoses and tubes

Plastic fuel f iller pipes●Hoses&Boots
Developing boot components that support thebrake , running and steering systems of the engine

seas production sites and establish a speedier and more eﬃcient
production and supply system.

Fiscal 2010 (consolidated)

Net Sales : 82.3 billion yen
Percentage of sales : 15.9%(Rubber)(Plastic singlepiece structure)

Brake hoses

Constant velocity joint boots

Enginecooling
hoses

Safety System Products
Highlights of ﬁscal 2010

Development and mass production of a superlight and small airbag
module as a new-generation type driver s seat standard module

Curtain airbag
Driver-side airbag
Rear-end impact airbag
Passenger-side
airbagDevelopment of low cost products through technical innovation indesign and production
As a new-generation type driver s seat standard module, we have developed
and mass produced a superlight and small airbag module.

We will also develop a smart airbag as a next-generation product that oﬀers
advanced passenger protection for both smaller and larger sized passengers.

In addition to the collision safety features developed so far, we will proactively
develop preventative safety features that integrate technological developments to oﬀer functionality for drivers. These examples include drowsiness

Knee airbag
Seat cushion airbag

Side airbag
RR seat console airbag

prevention and pre-crash systems to avoid collisions.

We will expand the scope of development from safety for passengers within

the vehicle to include safety for pedestrians outside the vehicle. As part of thatpolicy, 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 of rapidly growing emerging
countries centering on China and India.

Fiscal 2010 (consolidated)

11

TOYODA GOSEI REPORT 2011

Net Sales : 145.7 billion yen
Percentage of sales : 28.2%

Steering Wheels

Airbag handles with heightened operability due to theircollection of switch types

Pedestrian protection airbags(under development)
Airbags that inﬂate in theevent of a front-on impact
to protect pedestrians

Business Report

Optoelectronic Products
Highlights of ﬁscal 2010

White SMD type
LEDs

Best-ever sales figures recorded

Management Report

Sales of chips and packages for laptop PCs significantly increased
Due to the launch of the industry s top class LED chips and packages, we minimized the eﬀects of the recession in Europe and the
US and recorded our best ever sales ﬁgures in ﬁscal

2010. This is

the result of our high luminance, highly eﬀective, long lasting packages gaining recognition as the de facto standard in the laptop type

LED backlight for laptop computers

PC market. By adopting these packages we have expanded in thetablet type PC market.

only to LED lighting bulbs but also to LED ﬂuorescent lamps in thelighting market. Since rapid expansion of these chips is expectedSocial Report

Furthermore, by working with these chips we are expanding not

White LED
Package forlighting

after ﬁscal year 2012, we are committed to further expanding ourbusiness by developing high value-added packages and modules.

Net Sales : 39.0 billion yen
Percentage of sales : 7.6%

LED fluorescent lamp

Environmental Report

Fiscal 2010 (consolidated)

LED lighting bulb

General Industry Products

Financial Report

Highlights of ﬁscal 2010

Strengthening of production system of mobile phonecases at our Chinese subsidiary
Mobile phone cases are one of our main products. The production, supply,
and technological capabilities of our Chinese subsidiary company havebeen highly praised by new customers, leading to increased receipt oforders of new models. As a result, our production in China in ﬁscal 2011
mize our supply process of mobile phone cases and reduce cost. We will

Corporate Dataremained the same as the previous year. We are currently working to optiMobile phone cases

continue to expand on our products produced in China to global markets.

Air puriﬁers represent our principal product in Japan in terms of sales. Dueto continued receipt of orders, we anticipate that production in ﬁscal

2011 will be approximately the same as the previous year. We will

improve the cost by shifting the production site of the models which used
to be manufactured in Japan to China. In addition, we will make the mostof our automotive technologies to concentrate on home-use components
and construction machinery.

We also plan to handle products such as ﬂashlights by utilizing our LED

LED dynamo lightand expanding into a new business.

Fiscal 2010 (consolidated)

Net Sales : 8.8 billion yen
Percentage of sales : 1.7 %Air purifiers

TOYODA GOSEI REPORT 201112

Report by Region

The Great East Japan Earthquake that hit in Marchyear. The auto sales in the Unites States are also on

2011 caused a supply shortage of components andthe increase, revitalizing the market. On the contrary,materials made in Japan, which gave a blow to over-the expansion of the market has been dull in Europe

seas automotive, electronics industries, etc. In thewhere many world class auto makers are concerned

global economy as a whole, however, there are signs

in response to the end of auto demand stimulusof recovery from the worldwide recession such as an

packages.

increase in the real economic growth rate in 2010.

With a keen look at this world trend, we Toyoda

The economic development in Asia is particularly strik-

Gosei will implement approaches that match eaching and the markets expected of strong demands are

region and aim to become a more reliable company

drawing worldwide attention. Among the Asian coun-as a true global supplier that can properly meet thetries, China has grown with the world s No. 1 auto

needs of our customers.

sales, surpassing the US for the second consecutive

Asia
and
Oceania

EuropeNorth
America

China

Asia
and
Oceania

Asia

Africa■ Sales by Region(Round down less than 100 million yen)

Asia and
Oceania
20.9%
North
America
18.4%

13

TOYODA GOSEI REPORT 2011

Europe andAfrica
2.9%
Japan
57.8%

Fiscal 2010

Fiscal 2009

￥ billion

Percentage ofnet sales (%)

￥ billion

Percentage ofnet sales (%)

Japan

299.1

57.8

294.0

59.4

North America

95.2

18.4

100.5

20.3

Asia and Oceania

107.8

20.9

84.3

17.1

Europe and Africa

14.7

2.9

15.9

3.2

Total

516.9

100.0

495.0

100.0

NorthAmericaBusiness Report

Regional management company,Research and development
Manufacturing company
OthersHiromi Ikehata

Management Report

President
Toyoda Gosei
North America Corporation

Improving quality and cost of delivery andpromoting eﬀorts for business expansion〈 Regional outlook 〉

expansion activities.

economy in ﬁscal 2010, the possibility of hitting the bottom of ain ﬁscal 2011 due to the eﬀects of the Great East Japan Earth-

Although there were several factors of concern regarding the US

spending and the government s measures to boost theeconomy. Auto sales recovered to 13 million cars in the second
half of the year as the market revitalized as a result of aggressive
sales strategies of each automaker to secure the share. As automakers in Europe and the US are heading for recovery and automarket, Japanese automakers tried to make a big comeback,while facing hard times. Also, the consumer s desire for fueleﬃcient and low-cost passenger and compact cars has become
strong as a whole, while the sales of light trucks such as SUV
and pick-up are on a recovery trend in 2010. Furthermore, thegrowing interest in environmental and energy issues has madeeach automaker intensify their move toward development andexpected to recover early once the supply network for components are stabilized. For this reason, we must maintain and secure
our customers trust and further reduce the cost now.
Understanding our North American market, and our customers
needs and potential growth of each business and component
from mid- and long-term perspectives, we will formulate our2015 business plan and advance speciﬁc measures for businessexpansion based on this plan.
Also, we must cultivate and secure local management to support future growth of the Toyoda Gosei Group. With two local
presidents taking oﬃce in ﬁscal 2010, we have now three local
presidents among the nine manufacturing companies. For
further independence and localization, we will cultivate andintroduction of environmentally-friendly eco cars.

secure core personnel who play important roles in operating〈 Results of activities in ﬁscal 2010 and future eﬀorts 〉

addition, we will activate exchange of personnel among theimprovement of delivery quality,

securing of cost competitive-

ness and business expansion as priority issues in ﬁscal 2010.
We actively promoted measures to improve delivery quality
through the concerted eﬀorts of all bases in North America andstrived to maintain and secure trust with our customers. Our

our bases in cooperation with the Japanese headquarters. In

Financial Report

Amidst these diﬃcult conditions, we focused on further

Environmental Reportmakers in South Korea are putting many new models in thequake, since the US market is growing strongly, the sales are

Social Reportbusiness cycle backed away due to recovery of consumer

Although our major customers are forced to cut their production

North American bases and create the working environment thatcan foster mutual trust.
As future challenges, we will proactively respond to the tighteningof regulations by the government and consumers growing awareness for environment and safety and expand the sales of our
products to automakers other than our Japanese customers.

establishment and horizontal development of model line process
and holding of brainstorming sessions for manufacturing.

T

O

P

I

C

S
In January 2011, TGKY*1 andIn order to secure cost competitiveness, we promoted activities

TGFSUS*2 received the Qual-

to reduce the total cost of all processes, aiming to establish aity, Delivery & Cost Recogni-

corporate culture that can secure proﬁts consistent withtion Award from Honda

increasing sales. We reduced material costs through develop-

Mexico. In March of the same
year, TGASMX also received

ment of and replacement by low-cost materials and advanced

the Quality Certificate of

local procurement of raw materials and components.

Achievement from TEMA*3.

For business expansion, we improved our business base in
Mexico to meet the business needs of our customers. We also
concentrated on establishing relationships of trust with automakers other than Japanese automakers through development

Corporate Dataeﬀorts included enforcement of activities for no in-process defects,

TGKY and TGFSUS receiving
awards from Honda Mexico*1 TG Kentucky, LLC*2 TG Fluid Systems USA Corporation*3 Toyota Motor Engineering & Manufacturing North America, Inc.

of our unique technologies and products and active sales

TOYODA GOSEI REPORT 201114

Regional management company,Research and development
Manufacturing company
OthersAsia and Oceania
Asia

Yuichi Shibui

President
Toyoda Gosei Asia Co., Ltd.

Realizing improvement of production capability andincrease in proﬁts by responding to rapidly growing
markets＜ Regional outlook >such as reduction of cost and lightweight of our existing products,

regions, the Asian region has been achieving astonishing growth,

Although the production volume is expected to increase in the

Since pulling out of the worldwide recession ahead of othermarking the record-high auto production and sales in the ASEAN
nations and India in ﬁscal 2010. In response, automakers aroundthe world are beeﬁng up their production capabilities with great
expectations for markets of increasing demands. On the other
hand, we are facing a ﬁerce cost competition in the growing com-

improvement of merchantability and a proposal of new products.
future, because the cost competition will intensify more than ever,
we strive to secure orders by further promoting the improvement ofcost structure and strengthening of design activities. To realize thesemeasures, we also focus on exploitation and cultivation of local
human resources and upgrade the level of the entire region.

pact car market as a result of intense catch-up by the makers thatentered the market late.

T

O

P

emony marking the tenthmaintain and improve quality of our products and take responsibility

anniversary of its establish-

ment. Many local governmentof the stable supply in response to a rapid increase of auto produc-

ing introduction of cost reduction from the design phase, review ofmaterials and vigorous enforcement of Toyota Production System. In

S
held a commemoration cer-

In ﬁscal 2010, we further improved our production capability tovarious activities to reduce costs from every possible aspect, includ-C

In September 2010, TGRT *1< Results of activities in ﬁscal 2010 and future eﬀorts >tion. In order to maintain and improve proﬁts, we also worked onI

officials and business partners

attended the ceremony and participated in a tree-planting

event and a plant tour. TGRT has grown to a major base of the
Global Toyoda Gosei Group with over 1,500 employees in thepast ten years.

*1 Toyoda Gosei Rubber（Thailand）
Co., Ltd.

addition, we steadily implemented other activities for the future

Asia and Oceania
China

Kuniyasu Ito

President
Toyoda Gosei (Shanghai) Co.,Ltd

Responded to cost competition in the world slargest market and achieved the target bypromoting cost reduction activities.
< Regional Outlook >In China, which grew to the world s largest automotive market, the15Europe and the US are strengthening their sales strategies, it is indispensable to signiﬁcantly cut cost in order to make proﬁts with compact

number of auto sales in ﬁscal 2010 *2 reached approximately 18 million

cars whose average unit prices are low.

cars, a 30% increase over the previous year. In particular, there is a

In the 12th ﬁve-year plan that starts from ﬁscal 2011, the Chinese govern-

strong demand for compact cars which account for 60% of the entire

ment positioned the new energy car industry including eco cars as a prior-

automobile base. In this ﬁeld, the Chinese makers occupy an over-

ity industry to eliminate the country's huge energy deﬁcit and prevent envi-

whelming share. For this reason, while other automakers from Japan,

ronmental pollution. This announcement has further intensiﬁed the

TOYODA GOSEI REPORT 2011

established by our major customers and expand sales of our products tokets.

Chinese makers. In response to the demands of Chinese makers in particu-<Results of activities in ﬁscal 2010 and future eﬀorts>

Business Reportcompetition of worldwide automakers in the compact and eco car mar-lar, we promote the integrated response from technological development
to design and production and expand the sales. In addition, we make ourbusiness base solid and strong by handing our technique in production

increase in imported materials due to sharp appreciation of the yen in ﬁscal

technology and quality control onto local staﬀ and creating and evolving

2010. However, our sales and operating proﬁts signiﬁcantly surpassed the

new standards in China along with local management.

Management Report

We faced the intensiﬁed competition with Chinese companies and the priceprevious year with the support of our cost reduction activities through vigorous rationalization of production and local procurement of materials andTcomponents, as well as the increase in auto production of our major

O

P

I

C

S
In November 2011, we held acustomers.

Manufacturing Workshop for the

We continue to expand sales of our products not only to European andpurpose of upgrading the level ofAmerican makers but also to Chinese makers, secure our cost competitive-

manufacturing in the Tianjin district

and approximately 50 people includ-

ness and strengthen the technology and development departments in
China where further growth is anticipated as the world s No.1 auto market.
our cost improvement activities by further promoting local procurement ofmaterials, components and facilities and reducing the number of in-process
personnel. Also, we strengthen and enrich technology and development

units and heads of local bases participated. The workshop provided an opportunity for the participants to acquire skills andknowledge of manufacturing, as they witnessed the actual
improvement of processes and eagerly asked many questions.

departments to provide our technical support to Development Centers*2 The accounting year in China is from January to December

Environmental Report

EuropeandAfricaSocial Report

The ﬁerce cost competition is considered to persist. Therefore, we boost

ing General Managers of Production

Headquarters, General Managers of four automotive business

Tsuneji Obara

President
Toyoda Gosei Europe N.V.

< Regional Outlook >ing productivity through 2S1Y *3 activities and strengthening humanmajor European countries to stimulate demands for automobiles,

that led to new business developments by raising our presence to

As a reaction to the end of the incentive program introduced by
the sales volume of each automaker in Europe dropped below 14
bilize ﬁrst in Germany and there is a sense that the worst is behind.
The export by the European automakers toward Asia and the US
has been going strong. Some of them marked their largest sales
volume.
In the African region, the consumers preference diversiﬁed and thenumber of imported cars increased. As their growth foundation as an
emerging market improved, the auto sales market is expected toresources development. In addition, we increased business deals
European automakers through active communications in order togain trust for our interior and exterior business, which was a newarea of entry for us.
While diﬃcult economic conditions are expected to continue, we
maintain our cost competitiveness and improve the brand ability
based on quality by vigorously implementing the Toyota Production
System and increasing the rate of local procurement of components
and materials. As a strategy for European automakers, we also promote new development to other businesses with our Body Sealing

expand in the future as the result of an increase in consumers income.

Products as a foothold.

< Results of activities in ﬁscal 2010 and future eﬀorts >January 2012, all automakers are going head-to-head in develop-

ment of production by the Japanese automakers, we worked

we present improvement measures such as reduction of materials

In ﬁscal 2010, due to aggravation of market conditions and adjust-Corporate Datamillion cars in ﬁscal 2010. However, that reaction has begun to sta-

Financial Report

Thorough cost reduction in response to market
changes and eﬀorts for expansion of sales channels

Since the EU s regulations for CO2 emissions will be tightened fromment and sales of fuel-eﬃcient cars. Amidst such an environment,

harder to reduce costs in order to secure proﬁts even at the time ofand play our role as a trusted supplier.

low operation. We focused on thorough cost awareness by improv-*3 Seiri, Seiton and Yukaokinashi

TOYODA GOSEI REPORT 201116

Corporate Governance
We have established a corporate structure that can swiftly react to environmental changes bypromoting sound management and eﬃcient organization.

For realization of quick, eﬃcient andsound business management

Strengthening internal auditing byimplementing auditing in functional divisions

We enrich and strengthen corporate governance which

We conduct internal management and supervision basedaims at eﬃcient and sound business management and set

on corporate laws, etc. to check whether laws and cor-the stable improvement of shareholders values as theporate ethics are being properly observed at our com-most important task for management. Therefore, for thepany. The internal auditing that had been conducted bysake of meeting the expectations of all stakeholders

the Auditing Division was implemented in ﬁscal 2008 in

including stockholders and customers, we build on and

the General Administration, Human Resource Develop-

maintain an organizational system that can swiftly andment and Accounting Divisions. We also bolstered aappropriately respond to environmental changes with a ,checking system so that auditing can observe smaller de-transparent and sound management system.

tails such as a method of managing classiﬁed information.

We have set up the necessary functions including share-

There is a mechanism in place to collect the content ofholders meetings, a board of directors, a board of audi-

internal auditing within the functional divisions into thetors and accounting auditors as mandated by law. In ad-

Auditing Division, through which we have built

dition, we have also developed/established an internalmanagement/supervisory organizational systems.

control system that deliberates important issues, checks

In ﬁscal 2010, we enriched the auditing operations bybusiness operations and reinforces internal auditing, in an

introducing a method of ERM* and adopting risk-based

eﬀort to achieve; (1) appropriate business judgments; (2)approaches based on multifaceted risk assessments.

eﬃcient business operations; and (3) eﬀective supervision

We also prepared and operated internal controls related

and auditing processes. Also, we have shortened theto ﬁnancial reporting based on the Financial Instruments

terms of directors to one year in order to develop a ﬂex-and Exchange Law (J-SOX) to strengthen our continued

ible management system that can respond swiftly togovernance.

changes in the business environment and to further clarify
the management responsibilities of directors.

Diagram of the Corporate Governance System
Shareholders' Meeting
Appointment

Board of Directors
Directors

Appointment
Auditing

Appointment

Board of Auditors
Corporate Auditors

Cooperation

At the end of the ﬁscal year, the Auditing Department determines auditing themes and methods for

Representative Director
ReportExport management committee
Environmental Committee
Central committee on health andsafety and others

Various Functions and Business Divisions

Auditing

Accounting
Audit

Internal
Audit

and advice about the results of internal audits conAccounting Auditors

Committees

Committee on the ethics ofcorporate activities

Internal Auditing Division

Committees on Various Functions

the following ﬁscal year after exchanging opinions

Cooperation

Management Committee

TOYODA GOSEI REPORT 2011

Takaya Sakuma
General Manager,
Audit Division

Supervision

17

Voice

ducted by each functional division. As part of themonitoring, we also witness the actual auditing byfunctional 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.

Compliance
By aiming to be good corporate citizens, we advance our eﬀorts to establish compliance.

Ensuring compliance as
Toyoda Gosei Group

Toyoda Gosei implements various educational activities to

Toyoda Gosei vigorously seeks to ensure that each one of
our employees complies with all laws and regulations not
the standpoint 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
ﬁscal 2009, to replace the legal liaison oﬃcer who was incharge of disseminating information within Divisions, aCompliance Advocate was assigned to each Division tolead its compliance activities and ensure thorough, uniﬁed
For occasions when employees are faced with complianceproblems in daily business activities, we have also established compliance consultation services in and out of thecompany to solve the problems quickly.
In addition, we have established the Toyoda Gosei Group
Charter for Business Ethics as action agenda for complistandards at Toyoda Gosei Group. Every group company
in Japan and overseas, including Toyoda Gosei, formulates
speciﬁc action agenda based on this Group Charter. We
have also established the Toyoda Gosei Guidelines for
Business Ethics and distribute them to all employees.

for executives and employees by rank and risk but also focus
on enhancement of our employees awareness for complianceusing various educational tools. Speciﬁcally, we include theCompliance Juku , which handles examples in cartoons, incompany newsletter series and distribute the Compliance
Tsuushin Communications to company message board.
In ﬁscal 2010, we held workshops to develop leaders for compliance promoters in each division to help them acquire techniques to extract risks at workplaces and formulate various
measures and recognize their roles at workplaces. At Manufacturing Divisions, we also held workshops to develop key persons for assistant managers and group leaders to help themlearn the basics of compliance and acquire techniques for speciﬁc penetration activities at workplaces. Furthermore, concerning the compliance problems in each Division surveyed by thequestionnaires in the previous year, we checked theimprovement status in thisyear s questionnaires. As aresult, improvements weremade at most of the workplaces.

Practical compliance workshop

Number of attendees to major workshops

Our approach towards compliance

Workshop nameWorkshop for new employees
Workshop for newly-appointed
management

TG
Support for creating
Support for creating
management
a compliancea compliancesystemsystemphilosophy

TG
Overseas
Affiliates

Implement legal
aﬀairs/complianceworkshop

Ensuring
compliance

Once

61

3 times

223

4 times98

18 times in total at
7 plants

215

Strengthening the systems of overseas anddomestic affiliates

Corporate Data

Committee on the
ethics of corporate
actions

121

Workshop for promoters of compliance
Workshop for assistant managers/group leaders of plants

Number ofattendees

Once each for employees
graduated fromhigh school/university

Workshop on legal affairs for appointees(for mid-career employees)

Toyoda Gosei
Guidelines
for Business Ethics
Composed of allcompany executives

Frequency

Financial Report

Corporate activities

Toyoda Gosei
Group
Charter for
Business Ethics

Environmental Reportance, which sets out the shared values and behavioral

ees. We not only continue to implement compliance workshops

Social Reportcompliance of management and the site.

strengthen and vigorously enforce compliance by all employ-

Management Report

only from the standpoint of obeying the law but also fromTG
Domestic
Aﬃliates

Business Report

Educational activities to strengthen andvigorously enforce compliance

For our overseas and domestic aﬃliates, we provide support andComposed ofCompliance Advocatesfrom each Division

Company-wide
Compliance Advocates
Meeting

Establishedboth within andexternal to the company

Complianceconsultation service
Sexual harassment
consultation service

sharing of information to help them implement autonomous compliance activities at each company.
In ﬁscal 2010, we held workshops for domestic aﬃliates for the
purpose of developing compliance leaders of each company.
Also, we helped several aﬃliates to improve and check theircompany rules as required by laws.
For overseas aﬃliates, we conducted a survey to see whether thecompliance system is properly put in place at each company. As
a result, we helped some of the bases that required further
improvement and enrichment of the system to strengthen it.

TOYODA GOSEI REPORT 201118

Risk Management
We strive not only to strengthen risk management through employee training and product assurance
activities abut also through advance information security measures and disaster countermeasures.

our security news is distributed across the company and employ-

System for Risk Management
Toyoda Gosei is working to ensure the company can respondto corporate risks that threaten management or businessitself. For the management of conﬁdential information in particular, we established Security Management Representative

ees attention is urged by introducing the examples of information security from other companies. In ﬁscal 2010, we advanced
ID authentication of employees by digital complex machines andexpanded the ID authentication to output equipment exclusivefor drawings that can make large format printing possible, thus
strengthening the prevention of information leak.

Meetings composed of the directors of each Division basedon the Committee on the Ethics of Corporate Actions tothoroughly implement information security measures.
With our Crisis Management Guidelines and Operative
Standards for Information Systems Security as guidelines, weconcentrated in ﬁscal 2010 on strengthening practical measures and lifting the awareness of all employees about information security.

We inspect the compliance status once a year based on our conﬁdentiality management rules in order to strengthen information
security measures. Self-inspections are conducted in all Divisions
and, based on the results, on-site auditing is implemented for
applicable Divisions. In order to enhance employees awarenessfor information security, we also issue a Guideline for Management of Conﬁdentiality Information that summarizes importantelements excerpted from the Rules and Guidelines for Conﬁdentiality Management . The contents of this Guideline are revised
as necessary and distributed to all Division Heads. The Guidelineis also used for education of new employees to strengthen theemployees morale for conﬁdentiality information. In addition,

Examples of Measure Enhancement
Division

Implementation

Hard
ware

● Preventing documents from being inappropriately
removed or discarded through ID authenticationof employees by digital complex machines andoutput equipment exclusive for drawing.

about 20,000 employees and their families.
In the recovery response phase, we have established a database showing location of alternative facilities and employees
skills/characteristics necessary for early recovery and implement the periodic maintenance. We also help our employees
learn the procedures so that they can take partake in safe andproper initial and recovery
responses in the event of adisaster. In response to theGreat East Japan Earthquake inMarch 2011, we are closely
examining all these functions inorder to further improve them.

Disaster Task ForceImage of Disaster Response
Safety Information System
Earthquake Reporting System
Warning &Monitoring
Headquarters(Investigative Team)

Emergency Task Force
Initial Response Task
Force (safety information,
rescue and aid activities)

Task Force
Setting Level
Decision Meeting

Staff support squad

Local support squad

Rescue and aid squadLife Support
Task Force

Information squad

District
Self-Defense
DisasterPrevention
Team

Production Restoration Task Force

Safety confirmation squad

District Task Force

Quality assurance squad

TOYODA GOSEI REPORT 2011

and Safety Information System that checks the safety ofMaterial securing squad

19● Review of Security Management Act● In-house education of security management● Onsite inspections for each divisioning System that instantly notiﬁes an earthquake occurrence

Utility squad

Soft
ware

● Reinforcement in access privileges to the file server● Restrictions on things taken out/enhancementof check function● Acquisition and Monitoring system usage
records and access records.
● Prevention for unauthorized access(main building/IS Center)

employees. We have also introduced the Earthquake Report-

Process restoration squad

Hard
ware

● Inspection for removed materials(inspect twice monthly)● Increase in the number of surveillance cameras● Wire setting for fixing PCs· Lap-Top PC · Desk-Top PC · external HDDof disaster response manuals in order to secure safety of our

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

enhance our periodic practical training based on various types

Progress management squad

Soft
ware

Moral measure

as principles of our disaster measures, we have implemented

Customer response squad

Prevention
for malicious
unauthorized
leaksWith the concepts of Life Comes First and Quick Recovery
anti-seismic measures for buildings and equipment andStrengthening information security measuresand heightening awarenessPrevention
fornegligentleaks

Initial activities in the event of a disasterand early response for restoration

Relationship with our Customers
We oﬀer attractive products and services based on the concepts of Customer First and Quality First .

Everyone shall bear in mind the concepts of "Quality
First" and "post-manufacturing = our customers" andprovide excellent products and services that win themutual cooperation.

Activities aiming at own-process completionin all operations including oﬃce staﬀ
All employees at Toyoda Gosei take actions based on theprinciple of Customer First and aim to complete their personal process in all of our operations.

Management Report

trust and satisfaction of our customers throughBusiness Report

Basic Policy for Quality

Own-process completion means that "quality is built in
during the production process", and is the idea on which all
our work is based.
According to the idea of "No defects shall be tolerated in any
production process to ensure that there will be no defects in

Integrated quality assurance systemfrom development to production

post-production (i.e., in the product given to customers)" inmanufacturing, we have set to achieve a robust design *4 as
our goal to prevent against environmental changes andquality engineering across our company, and aiming for ative products".

zero defect production process for our mass produced goods

We promote our business activities under the integrated

as well as a defect-free production process from the very ﬁrst

quality assurance system from development to produc-

day of production for a new product. Furthermore, we aretion based on our Basic Policy for Quality.

expanding our ideas for own-process completion and know-

Speciﬁcally, all our plants have obtained ISO9001*1 andhow that have become ﬁrmly established on the assembly

ISO/TS16949 *2 certiﬁcations which are the internationalline (Manufacturing Division), to include the work of oﬃce

standards of quality management system.

staﬀ (Administrative and Technical Divisions), and are striving

Each plant has also its own quality control goals based

to improve operations across the company with the objec-

on the basic principles of TQM *3 and strives to produce

tive of attaining own-process completion in which each indi-

attractive products.

vidual can make judgments on site about work quality.

In addition, we issue the Quality System Global Standard
that contains know-how and tools for quality improvement.

Environmental Reportmanufacturing scattering, are promoting the expansion ofthat will truly impress our customers by providing attrac-

Social Report

Toyoda Gosei aims to "become a global system supplier*4 Strong product designs that come with little unevenness in quality andinsusceptible to usage environment.

We distribute it to all bases as the guideline for local staﬀ
to follow from ﬁscal 2010 to uniform the quality of our*1 ISO9001 certiﬁcation obtained by: JQA-QM7318, QMA11826/12256/12238/
13130/12841*2 ISO/TS 16949 certiﬁcation obtained by: JQA-AU0094/0091/0160/0124*3 TQM stands for Total Quality Management and means activities that heighten
the importance of people and organizations through constant improvement
and participation by all based on the principle of Customer First , in order toimprove the quality of management as well as of goods and services.

Fundamental principles of TQM

TQM
Constant
improvement

Having everyone
participate

Making observational rounds at plants

Production process quality control that aims
for a zero defect production process· Improvementof drawing
quality· Robust design· High reliability
design that iseasy to makeProcurement

DesignAdopting
excellent design
drawing practices

Early
Identiﬁcation
Early
Market Response

Corporate Data

Customer ﬁrst

Exhibition on examples of own-processcompletion by office staff

Financial Report

products in all domestic and overseas bases.

High-Quality
Components &Materials

Production
Process
Quality
ProvidingControl
production

conditions Production
Preparation

Maintenance &Management

Production· Establishingrobustproduction
conditions· Automation

TOYODA GOSEI REPORT 201120

Sales activities responsive tocustomer needs

Praised by customers
as a superior supplierStanding at the front lines of our company, the Sales Divi-Our products are delivered to car makers around thesion is responsible for listening to needs and develop-

world and support the basic performance of their auto-

ment information from key members in technology andmobiles. Each maker commends an excellent supplierimprovement and connecting those needs with sales pro-every year and Toyoda Gosei has received commenda-

motion. While cultivating good relationships with custom-

tions from numerous customers.

ers, the Division collects and analyzes diverse information

Award for quality in ﬁscal 2010

such as necessary matters and problems essential to customers. Based on the contents, it also builds a relationship of trust with customers by presenting unique proposals that meet diverse customer needs in cooperation with
relevant internal departments.

Award names

Appreciation of Quality Achievement TGSSII
Excellent Quality Award

We are promoting own-process completion for all manufacturing processes of safety-critical parts that relate to avehicle s basic functionality. In addition, a special project
team is formed and full-time auditors conduct process
audits of all domestic and overseas processes to ensurethat there are no important quality defects from our company. We have established a system through whichwhenever quality problems occur in the market, that
information is conveyed through car makers, then swiftly
passed on to the relevant internal divisions, after whichcauses are investigated by analyzing recalled products
and measures to prevent a recurrence of the problems
are taken.
When it is diﬃcult to ﬁnd the cause of a problem and its

Origin of commendation

HINO MMI

Foshan TGP Guangzhou Toyota Motor Co., Ltd.

Quality Cooperation Award
Foshan TGR Guangzhou Toyota Motor Co., Ltd.
(defective parts delivered below 15 PPM)
Quality Cooperation Award

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

Awarded company

High Quality Award (among all six companies) Zhangjiagang TGP Sichuan FAW Toyota Motor Co., Ltd.

Zhangjiagang TGSS Guangzhou Toyota Motor Co., Ltd.

Excellent Quality Improvement Award Foshan TGR Guangqi Honda Automobile Co., Ltd.
Quality Achievement Award

Foshan TGR Tianjin FAW Toyota Motor Co., Ltd.

Quality Achievement Award

Zhangjiagang TGSS Sichuan FAW Toyota Motor CO., LTD.

High Quality Award

Tianjin TG

Guangzhou Toyota Motor Co., Ltd.

Quality Effort Award

Fong Yue

Kuozui Motors, Ltd.

Quality Award (Silver Award)

Tai-yue

China Motor (Mitsubishi)

2010 Supplier Performance Award TGMO

American Honda Service Parts

Quality / Certificate of Recognition TGCZ

Toyota Motor Europe N.V.

Supplier Performance Award 2010 TGCZ

Toyota Peugeot Citroen Automobile

2010 Quality & Delivery Award

TGKY、TGFSUS Honda De Mexico

Zero Defect Performance for 2010

TGNA（TGKY） Mitsubishi Motors North-America

Zero PPM defective parts delivered TGKL

Toyota Kirloskar Auto Parts

Quality Certificate of Achievement TGASMXTEMAExcellent Appreciation Award (Quality Division) Toyoda Gosei Honda Motor Corporation
Award for achieving target to reduce unpaid repairs
Toyota Motor Corporation Takaoka Plant(3-month registration for number of repairs) Toyoda Gosei

solution at our company, we team up with the quality
divisions of car makers,
conduct tests using test

Voice

vehicles etc. and work
together to promote a

Fumimichi Ozaki

swifter and more pre-General Manager

cise prevention of recur-

Quality Assurance Division

rences and preemptive

For us who are involved in quality assurance operations ofmeasures for our next

products developed by Toyoda Gosei, we consider it our

product.
Activities for improving market reliability

utmost mission never to produce any important quality
defect and deliver even one defect to our customers. Basedon our belief that a healthy child (product) is born from asound mother (process), we routinely and closely check all
manufacturing processes (including suppliers and overseas
bases) for important products called safety-critical parts andconstantly monitor quality management status of the manufacturing processes to make our customers feel secured.

21

TOYODA GOSEI REPORT 2011

Relations with our EmployeesWith "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.

Business Reportpany. They acquired practical problem resolution abilities under theDeveloping human resources who
can think and act independently

instructions of their supervisors and improved their personal skills.
To continuously activate human resources development, we have
employed outside lecturers who were invited to our company s
trainings to support our internal lecturers since ﬁscal 2009, allowing

porate ability is determined by human resources and the humanthese experienced employees to directly instruct other employees.

resources are developed by the company . We aim to create

In ﬁscal 2010, we further promoted the conversion to internal lec-an environment that always allows human resources to develop

turers and helped our employees to acquire practical knowledge

through their work.

and on-site response abilities by learning various experiences and

The center of human resources development is on-the-job train-

wisdom of these lecturers.

ing. In order to activate the OJT and foster consciousness forhuman resources development at work, we are concentrating
our eﬀorts on the preparation of a human resources system andTraining Structure
Position
title

Training according toemployees positions

Personal
GrowthPromotion

Active promotionof global and young
able personnel toimportant positions(opportunities topromote personnel
in their 30s)

Self-initiatedInterview
SystemSectionLeaders

Training for Section Leaders
Level 4 problem resolution follow-up training

General employees Level 3 training, Mid-career leader training program
New employees Training for new employees*Global Production Center

研修名

Number of attendees to major trainings
Training name

Number of attendees

Mid-career leader training program

43 attendees

Level 4 problem resolution follow-up training

125 attendees

Level 3 training
Position
Rotation

Environmental Reportand personal growth"through communication
between managers
and workers

Management training for TL

Social Report

Group
EducationOn-the-Job
Training
Shared understanding of(OJT)"challenges for professional

TL

Assistant Managers Management training for Assistant Managers

Language training

OJT is the foundation of humanresources development/humandevelopment in workplace bymanagers through work experiences

Education for transferred/local employees

GL/Managers Management training for GL/Managers

GPC* activities

Human Resource Systems

Education system for skills

GM/Division Leaders Management training for GM/Division Leaders

Basic technical Overseas-related
training
education
Educational system for engineers

the creation of a training structure.

Improvement of internalgroup education byposition and function(problem resolution,
management)

Management Report

At Toyoda Gosei, our employees share the value that the cor-

316 attendees (including suppliers)

Evaluation
andMerit System
Evaluation andmerit system based on skills
and performancethat is highly rationaland easy to grasp

Activating human resources developmentwith new education programs
resources at workplaces and improve the problem resolution ability, aiming to create a workplace that can activate human resources
development.
In ﬁscal 2010, we introduced a mid-career leader training program
as a new educational program. This is an educational training to
improve the level of mid-career leaders so that they can play certain roles when they are promoted to be supervisors by providingthem with necessary education beforehand.
For staﬀ employees, we introduced group improvement activities
and enhanced the consciousness of managers to develop their subordinates through practical activities of performing PDCA cycles.
We also implemented the problem resolution follow-up training forLevel 4 employees who have worked around 10 years at our com-

Mid-career leader training program

Learning a diverse range of local languages
Corporate Data

Toyoda Gosei strives to strengthen our ability to develop human

PM basics training (education system for skills)

Financial Report

Promotion of prearranged
position rotations tofoster and activate
human resources development(career path, growth
as multi-skilled technicians)

We have enriched a wide range of language trainings such as
TOEIC course, English training for expatriates, E-mail writing
course and language correspondence course to help our staﬀ
employees acquire language skills in response to globalization.
A total of 550 employees have taken the TOEIC every year and wecheck their learning results to
help us develop humanresources who can play central roles in global stages.
We also actively work on
Chinese training to respondto the expanding Chinese
market.

Language training

TOYODA GOSEI REPORT 201122

Promoting diversity *Employment of human resources
Toyoda Gosei promotes fair and impartial adoption and develop-

Toyoda Gosei is working to nurture the corporate culture

ment of human resources with respect for diversity by ensuringthat enables our employees to fully demonstrate their indi-stable employment and improving the working environment andvidual capabilities by using diverse individuality.

systems that make work easier for our employees.

Our company has also established a system to encourage

Transition of personnel

Domestic

Overseas(persons)

30,000abilities to continue working in stable jobs if they wish.
*Diversity refers to the utilization of human resources irrespective of race, nationality, gender or age

20,00010,000employees who are of retirement age or who have dis-

16,614

19,037

17,506

7,311

7,999

8,286

'06

'07

'08

0

18,052

17,362
8,722

'09

8,912

'10 (Fiscal year)

Number of employees by region (ﬁscal 2010)

Europe/Africa: 1,147 employees (4.2%)

Japan:
8,912 employees(33.1%)

North American:
4,865 employees(18.0%)

Asia and Oceania :12,040 employees(44.7%)

Number of employees: 26,964 employees

Promoting development of diverse human resources
In ﬁscal 2010, we inaugurated the Diversity Promotion Project toutilize diverse human resources. We focused especially on theeﬀorts to promote utilization of women. We strengthened thereform of consciousness and behaviors of the management, in particular, toward female employees and started a workshop to
enforce the awareness for the company s policies and meaning ofdiversity, in which about 150 people participated. We also held aworkshop that helps female employees to consider and enlighten
their way of working and future career plans, in which about 280
participated.

Internal support to provide
a stable Work-Life balance
We have enriched a system that enables each one of ouremployees to choose their own way of working, whileconsidering the "work/life" balance and valuing independence. We also support our employees to work withgreater peace of mind and motivation.

We implemented a survey on the utilization of women for female
employees and their supervisors to grasp issues such as how female
employees perceive their job, how their supervisors develop theirfemale subordinates and promote them, their ideas for a merit andevaluation system, the speed of pay-raise and promotion, etc. Basedon the present issues extracted from the survey, we formulated a
3-year development plan for the utilization of female employees andstarted speciﬁc eﬀorts such as workplace development.

Promoting support for child and nursing careIn ﬁscal 2010, we set a 19th of each month as Family Day toback up the child-bearing generation with the entire company.
We also opened a Nursing Care Consultation Service to listen
to worries and consultations of our employees and their families
for nursing care and give them appropriate advice. Besides, we
continue to hold the Holiday In-house Nursery , Networking
Event for Working Mothers and TG Family Day .
Commended of these proactive programs, our company was
selected to receive a Recognition for Family Friendly Enterprises
from Aichi Prefecture. This award is given to a model company
promoting to create the working environment that enables both
men and women to achieve the work-and-life balance.

Workshop for management to promote
the utilization of female employees

Seminar for female employees who
work vividly

Creating a workplace where people with disabilities canestablish themselves and feel that their job is rewarding
Toyoda Gosei proactively employs people with disabilities in various practical capacities. In ﬁscal 2010, we targeted a 2.0% employment rate of disabled people which exceeds a 1.8% employment
rate required by law. As a result, we employed 112 people withdisabilities (as of April 1, 2011), achieving a 2.02% employment
rate that exceeded the initial target.
With the Committee for Promotion of Employment of People with
Disabilities as a center, we promote each activity ranging fromhiring to assignment/education, establishment and enlightenment.

Holiday nursery

23

TOYODA GOSEI REPORT 2011

Receiving the Aichi Prefecture Recognition
for Family Friendly Enterprises

In particular, we focus on establishment to understand the current

interviews with people with disabilities. We have put a system inplace that can implement from hiring to assignment in a planned
manner by routinely exploring the jobs to which people withdisabilities can adjust them-

Maintaining mental and physicalhealth support
Mental health and physical health are the major pillars of
employee health management. We are taking several mea-

selves. Also, we strive to promote
disabilities as the Toyoda Gosei

maintenance within the company.

Group. For example, TG Welfare

Health Educational Structure

subsidiary.

Seminar of knowledge and how to treat
people with hearing diﬃculties

Changes in the employment rate of disabled people
（％）
3

'01

'02

'03

'04

'05

'06

'07

'08

'09

'10 (Fiscal year)

Creation of a system that enables workwith peace of mind after retirement

Division leaders &Assistant Managers

Physical healthmanager
education

Section leaders

enables work with peace of mind after retirement as well.

Changes in Reemployed Retirees
200

Persons scheduled
to be reemployedTeamleader(Good life
seminar 35
Physical healtheducation at
35 years old

Mental healtheducation for
management
directors

Mentalhealth(follow-up)
education

Self-careeducation)

Retirees

Environmental Reportployment System" and we are creating a system that

Reemployed person

Supervisors

TL &Subsection
leaders

Mental healthleaders
education

General employees

Starting in April of 2006, we established the "Retiree Reem-(persons)

General managers

GL

Legally required
employment rate of 1.8%

1Plant managers

Social Report

2.0％

2

Management Reportsures to promote and strengthen mental and physical healthemployment of people withreceived a permission of special

Business Reportsituation and improve the working environment through periodic

Continuing mental health education
for management directors
To promote eﬃcient workplace operation and smooth communication, we regularly held mental health education sessions in ﬁscal 2010 for each employee position, with afocus on newly appointed management directors, division
leaders, and assistant managers, all of whom can be sus-

Financial Report

ceptible to stress. A qualiﬁed clinical nurse at each site

100

works to enhance counseling services. With the number ofconsultants declining, the results are steadily beginning to

0

show.
'06

'07

'08

'09

'10

'11 (Fiscal year)

Raising awareness of healthcare
Since ﬁscal 2007, we have held the Good Life Seminar 35
for employees aged 35 years to provide education about

Voice
Ayumi Kizawa

related diseases.

Diversity Promotion Project
Human Resources
Development Divisionon activities to help our employees who were challenging toI have returned to work since spring of 2010 after taking a childcare leave following my marriage and childbirth. I m in charge ofutilizing female employees. Though I sometimes worry about
how to relate to work, I would like to use my experience as amother and parent. The Diversity Promotion Project made agood start as the ﬁrst step, but we still have many things to do. I
will continue to make patient approaches from two-way directions of creating a system and enhancing awareness.

Corporate Data

keeping healthy in their daily lives and prevent lifestyleIn ﬁscal 2010, we began No Smoking Program and worked
quit smoking.

Continuing prevention of H1N1 influenza
A new strain of inﬂuenza (swine ﬂu) that spread in ﬁscal
2009 weakened in ﬁscal 2010 with the number of infected
people decreased. In case of the occurrence of highly infectious inﬂuenza, however, we continued to urge precautions
including through hand-washing and gargling to preventthe infection.

TOYODA GOSEI REPORT 201124

Promoting activities to achieve
our goal of zero accidents
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 theDivision for the Development of a Safe Workplace and thedivision 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 public recognition. By the end of ﬁscal 2010, 29
managers and 50 supervisors had been recognized for this honor.

Main Activities in Fiscal 2010
Implementation

Division for the Development of Safety Aware Personnel as

Acquisition of occupational safety management
systems by 24 domestic and overseas sites
In the Development of a Safe Workplace , we are working on theDevelopment of
Safety Aware Personnel

two wheels of one cart.

creation of safe facilities and forklift-free activities, aiming to makethat are linked with accidents. As the Toyoda Gosei Group, we
have obtained the OSHMS certiﬁcation*1, a common standard for
occupational health and safety management systems, for domestic bases, and been advancing our activities to obtain the OHSAS
certiﬁcation*2 for our overseas bases. By the end of ﬁscal 2010,
the sites written below have obtained these certiﬁcations.
*1 Occupational Safety and Health Management Systems*2 Occupational Health and Safety Assessment Series

The state of occupational health and safety
management systems acquisition
ToyodaGosei● Heiwacho Plant ● Haruhi Plant ● Inazawa Plant● Bisai Plant ● Nishimizoguchi Plant ● Morimachi Plant

Domestic
Aﬃliates● Ichiei Kogyo Co., Ltd., ● Hinode Gomu Kogyo Co., Ltd.,● Chusei Gomu Co., Ltd., ● Hoshin Gosei Co., Ltd.,● TG Maintenance Co., Ltd., ● TG Logistics Co., Ltd.,● TG Opseed Co., Ltd.

Overseas
Aﬃliates● Fong Yue Co.,Ltd. ● Tianjin Toyoda Gosei Co., Ltd.
● Toyoda Gosei Czech,s.r.o. ● TG Kirloskar Automotive Pvt.Ltd.
● Toyoda Gosei Texas,LLC ● 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

2● Sub-sectional leaders, who are the center of safety activities,
enhanced safety capabilities and improved the environment inaccordance with the actual situation3● Promoted safety meeting/KYT education in own workplaces bystrengthening KY education and foreman training for technical GL and TL

4● Enhanced safety awareness and sensitivity by expanding andpenetrating voluntary and independent safety activities including
safety-focused activities

5● Enhanced the quality of risk assessment of work

6

● Ensured safety at the time of frequent suspension of facilities

7● Standardized the operations such as molding work andimproved inspections of crane wires

8● Made the non-stop work such as robots and electric motors safer
and promoted the abolishment of such work

Changes in the Rate of Work Accidents(rate of injuries resulting in lost work time)
1.5

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

Whole manufacturingindustry

1.0

0.96

Transportation equipment
industry
0.5

0.44

Toyoda Gosei
0

0.129
'01

'02

'03

'04

'05

'06

'07

'08

'09

'10

(Fiscal year)

Create a workplace that is easy to workin with the cooperation of labor unions

Implementing Safety-focused activities forthe independent resolution of health and safety issues

Based upon our fundamental philosophy on labor management

Creating "Safety Aware Personnel" is our awareness building

the labor union on wage, working environment, working hours

activity that aims to cultivate individuals capable of identifying
possible "threats" as risks by checking all employees and providing guidance to those who need it. Since ﬁscal 2009, we
have been working on 'Safety-

and other general working conditions.
We regularly hold such meetings as the "Central LaborManagement Council" and the "Divisional Labor-Management

the division chiefs themselves andrelating to health and safety in theunion members directly discuss

workplace for each on-site unit ofmatters closely related to the work-

subsections and teams.

TOYODA GOSEI REPORT 2011

between employees and management", we hold discussions withManagement Council in particular,

and resolve problems or issues

Twice a year, each manufacturing

relations, "establishing mutual trust and sharing responsibilities

Council". At the Divisional Labor-

focused activities to investigate

25

Development ofa Safe Workplace

our workplace free of the dangerous sites or causes of danger

1● Discovered defects by routine patrol of Manufacturing GM and Plant
Manager and made improvements after on-site voices were heard

place, aiming to create a workplace
Presenting Safety-focused activities

where everyone is easy to work.

Central Labor-Management Council

Relationship with our Shareholders
By increasing corporate value and proactively disclosing information, we strive to enable
understanding of our company's achievements and ways of thinking.

Proper disclosure of information
regularly disseminating information through our homep-

half of the year were relatively strong and the market ofage and IR tools and promoting to hold ﬁnancial brieﬁngs

tablet-type information devices in the optoelectronics

and IR events.

business rapidly expanded. As a result, overall earnings

In ﬁscal 2010, we made eﬀorts to enrich contents of IR

came in at 516.9 billion yen, which represents a 4.4%

information on our website. Twice yearly, we hold brief-

increase from the previous year s ﬁgure of 495 billion yen.

ings for institutional investors and securities analysts to

As for proﬁt, the increased sales in the optoelectronics

report our ﬁnancial statements. We post the materials

business together with the increased sales in the automo-

from these meetings, together with the relevant ﬁnancial

tive parts business and our concerted eﬀorts to reduce

information, on our website to ensure proper disclosure.

total costs across the Group boosted our overall ordinary

We also actively hold individual discussions and provide

income to 27.5 billion yen, an increase of 3.7% from theinformation to many investors within Japan and overseas.

previous year s ﬁgure of 26.5 billion

Furthermore, we participate in IR events, which includes

yen. Net income for the period cameoverseas institutional investors, and strive to receive cor-to 17.1 billion yen, a 20.1% increase

porate recognition as an open corporation.

from the previous year s ﬁgure ofMain IR Activities

14.2 billion yen.

Targeted person

an annual dividend from surplus ofDomestic institutional
investors
Securities Analysts

Individual discussions,financial briefings

Overseas institutional
investors

Individual discussions,participation in IR events

Report of our achievements

Changes in Dividends
(yen)

60

Individual shareholders
and investors

46.0

18.0

19.0

'03

'04

'05

0

36.0

36.0

'08

'09

'10

Plant tours held after theshareholders' general meeting
Published "Report on
Achievements"

Toyoda Gosei ReportissuedDissemination offinancial
and IR informationby the homepage

26.0

'06

'07

Financial Report

16.0

36.0

IR activities

Environmental Report

As a result, we decided to distribute

30

Social Report

Our company strives for proper information disclosure bybusiness of automotive parts, the auto sales in the ﬁrst

Management Report

Despite of the eﬀects of the earthquake on our staple

36 yen per share.

Business Report

Achievements and rates of return(Fiscal year)

Distribution Status by Shareholder

31 March,
2011

30.02

49.10

11.28 8.45

31 March,
2010

27.3

49.1

14.9

0

0.8
20

Brieﬁng to report on ﬁnancial statements

Corporate Data

Japanese
Individuals
companies,
and others
Financial
Treasuryetc.
products
traders
0.01
stocksForeign
0.68
investors, etc.
Financial
0.46
institutions

Government/
local authorities

7.4
0.5

40

60

80

100
（％）
Brieﬁng on account settlement bytelephone conference

TOYODA GOSEI REPORT 201126

Relationship with our Suppliers
We develop and grow together with supplies based on our strong cooperative ties.

Basic Procurement Policy
Our basic procurement policy is to "establish a pro-Strengthening our collaboration
with suppliers

curement platform beneﬁcial to us and carry out op-

Four times a year, about 100 suppliers participate in atimum global procurement by presenting relevant

procurement liaison meeting. The session consists of con-oﬃces and suppliers with procurement plans, poli-tinuing themes such as developments in production infor-

cies, etc. that properly reﬂect the changing procure-mation, quality control, compliance activities, safety ac-

ment conditions as well as the attitudes of custom-

tivities, anti-earthquake measures, security management,

ers and competitors, so that we will be able toand harmful substances management. In addition to en-

produce competitive products". Based on the idea

riching the contents of these recurring themes, wethat "suppliers support our company", we will put

deepen our relationships with our suppliers by holding

our company to work and develop structuralvarious educational sessions and lectures for develop-

strengthening policies for suppliers through the prin-ment of human resources.

ciples of "Genchi", "Genbutsu", and "Genjitsu".

Our eﬀorts for quality improvement,
safety/ﬁre protection, compliance, etc.
Holding a procurement policy
brieﬁng session

We are taking actions to grow with our suppliers throughstandardized work maintenance and activities for prevention of defective outﬂow, which are intended to avoid any

We hold a procurement policy brieﬁng session every Aprilsigniﬁcant quality problem. In addition to activities toto present the direction we should follow toward creating

reduce total costs for improving competitiveness, we also

the company atmosphere that surrounds our company

urge our suppliers to participate in the design of metal

and to have our procurement policy for the year ﬁrmly un-

molds and products.

derstood.

In ﬁscal 2010, we improved the level of safety and ﬁre pro-

We ask 161 suppliers of products, parts, processing, mate-tection in particular through workshops and mutual visits

rials, facilities, and metal molds to participate in this ses-with each supplier. Considering the current economic con-sion to discuss "our challenges and actions to be taken"

ditions, we are progressively open to discussions with ourand, in relation to this year s "procurement policy", to talksuppliers regarding management issues and activities toabout safety, quality, quantities, costs, technology, global

secure proﬁts such as waste-eliminating activities.

expansion, CSR, etc. so we can enhance the level of coordination with these suppliers.
We also give awards to suppliers who have made a noteworthy contribution in each ﬁeld to show our appreciationand encourage all the
suppliers who partici-

Based on our company's "Green Procurement Guidelines

pated to continue(3rd Edition)", we continue to expand environmental ac-

making progress. At

tivities. The guidelines are composed of two components:

the latest session, we"environmental management" and "harmful substancespresented awards inmanagement".

the ﬁelds of quality,

We have produced good results in "environmental man-cost, technology andthe environment.

Promoting green procurement

Procurement policy briefing session

agement" by acquiring ISO14001 certiﬁcation involving
energy saving and waste reduction.
As for the issue of harmful substances management , weare working as a team with our suppliers to ensure appropriate handling of the EU's ELV*1 and REACH*2 regulations, as well as VOC*3 management.
*1 End of Life Vehicle*2 Registration, Evaluation, Authorization and Restriction of Chemicals*3 Volatile Organic Compounds

27

TOYODA GOSEI REPORT 2011

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

Business Report

tribution activities and developed the support system by

Further bolstering social
contribution activities

introducing the volunteer award system and education
for social contribution. These eﬀorts have enabled ourAs an automotive parts manufacturer, Toyoda Gosei
strives to create better local communities though interactional activities on traﬃc safety, our other activities are
based on the 3 cornerstone themes of support for thevulnerable , youth development , and environmental
conservation .
In order to encourage our employees and give them an
incentive to widen the circle of volunteer activities, wehave enhanced our employees awareness for social con-ous activities. Also in our overseas bases, we strive tocreate close relationships with local communities mainlyManagement Reporttions with local residents. Aside from the essential educa-

employees to interact with local residents through vari-through volunteer activities.
In ﬁscal 2010, we conducted various activities including the Declaration of Social Contribution Activities by all employees and theintroduction of charity meals at
our cafeterias.
Volunteer markSocial Report

Support for the Vulnerable

Wheelchair Doctors

The cafeterias of our 7 facilities
introduced charity meals thatraise 10 yen for one meal to buy
wheelchairs. The wheelchairs
were donated to three welfare
facilities in the community.

The volunteer group formed by
the employees visit welfare facilities for the elderly and hospitals in
the community every month,repair, to adjust or clean morethan 300 wheelchairs a year. This
activity has continued for morethan 16 years.

Environmental Conservation

Selling goods produced by
vocational-training facilities
To support the independence ofpeople who attend vocational
facilities for the disabled, we provide a place to sell hand-madebreads and cookies at our seven
facilities every month. Any revenue
earned is used to help ﬁnance theoperation of the relevant vocational facility.

Financial Report

We have started to support
people with severe intellectual
disabilities, who are challenged tosupport themselves in the society.
TG Welfare obtained the certiﬁcation of a special subsidiary.

Charity Meals

Environmental Report

Support the independenceof people with severe
disabilities

Youth Development

Community Cleaning
Activities

Ichinomiya Boys and Girls
Invention Club

Sponsorship and Support
Activities for SportFor the purposes of enhancing our
employees environmental awareness and promoting internal communications, we have started
tree-planting activities at ourplants since 2009. In ﬁscal 2010,
we planted trees at our two bases
each in Japan and overseas.

In addition to routine cleaning
activities at each facility, we implement the community cleaning
activities across the company
twice a year. Each time, more than
1,300 people including our
employees families and students
in the community participate in thecleaning activities.

To provide a setting that enables
children to enjoy creating something and help them grow intocreative human beings, we havefully supported the club since theirestablishment and have participated in their planning and operation. In ﬁscal 2010, 106 children
participated in the club.

We are involved in activities tohelp elementary and junior highschool children in the community
get to know the pleasure ofsports. Athletes from volleyball,handball and basketball clubs
teach them how to play. We also
routinely provide opportunities ofinteractions between these athletes and the disabled.

TOYODA GOSEI REPORT 2011

Corporate Data

Afforestation Project of
our Plants28

Other Activities

Activities to support theareas affected by the Great
East Japan Earthquake

Receiving the Recognition
for Family Friendly
Enterprises

Receiving the Award ofMake a CHANGE Day
two years in a row

As the Toyoda Gosei Group, we
donated a total of about 70
million yen to the aﬀected areas
and dispatched our employees
and commodities including 1,000
LED ﬂashlights and 2,300 meals ofwater and food. Our company s
sports clubs also raised money inthe streets.

We received the Recognition for
Family Friendly Enterprises, which
is given to model companies that
promote to create the working
environment which allow men andwomen to achieve the work-andlife balance, from Aichi Prefecture.

We participated in the Make a
CHANGE Day when people all
across the country conduct volunteer and civil activities all together.
Our activities for Aﬀorestation
Project of our plants received theaward two years in a row.

Declarations ofSocial Contribution

Volunteer Award System

Traffic Safety Presentation(on Valentine s Day)

We enhance our employees
awareness for social contribution
by letting all employees declaresocial contribution activities with
their own targets.

Education on social contribution for new employees
We held the exchange event
between our new employees andthe disabled to help our employees properly understand the disability through interactions, learn
how to support the disabled andnurture compassionate heart , toimprove their social and cooperative skills and expand their perspectives.

29
31

TOYODA GOSEI REPORT 2011

We give awards to our employees
who have conducted excellent
volunteer activities to increase our
employees motivation for volunteering and provide an incentive toexpand its circle.

About 60 employees visit 14 nurseries and kindergartens around ourfacilities to teach the children theimportance of traﬃc safety using
picture-card shows and videos. In
ﬁscal 2010, we marked the 25th
anniversary of this activity.

Donation to
the community
We donated our LED Security
Lighting to Ichinomiya City to help
them make the safer city without
crime. This is our third donation
following Kiyosu City and Inazawa
City in 2009.

Traffic Safety Patrols
We are involved in educational
activities to promote traﬃc safety
to reduce traﬃc accidents andprotect vulnerable road users. On
10th, 20th and 30th days of eachmonth, our employees voluntarily
stand around each facility to callfor traﬃc safety to people in thecommunity.

Overseas volunteering
We held a family event to raise
funds for charity.
（Toyoda Gosei UK Ltd. ）We introduce the Japaneseculture (e.g. origami, how to use
chopsticks) at elementary schools
in the community.
（Toyoda Gosei North America
Corporation）

We held an open house to teachJapanese calligraphy to local community.
（TG Missouri Corporation）

Globally Expanding Environmental Management
In order to properly respond to global environmental problems, we develop and promote
environmental activities that include the domestic/overseas aﬃliated companies and suppliers.

We conduct numerous activities with the environment in

Reduction in materials discarded
per sales (consolidated in Japan)

mind based on our environmental policy.
In addition to taking the environment into consideration

Reducing 5 gases*1
Reducing water usage

in every process from development through production

Afforestation Project of our plants

and sales, we quickly respond to changes in the regula-Expanding LED use in the company
Zero cases of non-complianceand complaints activities

mental activities as the Toyoda Gosei Group. We also
strive to enhance the environmental awareness of eachactivities.
We will formulate the Fifth Environmental Action Plan ,our action plans for environmental eﬀorts from ﬁscal year

Response to Europe s
REACH*2 regulations
Establishing the SOC*3 management foroverseas major sites including China
Developing Global EMS
Total elimination of hexavalentchromium use in products

2011 to ﬁscal year 2015, and continue our environmental
activities.

1 Promotion of environmentally-friendly

corporate activities

2 Eﬀorts as a good corporate citizen

3 Transmit the information of these eﬀorts broadly and listen toa variety of opinions for greater improvement of activities.

Continuing our policy of zero landfill
waste and zero incinerated materials
Reduction in emissions of VOC*4and PRTR*5 substances
Compliance Management

Establishment,
Environmentallyfriendly manufacturing

Expanding material recycling

1991
Set up "Nicely"
Committee

Zero landfill waste
Toyoda Gosei group's activities
to obtain ISO 14001 certification

2000
Formulation of theThird Environmental
Action Plan
Main domestic plants
achieved ISO 14001
Environmental accounting
Strengthened environmental
education

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

75% reduction in waste(compared to fiscal 1991)

50% reduction in waste(compared to fiscal 1991)

Total elimination ofchlorinated solvents

Total elimination of CFC
substitutes and trichloroethane

Financial Report

Take a progressive approach to local and social environmental activities as a good corporate citizen while participating inand oﬀering support and cooperation for environmental activities with various organizations. Educate our employees so thatthey participate in environmental activities as a member of theregion or community, while oﬀering them support for theirsocial contribution and volunteer activities.

5% reduction in materials discarded
per sales unit compared tofiscal '03 (consolidated)

Environmental Report

Maintain the awareness that our business is deeply linked tothe environment at every stage from development, production,and sales to disposal. Promote environmentally-friendly corporate activities in cooperation with customers and public
administrations as the Toyoda Gosei Group, including thedomestic and overseas aﬃliated companies and suppliers, aswell as all the business units of Toyoda Gosei.

Cutting overall CO₂ emissions to
5% below the fiscal 1990 level

8% reduction in CO₂ emissions
per sales unit compared tofiscal '03 (consolidated)

Social Report

Environmental Policy

2005
Formulation of the
Fourth Environmental
Action Plan

2010
Formulation of theFifth Environmental
Action Plan

Management Reporttions and needs of our time, and are working on environ-one of our employees to promote the revitalization of ourBusiness Report

Challenge toward higher goals
Reduction in CO₂ emissions
per sales (consolidated)*1 HFC (hydrofluorocarbon), PFC (perfluorocarbon), 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

Diagram of the Organization for Promoting
Environmental Action

policies and other important issues for the Toyoda Gosei
Group as a whole. Our Environmental Committee is composed of 3 subcommittees in the ﬁelds of products, production and quality. These subcommittees strive to link
together with other subsidiary organizations such as liaison committees and working groups to promote environmental conservation and management activities fromtheir own professional viewpoints.

Corporate Data

Chairman, discusses and decides upon environmental

Chairperson: Company President

The Environmental Committee , with our President as its

Product and Technology Environment Subcommittee[Promotes and manages development of environmentally friendly
products and technologies]

Environmental Committee

Organization for Promoting
Environmental Action

Product andTechnology area

Manufacturing
Production Environment Subcommittee
area[Promotes and manages measures and technologies that havezero emissions during manufacturing processes]
Liaison Committee for Environmental
Communication with Domestic Affiliated Companies[Manages, guides, and supports consolidated efforts forenvironmental conservation among affiliated companies
and major suppliers in Japan]
Liaison Committee for Environmental
Communication with Overseas Affiliated Companies[Manages, guides, and supports consolidated environmental
conservation efforts among overseas affiliated companies]
Quality
Assurancearea

Subcommittee on Systems for SOC Regulations andQuality Assurance[Develops systems to address SOC regulations and quality control]

The Environmental Committee and subcommittees send information to plants and other worksites through specialized committees established according to their own ISO14001 systems.

TOYODA GOSEI REPORT 201130

Fifth Environmental Action Plan ( Fiscal 2011‒ Fiscal 2015 )result, we were able to achieve our goals in all items in the

Formulating theFifth Environmental Action Plan

Fourth Environmental Action Plan (ﬁscal 2006 to ﬁscal
2010) .

Toyoda Gosei has formulated the Fifth Environmental
Action Plan , the Toyoda Gosei Group s action plan for environmental eﬀorts from ﬁscal 2011 to ﬁscal 2015.
Since we ﬁrst formulated the First Environmental Action
Plan (ﬁscal 1993 to ﬁscal 1995) in 1993, we have aggressively promoted environmental conservation activities. As a

In response to this result, we will promote the Fifth Environmental Action Plan with reduction of environmental loadand environmental management as two pillars. We plan tofurther contribute to the establishment of a low-carbon andrecycle-based society in good harmony with nature throughprovision of environmentally-friendly manufacturing andproducts, eyeing the achievement of our goals in 2020.

Fifth Environmental
Action Plan
Contributing to establishment of a low-carbon andrecycle-based society in good harmony with nature through provisionof environmentally-friendly manufacturing and products

Two pillars

to promote ourenvironmental activities

A Prevention of global warming● Reduction of CO2 emissions
GlobalUnit ofoutputTargetin fiscal
2012

31%

reduction comparedwith fiscal 2003

D Cooperation with communities● Reduction（

SF6 (substitute of）of 5 gases*1 sulfur hexafluoride, etc.
Toyoda Gosei

Amount ofemissionsTargetin fiscal
2012

30％

Targetin fiscal
2012

41％

reduction comparedwith fiscal 2003

E Enhancement of awarenessfor environment● Reduction of recycling of cooling（water usage water effluent, etc.

）

Toyoda Gosei
Volumeof useTargetin fiscal
2012

31

TOYODA GOSEI REPORT 2011

54％

reduction comparedwith fiscal 2003

friendly LED maker● Expansion of LED use in the company

Replace about 50,000 fluorescent lights
currently installed in our plants and offices
by LED lights in the next 5 years● Expansion of LED business (TV, PC, lighting)Toyoda Gosei
in fiscal
2012

F Contribution as an environmentally-（using LED lights in all domestic facilities）● Reduction of VOC*2

Targetenvironment and environmental
education in the company s newsletter12％

reduction comparedwith fiscal 2003

C Reduction of environmentally harmful substances

Unit ofoutputPlant about 600,000 trees in 60 domestic
and overseas bases in the next 10 years● Promoting cover stories about

Toyoda Gosei
Unit ofoutput● Afforestation Project of our plants● Beautification activities around our plants

reduction comparedwith fiscal 2003

B Effective use of resources● Reduction of emissions

Environmental
management

2003年比Note)

are items to be newly tackled*1 HFC (hydrofluorocarbon), PFC (perfluorocarbon),SF6 (Sulfur Hexafluoride), CH4 (methane), N2O (nitrous oxide)*2 Volatile Organic Compounds

Results of our Activities for the Fourth
Environmental Action Plan (Fiscal 2006 ‒ Fiscal 2010)

Implementation

Theme

Reference
page

Results of the activities in ﬁscal 2010

① Development of products and technologies which contribute toﬁrst-rate fuel consumption

Examples of development in weight reduction・・・・・・・・・・・・・・・・・・
̶ Practical implementation of plastic fuel filler pipe

P34

Development of products and technologies with lower power consumption

Management Report

Development of products and technologies for improving aerodynamics② Development of built-in parts for clean energy vehicles andtheir eﬀective introduction / popularization
Development of products and technologies for fuel-cell vehicles③ Development of technologies for various energy sources and fuels
Development of products and technologies for vehicles
Development of materials compatible with new fuels
Examples of our eﬀorts for production ・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Downsizing of vulcanized tank

P34

Social Report④ Reduction of CO2 in production and Logistics activities

̶ Further energy saving of million duct molding machine̶ Alternative gas for HFC
Eﬀorts for logistics ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Improved eﬃciency of loading

P35

̶ Localization of productions among customers
̶ Focused extensively on fuel-eﬃcient driving

Item

Production［1］

Logistics

Nonconsolidated

Nonconsolidated

Goals for ﬁscal 2010

Results for ﬁscal 2010

Reduce by 8% comparedto ﬁscal 2003

71［2］CO2 emissions

Reduce by 10% comparedto ﬁscal 2003

106,000 tons of CO2

CO2 emissions per sales unit

Reduce by 15% comparedto ﬁscal 2003
Reduce by 10% comparedto ﬁscal 2003
Reduce by 10% comparedto ﬁscal 2003

78

Consolidated CO2 emissions per sales unit

CO2 emissions
CO2 emissions per sales unit

［1］Applicability: Delivery, mid-process, and procurement logistics［2］This value takes the ﬁgure in the base year as 100.

［2］

11,280 t-CO2
76［2］Achieved a 29% reduction
compared to ﬁscal 2003
Achieved a 14% reduction
compared to ﬁscal 2003

(Reduced by 8% compared to ﬁscal 1990)

Achieved a 22% reduction
compared to ﬁscal 2003
Achieved a 16% reduction
compared to ﬁscal 2003
Achieved a 24% reduction
compared to ﬁscal 2003

Evaluation［3］
○

P34

○

P34

○

P34

○
○

Environmental Report

Production / Logistics

Energy saving / Prevention of global warming

Development / Design

Development of products and technologies for weight reduction

Business Report

In the Fourth Environmental Action Plan we worked on from ﬁscal 2006 to ﬁscal 2010, all domestic
and overseas companies in the Group collaborated with each other and implemented environmental
conservation activities step by step to achieve the goals.
As a result, we were able to achieve our goals for all items in the Fourth Environmental Action Plan .

P35
P35

［3］○：Goal for the Fourth Environmental Action Plan was achieved,
×：Goal for the Fourth Environmental Action Plan was not achieved

Development of technologies for improving ELV* parts recycling⑥ Further promotion of designs which facilitate recycling

P36

̶ Responded to regulations of laws, such as the European
Union's (EU) ELV* Directives and to the ELV Recycling Law
̶ Establishing desulfurizing conditions for rubber productcontaining metal insert
Examples of our eﬀorts for production ・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Reduce defects of smart phone cases̶ Reduction of packaging materials

P37
P37

Corporate DataEﬀorts for logistics ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

Production / Logistics

Recycling of resources⑦ Further promotion of eﬀective utilization of resources forrealizing the recycling society

̶ Establishing new recycling techniques

Financial Report

Development / Design

Eﬀorts for enhancing recycling eﬃciency ・・・・・・・・・・・・・・・・・・・・・・・・・・⑤ Development of recycling technologies

̶ Rigorous management of returnable containers

Materials
discarded
Production
Waste

Item

Goals for ﬁscal 2010

Consolidated

Volume of waste per sales unit

Nonconsolidated

Volume of waste per sales unit

Reduce by 5% comparedto ﬁscal 2003
Reduce by 5% comparedto ﬁscal 2003

Landﬁll waste

Maintain zero emissions

Incinerated waste

Zero emissions

Volume of use

Reduce by 10% comparedto ﬁscal 2003
Reduce by 15% comparedto ﬁscal 2003

Nonconsolidated［1］Packaging
Nonconsolidated
Logistics
materials

Volume used per sales unit

［3］［1］Applicability: Delivery, mid-process, and procurement logistics［2］This value takes the ﬁgure in the base year as 100.

Results for ﬁscal 2010

67［2］Achieved a 33% reduction
compared to ﬁscal 2003
Achieved a 33% reduction
compared to ﬁscal 2003

0t

̶

67

［2］

13t
100t
38［2］

Achieved a 99% reduction
compared to ﬁscal 1998
Achieved a 43% reduction
compared to ﬁscal 2003
Achieved a 62% reduction
compared to ﬁscal 2003

Evaluation［4］
○
○
○
○
○
○

P36
P36
P36
P36
P37
P37

［3］99% reduction compared to ﬁscal 1998 (16 ton or less)［4］○：Goal for the Fourth Environmental Action Plan was achieved,
×：Goal for the Fourth Environmental Action Plan was not achieved*End of Life Vehicle

My Eco Declaration I will eliminate waste of paper by setting default of 2up two-side printing for printout.

TOYODA GOSEI REPORT 201132

Implementation

Theme

Reference
page

Results of the activities in ﬁscal 2010
Established the global management systemand promoted reduction activities ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

P37⑨ Reduction of emissions of PRTR*2 substances

Reduced PRTR substances ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

P38

Item

Production / Logistics

Environmentally harmful substances

Development / Design /Mass production⑧ Management of environmentally harmful substances.
Further promotion of reduction activities
Total elimination worldwide of 4*1 environmentally
harmful substances subject to restriction

Volume of PRTR emissions
Production Nonconsolidated (to the atmosphere)̶ Improvement of paint coating efficiency

Goals for ﬁscal 2010

Reduce by 55% comparedto ﬁscal 2000

Results for ﬁscal 2010
201t

Reduce by 68% comparedto ﬁscal 2000

Evaluation［1］○［1］○：Goal for the Fourth Environmental Action Plan was achieved,
×：Goal for the Fourth Environmental Action Plan was not achieved

Reduction of VOC emissions ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・⑩ Reduction of VOC*3 emissions

̶ Making surface mold coat of instrument panel water-based

P38

̶ Using less painting for glass run

Item
Production Nonconsolidated VOC emissions per sales unit

Goals for ﬁscal 2010
Reduce by 50% comparedto ﬁscal 2000

Results for ﬁscal 2010
［1］

33

Reduce by 67% comparedto ﬁscal 2000

Evaluation［2］○［1］This value takes the ﬁgure in the base year as 100.
［2］○：Goal for the Fourth Environmental Action Plan was achieved,
×：Goal for the Fourth Environmental Action Plan was not achieved⑪ Further CO2 reductions from global business activities⑫ Enhancement of consolidated environmental management

Environmental management

Management⑬ Further promotion of environmental management bybusiness partners

Understood the actual reduction in global CO2
emissions and promoted the established reduction plan・・・・・
Enhancement of consolidated environmental management
̶ Domestic and overseas sites acquired ISO14001
and the current assessment status ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Environmental Audits (Internal Environmental Auditing,External Environmental Auditing) ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Eﬀorts of the domestic aﬃliated companies(Hinode Gomu Kogyo Co., Ltd.) ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Eﬀorts of overseas aﬃliated companies(Toyoda Gosei (Foshan) Auto Parts Co.,Ltd.) ・・・・・・・・・・・・・・・・・
Promoted Procurement Policy̶ Held brieﬁngs on our Procurement Policy ・・・・・・・・・・・・・・・・・・・・・

P39
P39
P39
P41
P41
P27

̶ Global development of management system ofenvironmentally harmful substances ・・・・・・・・・・・・・・・・・・・・・・・・・・・・

P37

Implemented systematic environmental education
programs ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

P40⑮ Promotion of new business activities which contribute toimproving the environment

Examples of promotion of new business activities
which contribute to improving the environment ・・・・・・・・・・・・・・・・

P42⑯ Steady reduction of environmental burden in life cycle
through full-scale application and popularization of Eco-VAS*4.

Regularly reported data on resource consumption andenvironmental impact based on clients' systems⑰ Contribution to formation of a recycle oriented society

Our eﬀorts for community⑭ Enhancement of environmental education

̶ Expansion of LED business for consumer use

Cooperation with society̶ Carried out community cleaning activities ・・・・・・・・・・・・・・・・・・・・・
̶ Contributing proactively to society at our overseas sites ・・・・・
̶ Afforestation Project of our plants ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・⑱ Disclosure of environmental information and enhancement ofinteractive communication

Disclosure of environmental information and enhancementof interactive communications
̶ Exhibited at the 3rd LED/OLED Lighting Technology Expo ‒ Lighting Japan・・・・
̶ Publication of "Toyoda Gosei Report 2011"⑲ Proactively contributing to and advising on environmental
policies with a view to sustainable development

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

̶

P28
P29
P43

P42

̶

*1 Lead, mercury, cadmium, and hexavalent chromium*2 Pollutant Release and Transfer Register*3 Volatile Organic Compounds*4 Eco-Vehicle Assessment System

33

TOYODA GOSEI REPORT 2011

My Eco Declaration

I will turn off wasteful in-plant lighting and air-conditioning equipment at the time of routine run.
I will also turn off wasteful lighting and air-conditioning equipment in the office.

Energy Saving / Prevention of Global Warming
We are striving for high productivity and streamlined logistics by enhancing lighter weights for vehicle bodies
as well as measures for dealing with a diverse range of energies. We aim to reduce our CO2 emissions.

For product and technical developments under the"Fourth Environmental Action Plan", we promoted ①
eﬃciency; and ② adaptations for clean energy vehicles
and fuel diversiﬁcation.
In ﬁscal 2010, we accelerate the weight reduction of ve-

S

E

S

T

U

D

Y

Weight reduction of plastic fuel filler pipe
We made the plastic fuel ﬁller pipe that feeds oil froma ﬁller opening to a fuel tank lighter by cutting thenumber of parts and integrating the functions.
Speciﬁcally, we minimized the number of parts and78

Nonconsolidated
Goal

15％

71

reductioncompared toﬁscal 2003

0

'03
(the base year)

'06

'07

'08

'09

'10

(Fiscal year)

Changes in CO2 Emissions (Nonconsolidated)
14

10％

12.3

10.6

0

Reduced by approx.
5% compared toﬁscal 1990

'06

'07

'08

'09

）

'10

(Fiscal year)

Environmental Report'03(the base year)

reductioncompared toﬁscal 2003（

7

achieved about 15% weight reduction by consolidating

Nonconsolidated
Goal

Social Report

Development / Design8％

reductioncompared toﬁscal 2003

*CO2 Emissions per sales unit (Index) takes the figure for CO2 emissions
in fiscal 2003 as 100.

CO2 emissions (10,000t-CO2)

A

Consolidated
Goal

60

making the plastic fuel ﬁller pipe lighter and the plastic

C

Nonconsolidated

80

hicle bodies through technical developments such as
products thinner.

Consolidated

100

Management Reportlighter vehicle bodies for improved performance in fuelChanges of CO2 Emissions per sales unit (index)
CO2 emissions per sales unit (Index)

Handling vehicle weight reduction
and clean energy

Business Report

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

the fuel tank and the ﬁller pipe through joint development with a fuel tank maker to reduce the connectors
and using a conductive plastic for an earth circuit. We
also reduced the bending process by changing a smalldiameter tube to an accordion shape and making it
ﬂexible.

C

A

S

E

S

T

U

D

Y

Production

Financial Report

Downsizing of vulcanized tank
We reduced the CO2 emissions by 30% by downsizing
the heating oven in the weather-strip manufacturing pro◀ Developed product(tank-loaded specification)

cess.
We improved the heat eﬃciency by cutting the crosssectional area by less than half of the conventional area
and increasing the internal wind speed by more than
twice, thus shortening the vulcanizing time. This not only

Elimination of wasteful energy andreduction of CO2 emissions
The Toyoda Gosei Group has aggressively promoted tosimultaneously reducing energy consumption. In ﬁscal
2010, we implemented on-site measures to thoroughly
eliminate energy waste by inspecting proper energy use
on holidays and forming awaste-eliminating plantsquad . We also continue to exchange information withthe production technology groups of other divisions andcarry out advance reviews from various perspectives,
including environmental aspects.

CO2 emissions per one line
Large

Reduced by 30%

CO 2 emissions

prevent global warming by improving productivity andreduces the heat loss but also decreases waste materials.

Corporate Data

Production

Other facilities
HAV* tank alone,

Small

Reduced by
50%

HAV tank

Conventional line

Compact line

* Hot Air Vulcanization

My Eco Declaration I will strive to save energy of heat-control equipment by attaching heat-insulating sheets to windows.

TOYODA GOSEI REPORT 2011

34

C

A

S

E

S

T

U

D

Logistics

Y

Making transport more eﬃcient by
newly setting up distribution bases

Production

Further energy saving of million duct
molding machine
For the purpose of reducing energy, we further upgraded
our self-developed million-duct molding machine andsurpassed the energy loss.
Speciﬁcally, we optimized the volume of a servomotorand signiﬁcantly cut the excessive energy. We also controlled the loss of energy conversion by directly linking
to the motor without a reducer and reduced energy by
36% compared to the conventional machine. Furthermore, our eﬀorts to control heat loss by high-cycling andmake the molding machine itself lighter have led to the
reduction of delivery loss. These eﬀorts enabled us toshorten the manufacturing cycles and improve the productivity by 40%.

To reduce CO2 emissions during transportation, we promote
shorter logistics ﬂow lines, improved loading eﬃciency andappropriate 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 2010, we set up the Miyoshi Distribution Center,shor tened the running distance of deliver y truck s andreduced the loss of load capacity by consolidating small-scale
distribution functions, which had been dispersed to each production base, into one location. This al so reduced thenumber of running trucks and decreased the number oftrucks by about 20%. The opening of this Center can improvetransportation and loading eﬃciency, which also leads to

Delivery loss

Loss of energy conversion

Heat loss

Necessary energy
Reduction by ・Volume of servomotor optimized

36%

・Reducer-less (direct link to motor)
・Increased efficiency of oil pressuresource(inverter motor servomotor)

Energy loss

Energy consumption (kWh)Excessive spec・High-cycling
・Downsizing, weight reduction
・Optimization of accelerationand deceleration

Conventional Newly developed
machinemachinegoal of reducing the CO2 emissions by 15%. The change inour distribution system also led to prevention of delayed
arrival to our clients.
Besides, we curved theCO2 emissions bychanging about 50 fork
lifts within the plantsfrom a gasoline type toa battery t ype andgave consideration to

Alternative gas for HFC

Production

reduce the running distance of trucks. Thus, we have set ourWe established a technology to reduce greenhousegases by switching HFC (hydroﬂuorocarbon) gas, which
is ﬂuorine gas with a high global warming potential, toalternative gas in the working process of a sapphire sub-the working environ -Three Pillars for Activities Designed to Reduce
CO2 Emissions from Logistics Operation
1

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

2

Shortening ﬂow line through route alterations andlocalization of production sites

strate in the LED chip manufacturing and started themass production.
We will accelerate the switch of ﬂuorine gasses step byMiyoshi Distribution Center

ment.

step and reduce the use of ﬂuorine gases by 95% in CO2
equivalent in 2015 toward the total eradication of suchgasses.

3 Pursuing transportations producing less CO2 emissions

The switch of ﬂuorine gasses also led to excellent workability and quality improvement.

Process B

Reduce by
95%

'10
HFC

'15
Alternative gas

Process C
Process D
Process E(Fiscal year)

20,000Nonconsolidated
Goal

13,4030'03'06(the base year)10％

11,28010,000

76

'07

'08

'09

'10

100

reductioncompared toﬁscal 2003

(Fiscal year)

80

0

Emissions per sales unit (Index)

TOYODA GOSEI REPORT 2011

Process A

Emissions (in tons of CO2)

Among of greenhouse gasses used
(10,000 ton ‒ CO2)

35

Changes in CO2 Emissions from Logistics Operationand in Emissions per sales unit (Index) (Nonconsolidated)*CO2 Emissions per sales unit (Index) takes the figure forCO2 emissions in fiscal 2003 as 100.
*Applied to: Delivery, mid-process, and procurement logistics

My Eco Declaration I will commit myself to eco drive through early departure and safe driving without being impatient and in a hurry.

Resource Circulation
We contribute to a resource circulation-based society through recycling design and activities
to reduce production bases.

Production

Ways of thinking about recycling design
Toyoda Gosei always designs its products with recycling in

Reducing Waste and Materials Discarded
We are promoting 3 reduction activities, namely, landﬁll waste ,incinerated waste , and discarded materials as part of our eﬀorts

quality material recycling technology and composite mate-

to tackle resource recycling at our production bases.

rial separation technology to expand the reuse of highOur goal of zero direct landﬁll waste was ﬁrst achieved in December,polymer materials such as rubber products.

2002, and has been maintained continuously through to ﬁscal 2010.

We are accumulating technology that enables mid process

As for reductions in discarded materials, we have been desulfurizing

recycling technology to be used in ELV* parts recycling.

rubber products containing metal inserts and expanding our eﬀorts to*End of Life Vehicle

re-make pellets from discarded resin. These measures helped us toTechnological Development for ELV Parts Recycling
Key items

Approaches

Installing parts madeof recycled materials
in vehicles

・Development of applications for recycled materials

S

Amount of Waste Generated / Waste Disposal Situation(Results for ﬁscal 2010) Numbers inside〈Amount of internalreusing
3,711t・Easy-to-dismantle designs for products

S

T

U

D

Y

Changes in Amount of Materials Discarded per sales unit (index)

We used to perform desulfurization centering on the prodin unique development of a technology to separate arubber from a metal and made it possible to desulfurize the80

metals by crushing the waste materials, we remove large
metal blocks using a magnetic separator. We then achieved
the separation from rubber by repeating the crush and magSponge
rubber

Metal insert

system for desulfurization

Solid rubberof composite materials,
which enabled us to des-0
'03
(the base year)

Plastic
membrane

recycling of rubber.

desulfurization(New system)

My Eco Declaration

'07

'08

'10

'09

(Fiscal year)*Materials discarded per sales unit takes the ﬁgure for materials
discarded in ﬁscal 2003 as 100.

1600
50
Nonconsolidated
Goal

40

99％

30
20

reductioncompared toﬁscal 1998

13

10
0
'98
(the base year)

Magnetic
separation
RecycledrubberCrushing

20,000Volume emitted (in tons)

volume and expand the(TG original)

'06

'06

'07

'08

'09

'10

(Fiscal year)

Changes in Amount of Materials Discarded (Nonconsolidated)ucts with large production

magnetic
separation

67*Figures are converted into annual values at the end of the ﬁscal year.

ulfurize composite prod-

Crushing

5％

reductioncompared toﬁscal 2003

Corporate Data

We also adopted a new

Nonconsolidated &consolidated Goal

Changes in Amount of Incinerated Waste
Amount of incinerated waste (in tons)

Speciﬁcally, after making it easy to separate rubbers from

Nonconsolidated

67

60

product composed of multiple types of rubbers/plastics
and metal inserts.

Consolidated

100

Financial Report

uct composed of one type of rubber. Then, we succeeded

Materials Discarded per sales unit (index)

Establishing desulfurizing conditions
for rubber product containing metal insert

netic separation.

Amount of reverse
compensation
recycling (paid)
8,171t〈57.0%〉
Amount of landﬁll Amount of incinerated
waste 13t
waste 0t
〈0.1%〉〈0%〉

Development / Design

Wastematerials

Amount of paid
recycling (sold)
6,148t〈42.9%〉

Amount ofmaterials
discarded
14,332t〈100%〉

・Easy-to-recycle materials, and compositional changes

E〉are proportions of the emissions

Environmental ReportAlevels that are approximately 36% less than ﬁscal 2003 ﬁgures.

・ELV parts recycling technology

Designing productsthat are easy torecycleC

signiﬁcantly reduce the volume of discarded materials per sales unit toSocial Report

・New recycling techniques(high-quality material recycling)・Techniques to separate composite materials

Management Reportmind. In ﬁscal 2010, we committed to enhance our high-New recycling

Business Report

Development / Design

19,200（14,332

15,000

0'03(the base year)

'06

'07

'08

'09

I will properly separate garbage at home and commit myself to the daily living byalways keeping 3R (reduce, reuse and recycling) in mind.

'10）

Reduced by
25% compared toﬁscal 2003

(Fiscal year)

TOYODA GOSEI REPORT 2011

36

C

A

S

E

S

T

U

D

Logistics

Y

Promoting proper management ofreturnable containers *Production

Reducing defects of smart phone cases
In the chassis structure of a smart phone, we reduced
defects by performing the process of making a hole inthe bottom of a rear cover that connects the chassis
with a metallic molding.
The complicated chassis usually requires the postprocess of making a pin hole after molding. However, wewere able to eliminate the post-process by adopting
2-phase slide-type metallic molding. This enabled us toreduce the occurrence of
defects caused by scratches
and dirt on the surface,which used to occur during
the conventional postprocessing, by 20%, leading
to improvement of productivity.

We have vigorously reduced the usage of disposable packaging
materials used in the returnable cases for transporting products by
preventing returnable containers from getting dirty.
In addition to the cleansing of returnable containers and cleaning at
all plants, we installed an exclusive washing and drying machine at
the Miyoshi Distribution Center and prevented the returnable containers used by our partners from getting dirt. These eﬀorts enabled
us to reduce the disposable packaging materials such as dirtpreventing paper placed on the bottom of the boxes. Our company
sets a challenging goal every year and aim to completely eliminate
the disposable packaging materials as the ultimate goal.
Also, we have made the water used by the washing and drying machine at the Miyoshi Distribution Center recyclable so that we canreuse the water and control the amount of water discharge.
*1 Boxes used repeatedly for transportation of parts and products

Changes in Use of Product Packaging
Materials and Usage per sales
Nonconsolidated
Goalunit (Index) (Nonconsolidated)
10％300

Usage (tons)

cases
Metallicmold① The pin is removed② Metallic mold comes off after15％

reductioncompared toﬁscal 2003

reductioncompared toﬁscal 2003

235

38

150

100

50

100
0

Pin

Nonconsolidated
Goal

'03
'06
(the base year)

'07

'08

'09

'10

(Fiscal year)

0

Usage per Sales Unit (index)

Smart phone cases【XperiaTM】

1*Usage per sales unit (index) shown takes the figure from fiscal 2003 as 100.
*Applicability: Delivery, mid-process, and procurement logistics

Environmentally Harmful Substances
To respond adequately to increasingly stringent global regulations pertaining to environmentally
harmful substances, we are reexamining materials we use throughout our manufacturing processes.

Development / Designand legal changes implemented by the EU (European Union) andReduction of environmentally harmful
substances and our global responseother countries such as China. We are also proceeding with preparations to respond to tightening of regulations in the future and preparing to establish a global management system for environmentally

As a global corporation, our company strives to obtain information

harmful substances.

cooperation with overseas aﬃliates. The regulations for environmen-

facturers Association, we are tackling vehicle interior VOC* 2 reduc-on regulations of each country and respond to various regulations in

In response to the voluntary control of the Japan Automobile Manu-

tally harmful substances are increasing every year and the number

tion and adopting non-VOC adhesives and water-based paints forof countries that set new regulations is also increasing.

In such circumstances, we properly responded to the regulations

interior parts of adhesives as we continue with our review of the materials we use throughout our manufacturing processes.
*2 Volatile Organic Compounds

37

TOYODA GOSEI REPORT 2011

My Eco Declaration

I will collect rainwater to use it for watering of vegetables and flowers. In summer,
I will also sprinkle water on the asphalt road during the evening to lower the road surface temperature.

(PVC*3 stabilizer
and lubricant)01 Totally eliminated(Vulcanizing adhesive)

02 Totally eliminated(Cation electro-coatedpaint)

04 Totally eliminatedHexavalent chromium

07 Totally eliminated

PVC

Reduced usage

Environmental hormones(endocrine-disrupting chemicals)

Banned use in new products

VOCs in vehicle interiors(Paints and Adhesives)

Responded to clients
voluntary controls

400

201
0

'00
(the base year)

'06

'07

'08

'09

'10

Changes of VOC Emissions/Emissions per sales unit
(Index) (Nonconsolidated)
Nonconsolidated
Goal

1,600

*3 Polyvinyl Chloride(Fiscal year)

50％

100

reductioncompared toﬁscal 2000

1,169
800

33

0

'00
(the base year)

'06

'07

'08

'09

50

551

'10
(Fiscal year)

0

Social Report

Lead free soldering has
been applied to new parts

55％

reductioncompared toﬁscal 2000

Emissions per sales unit (index)(Soldering)

Nonconsolidated
Goal

625

Management Report

98 Totally eliminated800

Volume emitted (in tons)

Response
to voluntary
control

Lead compounds

Response
to legal
controls(Rubber vulcanizing
agent)

Changes of PRTR Substances Emitted (Nonconsolidated)
Volume emitted (in tons)

Division

Key countermeasure
substances (Applications) Situation of countermeasure

Business Report

Eﬀorts to Reduce Environmentally Hazardous Substances*VOC Emissions per sales unit (index) takes the ﬁgure for VOC
emissions in ﬁscal 2000 as 100

Production

We have been reducing environmentally harmful substances in the production process such as the PRTR*4 and VOC substances toluene andxylene by reducing the amount of washing thinners used and using lesspaint for glass runs. We also exchange information and introduce good
examples among business units principally at the VOC Reduction
committee, with the purpose of reducing environmentally harmful substances.
In ﬁscal 2010, the members of this Working Group actually checked
the operations at production sites and found improvement themes andideas for the reduction of environmentally harmful substances in orderto formulate the Fifth Environmental Action Plan.

A

S

E

S

T

U

D

Y

Production

Making surface mold coating of
instrument panel water-based
Our company adopts water-based emulsion-type moldcoating that contains almost no VOC to control the useof VOC.
Although we use a urethane material for the epidermis
and form of a vehicle s instrument panel, we apply coating treatment to the epidermal side with mold coating toprevent deterioration and improve light resistance. Whilelacquer that contains VOC is often used for mold coating,
we only use water-based lacquer for the products that
apply mold coating to newly-ordered instrument panels.
Mold coating

The examples of our eﬀorts to reduce VOC also appeared in the publi-

Epidermis material
Urethane form layer
Base materials

Gases emitted
into theatmosphere（ Results for ﬁscal 2010）

Recycling
6.2

201(Unit: ton)

Corporate Data

cation of Aichi Prefecture for business operators within the prefecture.
*4 Pollutant Release and Transfer Register

Emission / Flow of
PRTR substances

Financial Report

Working Group, a sub-organization of the Production Environment Sub-C

Environmental Report

Reduction of environmentally harmful substancesin the production process and dig-up of improvement
themes through Genchi and Genbutsu(actual locations and actual materials)▲Cross-sectional diagram of instrument panel epidermis
800

Released
into water
ways

Releasedinto
sewersReleased
into thesoil

Volumemoved
as wasteRemoval(amount ofdisposal)

0.11

0.11

0

150

93

400

g/L

︶

Products
391

841

VOC
︵

Amount ofchemical
substances

0

General solvent
mold coating

Water-based
mold coating

My Eco Declaration I will curb power consumption by replacing lighting at home by LED lights.

TOYODA GOSEI REPORT 201138

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

Enhancing environmental education
at Toyoda Gosei Group

Implementation of Environmental Audits

The entire Toyoda Gosei Group makes the concerted

Toyoda Gosei implements internal environmental audits by

eﬀorts to proactively promote environmental management

forming audit teams comprising members of plants that are

and activities to reduce our environmental impact.

not subject to the audits. The Toyoda Gosei Group also

We have been collecting environmental data from eachcommissions the Japan Quality Assurance Organizationgroup company, starting with domestic aﬃliated compa-(JQA), an external assessment and registration organization,

nies in ﬁscal year 2001 and overseas aﬃliated companies

to review whether our environmental management systems

in ﬁscal year 2004, set the Group s goals by ﬁscal 2010

are being properly implemented in accordance with thebased on its environmental data (CO2 emissions, volume

ISO14001 (revised ﬁscal year 2004 version).

of waste) and put our plans into practice step by step. As

In ﬁscal 2010, no issues were indicated at either Toyoda

a result, we were able to achieve our goals. Furthermore,

Gosei or any of its associates, and it was demonstrated thatin order to achieve the Fifth Environmental Action Plan, wemanagement is being conducted appropriately.

are drawing our plans and promoting various activities.

Subjects to Consolidated Eﬀorts for Environmental Conservation
Toyoda Gosei● Haruhi Plant● Inazawa Plant

Iwate Plant● Kitakyusyu Plant● Nishimizoguchi Plant ● Bisai Plant● Seto Plant● Saga Plant● Ichiei Kogyo Co., Ltd.

Domestic
Aﬃliates● Morimachi Plant● Heiwacho Plant

Kanagawa Plant● Fukuoka Plant● Hinode Gomu Kogyo Co., Ltd.

● Toyoda Gosei Interior Manufacturering Co., Ltd.
● Kaiyo Gomu Co., Ltd. ● TG Opseed Co., Ltd.
● Hoshin Gosei Co., Ltd.

External environmental auditingat Morimachi Plant■ North America● TG Missouri Corporation● TG Kentucky, LLC● TG Automotive Sealing Kentucky, LLC● TG Fluid Systems USA Corporation● Toyoda Gosei Texas, LLC

Internal environmental auditingat Hinode Gomu Kogyo Co., Ltd.

● TAPEX Mexicana S.A. DE C.V.
● Waterville TG Inc.

● TG Minto Corporation● Toyoda Gosei Automotive Sealing Mexico S.A DE C.V.
■ Asia and Oceania● Toyoda Gosei（Thailand）Co., Ltd.

● Toyoda Gosei Rubber（Thailand）Co., Ltd.
● Toyoda Gosei Haiphong Co., Ltd.

Overseas
Aﬃliates● TG Kirloskar Automotive Pvt. Ltd.

● P. T. Toyoda Gosei Safety Systems Indonesia● Fong Yue Co.,Ltd.

Management System) to unify domestic and foreign environmental management levels. We then steadily improve● Tianjin Toyoda Gosei Co., Ltd.

ates, share information and manage legal compliance.

● 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.
■ Europe and Africa

environmental management systems of our overseas aﬃliSince ﬁscal year 2009, we have been conducting a surveyof the local situation at our Chinese production sites, extracting environmental issues and exchanging ideas withvarious site managers to strengthen the environmental
management system in China, where environmental laws
and regulations are being tightened and enforced in par-Toyoda Gosei UK Ltd.

ticular.

Toyoda Gosei South Africa（Pty）Ltd.

system, we also started to implement activities in Chi-

● Toyoda Gosei Czech, s.r.o.
● Acquired ISO14001 certiﬁcation

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

TOYODA GOSEI REPORT 2011

Our company formulates a Global EMS (Environmental● Tai-yue Rubber Industrial Co.,Ltd.

● Toyoda Gosei Australia（Pty）Ltd.

39

Establishment of environmental management
system at overseas aﬃliated company

My Eco Declaration

As part of our eﬀorts to strengthen the management
nese regions aimed at environmental controls from ﬁscal
2010.

I will quit 30-minute reading before going to bed using a bed-side lightand switch my reading habit to early morning by waking up 30 minutes earlier.

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

Toyoda Gosei

Aﬃliate Companies
Japan

Overseas

Education for new managers

larly beneﬁcial to the environment and had potential for lateral
deployment received the award of Declaration of Eco Excellence .
Simultaneously, we invited ideas for our company s original environmental posters and environmental character from all employees
ers and 1 Best Award for our environmental character. The environmental posters were posted in the venues during the COP10
held in Nagoya City and in the company tocoincide with Energy Saving Month. The environmental character appeared in our

Education for workers stationed abroad

company s newsletters, etc. as an introducer

Education for environmental key-men
Environmental related qualifications acquisition
Education for new employees
Educational activities for environmentally-focused monthsof eco activities to visually appeal the impor-

Social ReportCompany-widecommonness

eco-life and eco-work and evaluated their own performance.
Ten employees who made eco declarations that were particu-

and determined 4 Excellent Awards for our environmental post-

Environmental Education System of the Toyoda Gosei Group
Targeted
personployees made their own Eco Declaration taking into accountManagement Report

destruction of our natural environment and environmental con-Business Report

Promoting environmental education
at Toyoda Gosei GroupIn ﬁscal 2010 again, we implemented Eco declaration . All em-

tance of environmental awareness. Besides,
14 employees took the Eco Certiﬁcation
exam which is held in July every year.

Environmental character
Eco-gaeru (Eco frog)

Education for environmental staﬀs
Education to upgrade internal auditors
Education to register internal auditors

Environmental Report

In relation of
ISO14001

Education for supervising managers
Education for workers in environmental signiﬁcant work
Education for general workers
Environmental posters

Declarations from the gold prize
Eco declaration winner

Developing environmental
educational activities
ness, we carry out activities focusing on participation-based
approaches to ensure that each one of our employees can haveﬁrm environmental awareness.

Declarations from the silver and bronze prize Eco declaration winners areposted on the bottoms of pages 32 through 40.

Further promoting our environmental efforts througheco activities and month of energy saving

In ﬁscal 2010, we made further eﬀorts to educate our employ-

Except during the environmentally-focused month, we also ran theand displaying posters to coincide with the environmentallyfocused month of June but also by featuring articles thatenhance environmental awareness or information on environ-Corporate Data

Improving environmental awareness ofeach employee through full participation
ees not only by implementing on-site compliance inspections

Financial Report

As an educational activity to heighten environmental aware-

In performing the trial, I will never fail to stop a hydraulicpump of the molding machine during the time whenmolding is not necessary. Also, I will promptly contact
an administrator in the event of oil leakage.

Eco Activities Boosting Campaign for three months from October
to December and recruited eco ideas from our employees. Amongthe 483 ideas collected from 3 blocks of Manufacturing, Technology and Administration, we determined 3 excellent ideas from eachment in our newsletters.

block and awarded the workplace with the highest rate of eco

Times3月号P1-2

In February that coincides to the energy saving month advocatedideas as an excellent workplace.
by the Ministry of Economy, Trade and Industry, we carried out
thorough elimination of wastes at all sites by conducting the survey
on actual energy-saving status and forming a waste-eliminating
plant squad . We also invited proposals for energy saving from ouremployees, selected eﬀective proposals for lateral deployment
across the company and awarded them as excellent proposals.

Our newsletter

My Eco Declaration

I will not drive a car but walk or ride a bicycle to nearby places.
I will commit myself to eco living by burning calories not gasoline.

TOYODA GOSEI REPORT 201140

Eﬀorts of the Domestic and Overseas Aﬃliated Companies
Hinode Gomu Kogyo Co., Ltd.
Promoting environmental conservation by setting strict level of voluntary regulation
Hinode Gomu Kogyo Co., Ltd. that manufactures, processes and sells automotive rubberparts has concluded a resident agreement with the City of Yokkaichi to set voluntary
regulations on water quality, air and noise stricter than the standard levels set by the cityand prefecture and routinely report the results of our eﬀorts to the city.
As part of 530 (zero waste) activities from both aspects of environmental conservationand social contribution, we implement cleaning activities around our plants once in 3
months and our employees voluntarily participate in cleaning and trash-picking each time.
In the production process, we also promote use of exhaust heat by introducing a cogeneration system. We also focus our eﬀorts on measures for noise control within our plants
and are eﬀectively controlling noise by developing a technology that can lessen slip
resistance with a mold s new surface treatment. Our special sections restore molds not
used for a long time to maintain the product quality and promote the reduction of waste.
In the mold-based incidental facilities, additional installment of a changeover valve to acold water circulator enabled us to stop the pump while cooling the mold, contributing
to the energy-saving eﬀect of about 32 ton CO2 annually.

DATA● Location: Yamada-machi, Yokkaichi City, Mie● Established: June 1927
● Capital: 473.6 million yen● Business details: Manufacturing, processing and sales of automotive rubber parts● ISO14001 certiﬁcation acquired: December 2002
● ISO9001 certiﬁcation acquired: December 2004 ● OSHMS certiﬁcation acquired: April 2008

Hinode Gomu Kogyo Co.,Ltd.

530(zero waste) activities

Toyoda Gosei（Foshan）Auto Parts Co., Ltd.
Receiving high acclaim for energy-saving eﬀorts
Located in the Wusha Section of Foshan City, southeast of Guangdong Province in thesouth of China, Toyoda Gosei (Foshan) Auto Parts Co., Ltd. (TGP) focuses its energy saving
activities on electricity in response to the domestic condition of suﬃcient power supply.
Because molding and coating require a large amount of electricity, we are producing our
products with 17% reduction of power usage, which is below our target of 15% reduction,
through invention and thorough management of facilities such as installment of an inverter
to a molding motor. We also made it possible to resin materials, which used to be diﬃcult,and increased the recycling rate from 70% to 81% by proactively working on recycling ofresins and adding a regenerator. The improvement in coating eﬃciency reduced the usageof VOC*-containing solvents by 16%. These environmental activities have received highacclaim on the spot, attracting high interest especially in our eﬀorts for energy conservation. As a result, our company has been recognized as an excellent company for promotionof energy conservation and prevention of environmental contamination, and many corporate representatives and government oﬃcials have visited our facilities. Our good cooperative relationships with employees also received the Award for Excellent Labor-Management
Relationship Model Company from the local city and our labor-management policy andcorporate culture were introduced through TV and newspapers. Since being commendedof our proactive participation in the local sports festival, we have been also focusing on
interactions with communities and support of sports promotion within the company.
*Volatile Organic Compounds

DATA

41

● Location: Shunde, Foshan City, Guangdong Province, 528333, China● Established: October 2004
● Capital: 1,560,000 Chinese yuan
● Business details: Manufacturing of interior & exterior parts● ISO14001 certiﬁcation acquired: April 2008

TOYODA GOSEI REPORT 2011

Toyoda Gosei（Foshan）
Auto Parts Co., Ltd.

Plant tour

Cleaningaround plantReceived the Award for Excellent Labor-Management
Relationship Model Company from Foshan City

LED lighting for monitoring. Considering the residential LED
lighting, we adopted easy-to-exchange bulb-type lighting andensured the brightness equal to ﬂuorescent lamps. While theﬂuorescent lamps are slow to light up in low temperatureduring winter, LED lighting can instantly generate lights andensure brightness, oﬀering comfortable use. Also, because
the cycle of exchanging bulbs is long, LED lighting canreduce the trouble of exchanging them and cut the power
consumption by 40% compared to ﬂuorescent lamps.

Management Report

LED products are extremely environmentally-friendly, having low
power consumption, long-lasting performance and curtailed
CO2 emissions, and are drawing attention in a variety of diﬀerent ﬁelds. Toyoda Gosei conducts consistent development andproduction of LED products from chips to devices and strives tospread their popularity. We are expanding the application of
LED products from products with a long period of use such as
lighting equipment in plants and commercial facilities to products with a short period of use such as residential lighting
equipment to improve the recognition of LED products.

Business Report

Promote the popularization of LED products,
for which high expectations are held as anenvironmentally-friendly product.

Promoting the use of LED lighting in event
exhibits and public facilities
Toyoda Gosei exhibited its products during the 3rd
LED/OLED Lighting Technology Expo (LIGHTING JAPAN) ,which was held in January 2011, as a component maker anddisplayed the eﬀects and possibilities of LED lighting. We
created the space that expressed how LED lighting is used inoﬃces and homes in our booth so that visitors can experience the eﬀects of LED lighting in a realistic situation.
In order to give people a broad understanding of advantagesof LED lighting, we donated LED Security Lighting to Kiyosu,
Inazawa and Ichinomiya cities as part of our regional contribution activities. Compared to normal Security Lighting, LED
lighting can not only reduce power consumption and CO 2
emissions but also bring advantages to public facilities fromboth environmental and economic aspects since the cycle ofexchanging bulbs is long.
Beyond such lighting equipment, the use of LED invarious ﬁelds is expanding.
We will strive to further
spread our LED products byproperly meeting the market
needs and advancing necessary technological developLED security lights
ment.

Financial Report

Tokyo Office Building of
Denso Corporation

Individual home with LED lighting
installed

Environmental Report

In ﬁscal 2010, we expanded the spread of LED lighting fromstores and oﬃces to individual houses and introduced our
LED technological capabilities and products in various exhibitions.
Our LED products were adopted for a new building of Denso
Corporationʼ s Tokyo Oﬃce. This is expected to reduce theannual power consumption by 36% for lighting and signiﬁcantly cut the costs including electricity and expenses toreplace bulbs. Our proposal to Toyota Housing Corporation
to change the down lights in the 1st ﬂoor showroom of the
Headquarters Building to LED lighting was also adopted.
Compared to conventional halogen lighting, we were able tosigniﬁcantly reduce the power consumption by about 90%.
For individuals, we proposed to change the lighting of
newly-built homes of our employees all to LED and installed

Social Report

Proposing LED lighting from stores and oﬃces
to general households

Corporate Data

Exhibit during Lighting Japan

Sakae Showroom of Toyota Housing Corporation

TOYODA GOSEI REPORT 201142

Spreading activities for Aﬀorestation
Project of our plants to domestic andoverseas bases
With the 60th anniversary of its foundation in 2009 as a start,
Toyoda Gosei began the activities for Aﬀorestation Project ofour plants . Our activities for protection of biodiversity and prevention of global warming aim to create the environment where
humans and nature can coexist with the communities throughplanting of approximately 600,000 tress in about 60 domestic
and overseas bases. These activities are based on ① promotionof plant greening, ② enhancement of our employees environmental awareness (eco mind) and fostering of a sense of solidarity through full participation, and ③ integration with thecommunities by working together with regional people as 3
pillars. We are advancing true aﬀorestation which allows us
to cultivate the trees that match the nature environment in thecommunity from seedlings and restore the natural forest.
Following our Heiwacho Plant in ﬁscal year 2009, we implemented tree-planting events at 4 bases; Bisai Plant and Miyoshi
Distribution Center in our domestic bases and TG Thailand andTianjin TG in our overseas bases. The number of trees planted
amounted to about 80,000 trees and a total of about 10,000
people participated in the tree-planting. We also incorporated
various event elements so that people in the community areeasy to participate and enjoy the tree-planting. For our basesthat are scheduled to plant trees in near future, we are making
preparations based on the procedures manual that summarizes
our accumulated know-how from soil making to tree-planting.

Disclosing environmental cost
information
For our environmental costs in ﬁscal 2010, we focused on Aﬀorestation Project of our plants, research & development, remaking pellets from resin material and reduction of greenhousegasses. 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

(Unit: billion yen)Type of cost

Total of domestic
aﬃliated companies

Toyoda Gosei

Cost for research anddevelopment *1

7.7

̶

Cost incurred within theoperational area*2
Cost for management
activities*3

21.0

1.3

1.0

0.3

Cost for social contributions*4

1.1

0.1

Cost for dealing withenvironmental damage*5

0

0

30.8

1.7

Total

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

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.

Eﬀects(Unit: billion yen)

Economic eﬀects *6
Type of eﬀect

Toyoda Gosei

Total of domestic
aﬃliated companies

2.8

0.3

Energy cost

Tree-planting event at Bisai Plant

Cost for waste processing
Total

3.9

0.7

Total

6.7

1.0

Tree-planting event at Miyoshi Distribution Center

Type of eﬀect

Physical eﬀects *7

Prevention of global warming(amount of CO2 reduced)
Reduction of waste disposal(amount of waste reduced)

9,026t-CO2

Legal Compliance Activity

on P401,886t*6 The economic eﬀect calculated here covers that which can be grasped based onsolid ground.

*7 Physical eﬀects are calculated for Toyoda Gosei alone.

Tree-planting event at TG Thailand

Tree-planting event at Tianjin TG

In addition, we continue to record the growing situation oftrees in the tree-planted bases through ﬁxed-point observationand manage each base, while our employees are involved in
weeding.

Changes in Environmental Cost

Changes in Economic Eﬀect（（ billion
yen ）billionyen

4）

Toyoda
Gosei

Total of domestic
aﬃliated companies

2

Toyoda
Gosei

Total of domestic
aﬃliated companies

0.17
3.08
2

1

0.1
0.67

At the time of tree-planting at
Heiwacho Plant (November 2009)43

TOYODA GOSEI REPORT 2011

February 2011

0

'06

'07

'08

'09 '10(Fiscal year)

0

'06

'07

'08

'09 '10(Fiscal year)

Legal Compliance Activity
In order to observe the laws and regulations while promoting corporate activities, we have put a strict
survey and check management system in place.

Conserving Soil & Groundwater
We are taking actions to monitor and purity soil/groundwatercontamination by toxic substances such as trichloroethylene
used as a cleaner in the past.
We also installed observation wells at all plants to routinely
check that there is no soil or groundwater contamination fromoil or other substances targeted by the Soil Pollution Countermeasures Law.
PlantsProper disposal and storage ofequipment containing PCB

Number ofequipments

Situation of countermeasure

Condensers forelectricity use̶Properly disposed at the Toyota Oﬃceof the Japan Environmental Safety
Corporation in ﬁscal 2006 (65 units)

Approx.
1200

Appropriately stored (properly disposedsequentially when PCB disposing facility
is fully-equipped)

Fluorescentstabilizers

Soil
GroundwaterCompleted puriﬁcation
measures in August 2010

Groundwater

Puriﬁcation in progress (proactively
purifying while the possibilities ofoﬀ-site pollutions found)

Inazawa Plant Groundwater

Since the material without our use
records was detected in the past,
only measurement result is reported
regularly to the government.

Haruhi Plant

Environmental Report

Equipment
containing PCB

Situation of countermeasure

After the excavation removal, puriﬁed soil
was backﬁlled and completed in 2006.

Social Report

We stringently store used electrical condensers and ﬂuorescent stabilizers that contain harmful and recalcitrant PCB(polychlorinated biphenyl) and have disposed of 65 suchdevices so far.

The former
Nagoya Plant

Objects

Management Report

We are working on activities promoting Zero Cases of Noncompliance and Complaints at Toyoda Gosei Group to ensure
thorough compliance. In ﬁscal 2010, we independently analyzed 6 incidents from other companies. We then inspected
our equipment similar to any involved in the other companies
incidents and implemented measures beforehand to ensurethat no comparable incidents would occur at our company.

Business Report

Strengthened management throughactivities promoting Zero Cases ofNon-compliance and Complaints .

* As is the case with PCB wastes, we stringently store high-voltage transformers thatwere conﬁrmed to have contamination with low-level PCB.

Please refer to our website for the details on our environmental data.

http：//www.toyoda-gosei.co.jp/csr/kankyou/houkoku.html

Financial Report

Independent opinion

Professor, Graduate
School of Environmental Studies, Nagoya
University

Corporate Data

Mitsuru Sano

I think the main purpose of this report by Toyoda Gosei is to report how the company iscontributing to society and being involved in society through its primary polymer technology. I will oﬀer my third-party opinions from such perspectives.
I recognize that a wide range of approaches have been taken to make automobiles safer
and lighter through development and mass production of super-light/small airbag modules
and plastic ﬁller pipes. I also see the company s willingness and attitude to sincerely contribute to society through its main business. The examples include development of LED
products, establishment of desulfurization/regeneration processes of rubber products byin-house monitoring or recycling design, reduction of greenhouse gasses by replacing HFCwith alternative gasses, eﬀorts for kaizen and the formulation of the Fifth Environmental
Action Plan. In addition, Toyoda Gosei prepares the social and environmental report andannual report that include chapters for each stakeholder to convey its activities in an easyto-understand manner.
As future challenges, I expect that Toyoda Gosei should place characteristics of its main
business more clearly in the basic environmental policy to clearly position its contribution tosociety through the main business and combine kaizen with MFCA * , a method to analyze manufacturing processes. I also expect the company to include episodes behind thedevelopment of its products to convey thoughts and ideas of the developers in the report.
I m sure such report will further inspire and attract readers.
* Material Flow Cost Accounting

TOYODA GOSEI REPORT 2011

44

Report and Analysis ofManagement Results and Financial Condition

we continued to reduce the total cost by taking prioritybased approaches for expenses, R&D expenses and capital

Analysis on management results

investment through the activities of the Proﬁt Recovery

The world economy in the current period is on a recovery

trend as business activities of emerging countries continue
to expand and business conditions in Europe and the US

are supported by stimulus packages. However, because ofrising crude oil prices triggered by growing tension in the

Middle East and North African countries and other factors,
economic uncertainty still continues.

As for the domestic economy which had shown a sign ofrecovery, the recession is now inevitable due to the eﬀects

of a downturn in consumer conﬁdence caused by the Great
East Japan Earthquake in addition to slowdown of exports
resulting from appreciation of the yen.

In the automotive industry, too, although the auto production had been recovering mainly in emerging markets, theindustry was greatly aﬀected by the eﬀects of the Earthquake after mid March as all automakers shut down or cut

back the production despite of a rush demand in the Japanese market in association with the end of subsidies for eco
cars.

In the LED industry, while the sales for personal computersand lighting are increasing due to growing needs forresource saving, the competition for higher brightness andlower cost has been increasingly severe.

In such circumstances, we, Toyoda Gosei Group, have been
striving not only to strengthen a proﬁt-making corporate
cultureas activities to forge solid footing but also toenrich our production system and strengthen technologi-

cal development capabilities mainly in overseas and optoelectronics businesses toward future growth.

In order to strengthen a proﬁt-making corporate culture ,Net sales

can ensure proﬁts even at the time of low operation. Furthermore, we are advancing development of new productsthat incorporate the ideas of cost reduction for development and production technologies from the initial phase inaddition to our activities to make new products better andless expensive in order to provide reasonable prices to ourclients globally.

As for enriching our production system , in our overseas

automotive parts business, we are not only preparing the

production of interior and exterior parts at our new plant in

Wales, UK but also resuming the preparation for productionin the Mississippi plant in the US. We also boosted our production capacity for body sealing products in the Indian

market with great growth potential and for resin plate products in our Chinese bases. Meanwhile, the Miyoshi Distribu-

tion Center began its full-scale operation, aiming to achievesigniﬁcantly eﬃcient distribution. In the optoelectronics
business, the operation of integrated production line for

LED products began at our Saga Plant in Kyushu. In Taiwan,
we established a joint venture, TE Opto Corporation, totake advantages of our company s technological capabilities and the production capacity of Epistar Corporation for
expanded sales of our products in Asian countries.

As for strengthening of technological development capabilities , we set safety, environment and resource saving

as focus of our development and strived to develop new

product that lead the industry in each ﬁeld. We developed
and mass produced a new generation-type small/superlight airbag module for driver s seat in safety system products. In body sealing products, we evolved the technology
to regenerate rubber materials and increased the recycling
rate of rubber materials by 2.5 times over the previous year.

Ordinary income / Net income

700

593.4

Net income

60

662.4
546.3

500

495.0

516.9

50.5

50
40

400
30

300

20

200

45

Ordinary income（billion yen）

（billion yen）

600

Committee , aiming to create a corporate structure that

100

10

0

0

2007

TOYODA GOSEI REPORT 2011

2008

2009

2010

（ March 31 ）2011 Years ended

31.3

30.8

15.9

26.5
14.2

12.1

27.5
17.1

3.9
2007

2008

2009

2010

（ March 31 ）2011 Years ended

Total net assets came to 234 billion yen, an increase of 4.1

and mass produce it. In our optoelectronics business, we

the increase in retained earnings.

duced in Japan, we also developed the much lighter type

Business Report

As for our plastic fuel ﬁller pipe that we ﬁrst mass pro-billion yen over the end of previous period, mainly due todeveloped products that are much brighter and consumeless power to meet growing needs for tablet-type information devices and LED lighting bulbs in particular and put
uct lineup.

Management Reportthem into markets, while continuously expanding our prod-

Status of cash ﬂows
Cash and cash equivalents (hereinafter, funds ) in the endof the current period came to 54.3 billion yen, a decrease

As a result, despite of the eﬀects of the Earthquake on our

main automotive parts business, overall net sales in the current period grew to 516.9 billion yen (4.4% increase overthe previous period) thanks to relatively strong automotiveof 13.1 billion yen over the end of the previous period s
ﬁgure of 67.4 billion yen. The status of each cash ﬂow inthe current period and related factors are described below.

● Cash ﬂows from operating activities

tablet-type information device market.

billion yen of income before income taxes and minority

together with the increased sales in the automotive partstion. However, due to posting of 11.0 billion yen of income

all ordinary income to 27.5 billion yen (3.7% increase overtotal funds acquired from operating activities decreased by(20.1% increase over the previous period), achieving thelion yen.

our optoelectronics business due to rapid expansion of

The funds acquired from operating activities included 27.1

The increased sales in our optoelectronics businessinterests and 44.4 billion yen of depreciation and amortiza-

business and cost reduction across our group boosted over-taxes paid and an increase of 7 billion yen in inventories,

the previous period). Net income came to 17.1 billion yen

5.6 billion yen over the previous period s ﬁgure of 68.1 bil-increase in revenue.

Social Report

sales in the ﬁrst half of the year and increased revenue in● Cash ﬂows from investing activities

Environmental Report

Due to capital investment for switch to new products andAnalysis on ﬁnancial condition

boosting of production capacity, the funds spent for invest-

ing activities came to 52.5 billion yen, an increase of 16 billion yen over the previous period s ﬁgure of 36.5 billion

Status of assets, liabilities and total net assets

yen.

Total assets in the current period dropped to 416.5 billion● Cash ﬂows from ﬁnancing activities

yen, a decrease of 17.7 billion yen over the end of previous
period due to the decrease in receivables and return ofdecrease of 21.9 billion yen, due to the return of bank loans
and decrease in accounts payable.

Total net assets

18.7 billion yen, an increase of 11.3 billion yen over the previous period s ﬁgure of 7.4 billion yen.

Capital Investment / R&D Expenses

253.9
224.5

211.7

229.9

234.0

40

150

30

100

20

50

10

2008

2009

2010

（ March 31 ）2011 Years ended

R&D Expenses

58.2
53.1

50

200

2007

54.9

0

Corporate Data

60

300

0

Capital Investment（billion yen）

（billion yen）

250

dividends, the funds spend for ﬁnancing activities came to

Financial Reportbank loans. Liabilities also dropped to 182.4 billion yen, a

Due to the return of long-term bank loans and payment of

46.9
34.3
24.3

2007

25.9

2008

24.8

2009

26.0

2010

25.6

（ March 31 ）2011 Years ended

TOYODA GOSEI REPORT 201146

Consolidated Five-Year Financial Summary
Toyoda Gosei Co., Ltd. and its Consolidated Subsidiaries
Years ended March 31(Amount: millions of yen)
(Rounded down to the nearest million yen)

2011

2010

2009

2008

2007

¥516,982¥495,002¥546,380¥662,497¥593,454

Operating income

29,952

26,202

15,83352,12531,550Ordinary Income

27,54926,574

12,15550,541

31,347Net Income

17,116

14,255

3,951

30,802

15,943¥242,158¥233,425¥242,893¥279,701¥252,707

Depreciation and amortization

44,481

43,007

41,25840,30936,829

Capital expenditures

47,83235,19059,42954,612

55,690R&D expenses

25,617

26,066

24,83725,98924,321Net Income per share ‑ basic¥132.27¥110.19¥30.55¥238.61¥123.78

Net income per share ‑ diluted

132.27110.1730.55

237.97

123.63

Total net assets per share

1,680.96

1,650.90

1,523.16

1,781.08

1,591.52

Cash Dividends per share

36

36

36

46

26

Total assets¥416,562¥434,344¥391,757¥476,741¥459,087

Total net assets

234,074

229,915

211,702

253,961

224,551

Capital stock

28,02728,02728,02728,02728,027

129,407

129,399

129,334

129,307

128,826

Net cash provided by operating income¥62,586¥68,199¥47,843¥75,229¥67,325

Net cash used in investing activities（52,579）（36,574）（55,945）（55,291）（52,963）

Net cash provided by(used in) financing activities（18,785）（7,426）

5,604（20,742）

9,307

54,32667,49042,70153,372

55,970Return on equity (ROE) (%)

7.9

6.9

1.8

14.2

8.1

Return on assets (ROA) (%)

6.5

6.4

2.8

10.8

7.4

Return on sales (ROS) (%)

5.8

5.3

2.9

7.9

5.3

21.2%

27.7％

31.4％

22.5％

32.7％

35.7

24.2

13.0

24.1

13.7

71,87867,65250,66889,49367,687

26,96426,08425,792

27,03623,925

For The YearNet Sales

Overseas sales

Per share of common stock (yen, U.S. dollars)

At Year-End

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

Cash Flows

Cash and cash equivalents at end of year

Indices

Debt/equity ratio (%)
Interest coverage (times)
EBITDA (millions of yen, thousands of U.S. dollars)

Number of employees at year-end

Note 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

47

TOYODA GOSEI REPORT 2011

Consolidated Balance Sheets
Toyoda Gosei Co., Ltd. and its Consolidated Subsidiaries
March 31 2011 and 2010
(Amount: millions of yen)
(Rounded down to the nearest million yen)

2011

2010

Current assets

LIABILITIES

2011

2010

Current liabilities
56,58664,96060,06065,046

Trade notes andaccounts receivable

Trade notes andaccounts payable

75,99888,415

Short-term bank loans

4,871

8,982

ー

2,822

Current portion of
long-term loans payable

15,328

10,373

Goods and products

11,214

9,386

Accrued expenses

21,15321,016Work-in-process

8,547

7,058

Accrued income taxes

2,308

5,430

225

314

12,943

10,220

Deferred tax assets

3,776

5,766

Other current assets

14,34410,001Less - allowance for
doubtful accounts（118）¥183,293

Total of current assets

Provision for
directors bonuses
Provision for
product warranties
Deposits received
from employees

590

532

4,490

4,492

（94）

Other current liabilities

14,34914,667¥198,537

Total of current liabilities¥123,379¥130,857

Bonds

10,00010,000Long-term bank loans

19,34834,24525,361

23,733

1,602

1,925

Fixed assets

Long-term liabilities

Property, plant and equipment
64,648

Machinery,equipment
and vehicles

67,48075,069Tools, furniture and fixtures

22,05025,233

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

Land

22,32722,049Deferred tax liabilities

1,297

1,894

Construction in progress

13,732

7,456

Other long-term liabilities

1,497

1,773

191,261

194,457

Total of long-term liabilities¥59,107¥73,572

Total of liabilities¥182,487¥204,429

Shareholders equity

233,365

221,724

Intangible assets
Patent rights

48

97

Software

2,189

2,107

Goodwill

66

42

Other intangible assets

754

1,129

Capital stock

28,02728,027

Total of intangible assets

3,059

3,377

Capital surplus

29,84429,844Retained earnings

176,820

165,195

Treasury stock at cost

（1,326）（1,343）（15,837）（8,097）

3,796

4,603

（19,634）（12,700）

748

626

15,79815,662¥234,074¥229,915

Investments in securities

24,17823,041prepaid pension expenses

ー65

10,687

10,481

4,256

4,465

（175）

（82）

Deferred tax assets
Other investments
and other assets
Less - allowance for
doubtful accounts
Total of investments
and other assets

38,94737,972

Total of fixed assets¥233,268¥235,807

Total of assets¥416,562¥434,344

NET ASSETS

Accumulated othercomprehensive income
Net unrealized gains orlosses on other securities
Foreign currencytranslation adjustments

Subscription rights to shares
Minority interests inconsolidated subsidiaries

Total net assets

TOYODA GOSEI REPORT 2011

Corporate Data

Investments and other assets

Financial Report

65,670

Environmental Report

Buildings and structures

Total of property,
plant and equipment

Social Report

Raw materials
and stored goods

Management Report

Cash and cash equivalents

Short-term investments

Business Report

ASSETS(Amount: millions of yen)
(Rounded down to the nearest million yen)48

Consolidated Statements of Income /Consolidated Statements of Changes in Net Assets
Toyoda gosei Co., Ltd. and its Consolidated Subsidiaries
For the years ended March 31, 2011 and 2010

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

2011

2010

516,982

495,002449,451434,332

67,53060,66937,577

34,467

29,952

26,202

Investments in securities

29

151

3,777

5,189

Impairment loss on long-lived assets

̶

2,527

Interest and dividends income

653

381

351

−

Equity in net earnings of affiliates

1,202

878

Effect of application of accounting
for asset retirement obligations−

Other non-operating income

1,921

3,929

108

−

Non-operating expenses

6,181

Loss on revision ofretirement benefit plan

11

4,817

0

Interest expenses

858

1,100

Income before income
taxes and minority interests

427,192

23,926Net Sales
Cost of sales
Gross profit

Selling, general andadministrative expenses

Operating income

Non-operating income

Reversal of Allowance for Bad Debts
Gain on reversal ofsubscription rights to shares

Extraordinary losses

Loss due to disaster

2011

2010

148

32

12

4

135

28

504

2,680

Other extraordinary losses

793

775

Income taxes ‒ current

6,253

8,862

3,263

1,417

Income taxes ‒ deferred

1,609（1,194）

1,265

1,524

Income before minority interests

19,329−27,54926,574

2,213

2,003

¥17,116¥14,255

Loss on retirement of fixed assets
Foreign exchange losses
Other non-operating expenses
Ordinary Income

Extraordinary gains

Minority interests inconsolidated subsidiaries

Net Income

Consolidated Statements of Changes in Net Assets
Toyoda Gosei Co., Ltd. and its Consolidated Subsidiaries
For the year ended March 31, 2011 and 2010

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

Accumulated other comprehensive income

Capital stock

Balance at March 31, 2010

Treasurystock
at costTotal
shareholders' equity

CapitalCapitalsurplusRetainedearnings¥28,027¥29,844¥165,195 （¥1,343） ¥221,724

Foreign
Net unrealized
currency
gains or losses
translationon otheradjustments
securities

Total ofaccumulated othercomprehensive income¥4,603(¥8,097)(¥12,700)

Subscription
rights toshares¥626

Minority
interests inconsolidated
subsidiaries

Total
net
assets¥15,662 ¥229,915

Changes of items during
the consolidated fiscal year
（5,305）（5,305）（5,305）8

8

8Changes of items in
dividends due to the increaseof consolidated subsidiaries

（183）

（183）

（183）

Changes of items in dividends
due to the changes in accounting
term of consolidated subsidiaries

（11）

（11）

（11）

Net Income for the period

17,116

17,116

17,116

（1）

（1）

（1）

17

17

17

Dividends paid
Increase/Decrease due to the changes
in accounting treatment of the affiliates
accounted for under the equity method

Repurchase of treasury stock
Disposal of treasury stock0

Changes of items during theconsolidated fiscal year for items
other than shareholders equity

49

Total of changes of items during
the consolidated fiscal year−

0

Balance at March 31, 2011

¥28,027¥29,844TOYODA GOSEI REPORT 2011

11,624

16

11,641¥176,820 （¥1,326） ¥233,365（807）（6,933） （7,740）

122

135

（7,482）（807）（6,933） （7,740）

122

135

4,159

¥3,796 （¥19,634）（¥15,837）¥748¥15,798 ¥234,074

Consolidated Statements of Cash Flows
Toyoda gosei Co., Ltd. and its Consolidated Subsidiaries
For the years ended March 31, 2011 and 2010

2011

2010

Income before income taxes and minority interests

27,192

23,926

Depreciation and amortization

44,481

43,007

Impairment loss

̶

2,527

Amortization of goodwill

54

52

Increase /Decrease in allowance for doubtful accounts

23

11

Increase /Decrease in provision for product warranties

73

（219）

Increase /Decrease in provision for retirement benefits

1,740

858

65

1,465

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

Cash flows from operating activities

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

（328）

362

Interest and dividends income

（653）

（381）

858

1,100

Interest expenses

1,533

600

Equity in net earnings of affiliates（1,202）（878）

Investments in securities appraisal loss and sale profit and loss

29

151

Loss on sales or disposal of property, plant and equipment, net

739

651

Increase /Decrease in receivables

10,142（33,347）

Increase /Decrease in inventories（7,077）

3,537

Increase /Decrease in other current assets（3,506）（1,791）

Increase /Decrease in payables（2,690）26,169

1,629

（639）

Increase /Decrease in other current liabilities
Others, net
Interest and dividends income received
Interest expenses paid
Income taxes paid or received
Cash flows from operating activities

280

73,50467,445

961

400

（858）

（1,095）（11,020）

1,448

62,586

68,199（1,880）（25）

Environmental Report

Subtotal

399

Social Report

Foreign exchange gain and loss

Management Report

Increase /Decrease in prepaid pension expenses

Cash flows from investing activities
Payments for purchases of investment securities

28

173

Payment from the acquisition of the subsidiary company stocks

（5）

（209）

（49,535）（37,518）

739

920

Payment for intangible assets and purchase of property, plant and equipment
Proceeds from sales of property, plant and equipment
Net Increase /Decrease in time deposits
Others, net
Cash flows from investing activities（2,013）

̶87

83（52,579）（36,574）（5,108）（6,114)

Financial Report

Proceed from sales and redemption of investments in securities

Cash flows from financing activities
Increase /Decrease in short-term loans payable

4,990

3,891

Repayments of long-term loans（12,136）（1,257）

Proceeds from payment by minority shareholders

49

35

Proceed from disposal of treasury stock

16

152

Payments for repurchase of treasury stock

（1）

（2）

Cash dividends paid

（5,302）（3,362)

Cash dividends paid to minority shareholders（1,151）（619）

Others, net
Cash flows from financing activities

（141）

（149）

（18,785）（7,426）

Translation adjustments of cash and cash equivalents（2,686）439

Net Increase /Decrease in cash and cash equivalents（11,465）

24,63767,49042,701

Cash and cash equivalents at beginning of year
Amount of Increase /Decrease of cash and equivalent due to the changes in the consolidation scope

Amount of increase of cash and cash equivalent of beginning of period due to changes in the accounting
period of consolidated subsidiaries

Cash and cash equivalents at end of year338̶（2,037）

151¥54,326¥67,490

TOYODA GOSEI REPORT 2011

Corporate Data

Proceeds from long-term loans

50Corporate Data
Global Network

With 45 facilities in 16 nations and regions around the world (Except Japan)

As of June.2011
豊田合成
（天津）
精密製品有限公司

Toyoda Gosei UK Ltd. ■■Toyoda Gosei（Tianjin）Precise Plastic Co., Ltd. ■Toyoda Gosei Europe N.V.

天津豊田合成有限公司

Tianjin Toyoda Gosei Co., Ltd. ■■■Toyoda Gosei Europe N.V. Germany Oﬃce

天津星光橡塑有限公司

Tianjin Star Light Rubber and Plastic Co., Ltd. ■

豊田合成
（張家港）
科技有限公司Toyoda Gosei（Zhangjiagang）Co., Ltd. ■
豊田合成
（張家港）
塑料製品有限公司

Toyoda Gosei（Zhangjiagang）Plastic Parts Co., Ltd. ■

豊田合成
（上海）
商務諮詢有限公司
South Yorkshire
Zaventem(Belgium)
Saarbrucken

Toyoda Gosei（Shanghai）Co., Ltd.
Klášterec(Czech)

豊田合成光電貿易（上海）有限公司

Toyoda Gosei Czech, s.r.o. ■■■LEXEDIS Lighting GmbH ■Toyoda Gosei Opto-Electronics（ Shanghai）Co., Ltd.

Jennersdorf(Austria)

Tianjin

Headquarters

Zhangjiagang

Metzeler Automotive Proﬁles India Pvt. Ltd. ■Toyoda Gosei India Pvt. Ltd. ■■Bangalore

Ghaziabad
Rajasthan

FuzhouFoshanHaiphong

ShanghaiTaiwan福州福裕橡塑工業有限公司

Fuzhou Fu-Yue Rubber & Plastic Industrial Co., Ltd. ■台裕橡膠工業股 有限公司 Tai-yue Rubber Industrial Co., Ltd. ■■豊裕股 有限公司 Fong Yue Co., Ltd. ■■豊晶光電股 有限公司 TE Opto Corporation ■Chonburi
Samutsakorn

豊田合成（佛山）橡塑有限公司 Toyoda Gosei（Foshan）Rubber Parts Co., Ltd. ■■豊田合成（佛山）汽車部品有限公司 Toyoda Gosei（Foshan）Auto Parts Co., Ltd. ■Toyoda Gosei Haiphong Co., Ltd. ■Jakarta

TG Kirloskar Automotive Pvt. Ltd. ■■DurbanSouth Australia

Toyoda Gosei Australia（Pty）Ltd. ■■■Toyoda Gosei South Africa（Pty）Ltd. ■P.T. INOAC TG Indonesia
P.T. Toyoda Gosei Safety Systems Indonesia ■Toyoda Gosei Asia Co., Ltd.
Toyoda Gosei（Thailand）Co., Ltd. ■■■Toyoda Gosei Rubber（ Thailand）Co., Ltd. ■■Pongpara Codan Rubber Co., Ltd. ■■Headquarters

Toyoda Gosei North America
Corporation

51

TOYODA GOSEI REPORT 2011

Kitajima Technical Center

Toyoda Gosei Asia Co., Ltd.

Miwa Technical Center

Toyoda Gosei Europe N.V.

TG Missouri Corporation

Haruhi Plant

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

Business Report

Production Items■ Interior & exterior parts■ Body sealing products■ Functional parts■ Safety system products■ Optoelectronic products

TG Kentucky, LLC ■■Daicel Safety Systems America, LLC ■TG Automotive Sealing Kentucky, LLC ■■ General industry productsManagement Report

Toyoda Gosei North America Corporation
TG Personnel Services North America, Inc.
TGR Technical Center, LLC
TG Fluid Systems USA Corporation ■Toyoda Gosei Holdings Inc.
Waterville TG Inc. ■Ontario

QuebecIwate Plant ■■Saga Plant ■TG Minto Corporation ■MissouriHiroshima Sales Branch

Kentucky

Utsunomiya Sales Branch

Osaka Sales Branch

TG Missouri Corporation ■■Tokyo Sales Branch

Toyoda Gosei Texas, LLC ■TAPEX Mexicana S.A. DE C.V. ■Texas

Matamoros

San Luis Potosi

Social Report

Kitakyusyu Plant ■■■■

Michigan

Kanagawa Plant ■■Environmental Report

Fukuoka Plant ■■■Bisai Plant ■■Inazawa Plant ■■Headquarters

Toyoda Gosei Automotive Sealing Mexico S.A. DE C.V. ■Toyoda Gosei Personnel Services Mexico S.A. DE C.V.

Haruhi Plant ■Seto Plant ■Nagoya City

Miyoshi Distribution Center

Kitajima Technical Center
Miwa Technical Center

Shizuoka pref.

Financial Report

Aichi pref.

Nishimizoguchi Plant
Heiwacho Plant ■■■■
Morimachi Plant ■■Corporate Data

Inazawa Plant

Morimachi Plant

Tianjin Toyoda Gosei
Co., Ltd.

Toyoda Gosei (Foshan)
Rubber Parts Co., Ltd.

Bisai Plant

Toyoda Gosei (Foshan)
Auto Parts Co., Ltd.

Heiwacho Plant

Seto Plant

TG Kirloskar Automotive
Pvt. Ltd.

Toyoda Gosei Czech, s.r.o.

TOYODA GOSEI REPORT 201152

Corporate Data

Executive structure

As of June 23, 2011

Directors
Chairman

Hajime Wakayama
President

Tadashi Arashima
Senior Managing Directors

Takayasu Hiramatsu

Yuichi Shibui

Takasuke Haruki

Nobuyuki Shimizu

Yoshiaki Takei
Managing Directors

Hiromi Ikehata

Noboru Kato

Kuniyasu Ito

Yukio Kawakita

Kazumi Otake

Nobuo Fujiwara

Masayoshi Ichikawa

Directors

Kyoji Ikki

Kanji Kumazawa

Tomonobu Yamada

Atsushi Sumida

Shinichi Goto

Yasushi Miyamoto

Corporate Auditors
Standing Corporate Auditors

Hiroyuki Ioku

Koichi Ota

Yasushi Matsui

Corporate Auditors

Shinich Sasaki

53

TOYODA GOSEI REPORT 2011

Tsuchio Hosoi

Daisuke Kobayashi

Kinichi Nishikawa

Mitsuo MoriAs of March 31, 2011

company emblem / corporate name

1 Haruhinagahata, Kiyosu, Aichi

Stock Exchange Listings

Capital28,027 million yen

Number of employees

Consolidated
Non-consolidated

Fiscal year end

March 31

26,964
7,005

As of March 31, 2011

Authorized 200,000,000 shares
IssuedJune 15, 1949

130,010,011 shares

Tokyo Stock Exchange andNagoya Stock Exchange

Major Share holders(Ten from the top)

Names of shareholders

Investment
Number of
ratio
share holding(%)

Toyota Motor Corporation

55,45942.85

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

8,633

6.64

6,328

4.86

15,696 people

Transfer agent

Mitsubishi UFJ Trust andSumitomo Mitsui Banking Corporation

5,049

3.88

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

3,968

3.08

Nippon Life Insurance Company

1,714

1.32

Mitsui Sumitomo Insurance Co., Ltd.

1,661

1.28

The Dai-ichi Mutual Life Insurance Company

1,493

1.15

Tokio Marine & Nichido Fire Insurance Co., Ltd.

1,226

0.94

Aioi Nissay Dowa Insurance Co., Ltd.

1,200

0.92

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

Financial Report

Number of Shareholders

Environmental Report(thousand shares)

Japan Trustee Services Bank, Ltd. (Trust Account)

Banking Corporation

Social Report

Common stock

Date of Establishment

Management Report

Location of Headquarters

Stock Information

Business ReportCompany ProﬁleShare Price Range（¥）
5,000 Stock Price
4,000

Corporate Data

3,000
2,000
←High

1,000

←Low

0

(thousand shares)
20,000

Trading Volume

10,0000(Month)

2007
2008
2009
2010
2011
4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3TOYODA GOSEI REPORT 2011

54

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.

General Administration Division, General Administration & Public Aﬀairs Dept.

1 Haruhinagahata, Kiyosu, Aichi, 452-8564, Japan
Tel : +81-52-400-1055 Fax: +81-52-409-7491

http://www.toyoda-gosei.com/

We use vegetable-oil-based ink not containing
VOC (volatile organic compounds).

Color Universal Design

We gave extra consideration to the display so that many people
are easy to see and read regardless of individual differences incolor vision.

We print using a waterless printing methodthat does not produce harmful waste liquid in
the printing process.

Universal Design Font

We use a universal design font which is excellent in visibility andreadability.

Please recycle this publication.

2011.09.3,500

TP JapanTOYODA GOSEI REPORT 2011

Environmental Data

【 P e r i o d 】 • April, 2010 to March, 2011
【 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

0.003

Boilers(gas)

Dust

0.05

Co-generation(gas)Regulation value

Result5.8〜8.6

7.6

25

BOD (Biochemical Oxygen Demand)

49

600

Co-generation(gas)Item measured
pH

0.023

150

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

Regulation value

30

SS

116

Item measured

0.03

Trichloroethylene

0.6

0.06

Fluorine

ND 〜 0.059

1.5

16

Thiram

ND

0.04

Cis-1,2-Dichloroethylene

Total phosphorus

ResultEnvironmental Standand

ND

120

Total nitrogen■Groundwater

0.8

5

Oil content

3.4

ND

8

0.3

*Refer to Toyoda Gosei Report P.44

■No violations of laws, etc.

■No complaints■PRTR Data
Substance name

NumberAmounthandled2-imidazolidin thionate

42

4,583

354

1,188

Tetramethylthiuram disulﬁdeDi-n-butyl phthalate
Bis (2-ethylhexyl) phthalate
2-Mercaptobenzothiazole

Volume emitted

Total
consumed(processed)(products)

0

0

671

6

0

3,906

0

0

0

0

178

0

0

1,010

0
0
0

0

1,030

452

Total
removed

0

0

2,798

355

Volumerecycled

0
0

6,732

268

Volume moved

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

0
0
0

364

0

399

0

56

0

0

0

0

7

0

0

6,368
2,391
974

■Data for use of resources / volume emitted
Category
Waste

Result1,567

Volume generated

183

Volume emitted

0

Final volume disposed

Morimachi
Plant
1310-128
Mutsumi, Mori,
Shuchi, Shizuoka,
Japan
437-0213
Main Products• Body sealing products• Functional parts

Greenhouse gas

CO2 emissions

Water

Volume used

8,200

46.1

■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

Regulation value

Result5.8〜8.6

7.7

50

7.8

pH
BOD (Biochemical Oxygen Demand)SS■No complaints

5

Oil content
Zinc

Substance name

NumberAmounthandledAntimony and its compounds

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

5,619
9,760
14,052
16,317
1,346
15,928
1,094
52,112
5,900
21,186
4,685
1,202
4,011
34,3132-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

0010,286
11,96800801
32,780000000■Data for use of resources / volume emitted
Category
Waste

Volume generated
Volume emitted
Final volume disposed

Greenhouse gas

CO2 emissions

Water

Volume used

Result

5,012
4,489

0

21,800
23.5

1

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

Volume moved

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

ND

0.5

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

281
390
2,867
3,353
73
860
223
16,709
236
1,059
163
56
401
1,853

5.7
0.5

0.06

Thiram■PRTR Data

25

0.2

VolumerecycledTotalremovedTotal
consumed

56
390
225
249
0
0
18
1,136
236
212
34
11
0
0

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

5,282
8,980
674
747
1,274
15,068
53
1,487
5,428
19,915
4,488
1,135
3,610
32,460(processed)(products)

Heiwacho
Plant
710 Origuchi,
Shimomiyake,Heiwa, Inazawa,
Aichi, Japan
490-1312
Main Products• Body sealing products• Functional parts• Safety system products• Body sealing products• Optoelectronic products■Air（Air Pollution Control Law, prefectural regulations, etc.）
Item measured
Dust

NOx

Regulation value

ResultBoilers(heavy oil)

0.15

ND

Boilers(gas)

0.05

ND

Co-generation(gas)

0.05

0.008

Boilers(heavy oil)

140

73

Boilers(gas)

120

35

Co-generation(gas)

200

113

■No violations of laws, etc.

NumberAmounthandled2-aminoethanol

20

53,998Ethylbenzene

53

XyleneToluene448

Methylenebis (4,1-phenylene) = diisocyanate

Item measured

Regulation value

Result

pH

5〜9

7.2

BOD (Biochemical Oxygen Demand)

600

86

SS
Oil content
Total nitrogen
Total phosphorus
Fluorine■No complaints■PRTR Data
Substance name

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

Volume emitted

Volume moved

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

600

19

30

0.9

240

11

32

0.5

8

0.4

Total
removed(processed)

Total
consumed(products)

5

0

0

108

53,885

0

0

0

4,606

3,639

0

0

0

599

92

0

276

80

5,722

4,520

0

0

0

744

114

0

343

300

7,046

5,566

0

0

0

916

141

0

423

1,501

0

0

0

0

150

0

0

1,351

■Data for use of resources / volume emitted
Category
Waste

ResultVolume generated

1,923

Volume emitted

1,767
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

22,000PFC emissions

2,512

HFC emissions

393

Volume used

34.9

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

Regulation value

Result150

47

Boilers(gas)

600

160

Environmental Standand

ResultCo-generation(gas)Item measured

Result5.8〜8.6
25
30
5
120
16
0.5
2
1
8
10

7.1
4.6
1.2
ND
11.1
1.3
0.02
0.11
0.04
0.1
4.8

BOD (Biochemical Oxygen Demand)SS■Groundwater

Oil content

Item measured

0.03

Trichloroethylene*1

Ethylbenzene
XyleneChromium and trivalent chromium compounds
Hexavalent chromium compounds
Copper water-soluble salts (excluding complex salts)
TolueneNickelNickel compounds
Bis (2-ethylhexyl) phthalate
N-hexane
Boron compounds

Hexavalent chromium
Total chromium
Copper■No complaints

Fluorine
Boron■PRTR Data
Substance name

Total phosphorus

ND 〜 0.005* Refer to Toyoda Gosei Report P.44

*1 Substances that have no record of being used.

■No violations of laws, etc.

Total nitrogen

ND

0.04

Cis-1.2-Dichloroethylene*1

NumberAmounthandled

53
80
87
88
272
300
308
309
355
392
405

5,033
9,652
4,949
4,949
3,571
30,64071,457
81,496
4,976
1,650
1,294

Volume emitted

Category

3,976
7,625
0
0
0
24,115
0
0
0
1,304
0

ResultVolume generated

3,339

Volume emitted

1,968

Final volume disposed

Volume moved

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

Regulation valuepH0Greenhouse gas

CO2 emissions

11,100

Water

Volume used

45.8

2

0
0
40
0
36
0
0
16
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

654
1,255
3,920
0
2,678
4,074
0
10,578348
215
970

VolumerecycledTotalremovedTotal
consumed

101
193
0
0
0
629
0
0
0
33
0

0
0
0
4,949
0
0
71,457
0
0
0
0

302
579
990
0
857
1,823
0
70,902
4,628
99
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

ND

Co-generation(gas)

0.05

ND

Boilers(heavy oil)

180

59

Boilers(gas)

150

67

Co-generation(gas)

600

73

Item measured
Boilers(heavy oil)

Dust

NOx

■No violations of laws, etc.

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

Regulation value

pH

Result5.7〜8.7

7.0

300

37.6

300

9.3

30

1.3

BOD (Biochemical Oxygen Demand)SS
Oil content■No complaints■PRTR Data
Volume emitted

NumberAmounthandled

Ethylbenzene

53

13,730

Xylene80

18,402

14,537

Toluene300

53,73042,461

448

120,265

5

Substance nameMethylenebis (4,1-phenylene) = diisocyanate

Volume moved

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

10,8470000VolumerecycledTotalremoved(processed)

Total
consumed(products)

0

0

1,785

275

0

824

0

0

2,392

368

0

1,104

0

0

6,999

1,068

0

3,203

0

0

12,02700108,234■Data for use of resources / volume emitted
Category
Waste

ResultVolume generated

2,084

Volume emitted

1,527
0

Final volume disposed

Seto
Plant
141 Sosaku,
Seto, Aichi, Japan
489-0843

Greenhouse gas

CO2 emissions

13,400SF6 emissions

9,560

Water

Volume used

25.3

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

Regulation value

Result

Dust

Boilers (kerosene)

0.2

ND

NOx

Boilers (kerosene)

150

64

■No violations of laws, etc.

Item measured■No complaints

Main Products• Interior and exterior parts

Regulation value

Result5.8 - 8.6

7.5

BOD (Biochemical Oxygen Demand)

20

4.4

SS

20

0.9

Total nitrogen

10

3.7

Total phosphorus

4

0.05

VolumerecycledTotalremovedTotal
consumed

0062,721

VolumerecycledTotalremovedTotal
consumed

29

0

86

pH

■PRTR Data
Substance name

NumberAmounthandledMethylenebis (4,1-phenylene) = diisocyanate

448

69,690Volume 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

6,969

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

ResultVolume generated

597

Volume emitted595
2

Final volume disposed

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

Greenhouse gas

CO2 emissions

Water

Volume used

■No violations of laws, etc.

2.4

■No complaints■PRTR Data
Substance name
TolueneNumberAmounthandled

300

1,427

Volume emitted

Category
Waste

1,128

ResultVolume generated

181

Volume emitted

95

Final volume disposed

Volume moved

moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as waste■Data for use of resources / volume emitted

Main Products• Interior and exterior parts• Functional parts

3,700

86

Greenhouse gas

CO2 emissions

900

Water

Volume used

0.2

3

0

0

0

186

(processed)(products)

Kitakyushu
Plant
1-2 Kitahoraoka
Maeda, Yahatahigashi, Kitakyushu,
Fukuoka,Japan
805-0058
Main Products• Interior and exterior parts• Body sealing products• Functional parts• Safety system products■No violations of laws, etc.

■No complaints■PRTR Data
Substance nameXyleneChromium and trivalent chromium compounds

Hexavalent chromium compounds
TolueneNickelNickel compounds

NumberAmounthandled

80
87
88
300
308
309

1,030
1,256
1,256
15,493
15,17015,170Volume emitted

Category

1,032

Volume emitted

1,032

134
1,005
0
2,226
0
1,972

0
0
0
0
0
0

Total
consumed

21
0
0
298
0
0

0
0
1,256
0
15,170
0

62
251
0
895
0
13,198(processed)(products)

0Greenhouse gas

CO2 emissions

4,500

Water

Volume used

1.7

■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

7.7
1.7
3.3
ND

pH
BOD (Biochemical Oxygen Demand)SS
Oil content■PRTR Data
Substance nameMain Products• Interior and exterior parts• Functional parts• Safety system products

0
0
0
0
0
0

Total
removedResultVolume generated
Final volume disposed

2223-1 Kurahisa,
Miyawaka,
Fukuoka,
Japan
823-0017

0
0
0
0
0
0

813
0
0
12,07300Volumerecycled■Data for use of resources / volume emitted
Waste

Fukuoka
Plant

Volume moved

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

Ethylbenzene
XyleneToluene

Methylenebis (4,1-phenylene) = diisocyanate

NumberAmounthandled

53
80
300
448

1,040
1,375
8,069
1,332

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

822
1,086
6,373
0

0
0
0
0

0
0
0
0

135
179
1,051
133

VolumerecycledTotalremovedTotal
consumed

21
28
161
0

0
0
0
0

62
83
484
1,198

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

ResultVolume generated

864

Volume emitted

731
0

Final volume disposed

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

Greenhouse gas

CO2 emissions

3,200

Water

Volume used

0.02

■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

0.002
52

■No violations of laws, etc.

ResultCategory
Waste

Volume generated
Volume emitted
Final volume disposed■No complaints

Greenhouse gas

CO2 emissions
PFC emissions

Water

Volume used

29
29
0
4,200
515
4.8

Main Products• Optoelectronic Products■PRTR Data
Substance name2-aminoethanol

NumberAmounthandled20

1,936

Volume emitted

00■Water（Water Pollution Control Law, prefectural regulations, etc.）
pH

Item measured

BOD (Biochemical Oxygen Demand)SS
Oil content

NagoyaPlant
1-23-13 Kikui,
Nishi, Nagoya,
Aichi,Japan
451-0044

Regulation value

Result5.8-8.6

7.4
1.2
1.1
0.2

20

50
5

■Groundwater
Item measured
Trichloroethylene
Cis-1,2-Dichloroethylene

Volume moved

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

Environmental value

Result

0.03
0.04

ND
0.012

4

0

4

1,932

VolumerecycledTotalremovedTotal
consumed000(processed)(products)

Resource Input and Output to the Environment in Business Activities in ﬁscal 2010
INPUTOUTPUT

Business activities
Challenges

Total Material Input

46,531t

Resin
25,083t
Rubber (rubber sheet)
21,448t
Excluding purchased parts,
metal and liquid

Total energy input 1,980,000GJ*1
Purchased electricity
530,000GJ
City gas 1,270,000GJ
LPG
80,000GJ
Heavy oil
80,000GJ
Kerosene
20,000GJ

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 1,100,000㎥
Clean water 310,000㎥
Underground water
590,000㎥

Interior and exterior parts
Body sealing products
Functional parts

Safety system products

Optoelectronic productsHome appliance partsand others

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

Water resource input 2,000,000㎥（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 841t

CO2106,000t-CO2

SOx*4

4t

NOx*5

66t

Dust

5t

Volume of substances
subject to PRTR
201t

Waste discharge
Landﬁll waste
0t
Incinerated waste
13t
Industrial waste
8,138tGeneral waste
43t
For-proﬁt disposal by sale
6,148tVolume of substances
subject to PRTR
150t

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

Use

Waste Water
Total waste water
1,430,000㎥
Volume of substances
subject to PRTR
0.11t
Nitrogen emissions*6 5.7t
Phosphorus emissions*6
0.63t
2.5t
COD emissions*6● Improvement of fuel economy● Reduction of environmentally harmful substances

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 Dormitory

5

GRI Guidelines and the corresponding cross referenced pages
Guideline items

Guideline items

Main corresponding pages

1. Strategy and Analysis
1.1

1.2

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.
Description of key impacts, risks, and opportunities.

2. Organizational Proﬁle

4.10

P3-4

Primary brands, products, and/or services.

2.3

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

P51-52

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.

P51-522.7

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

2.10

3. Report Parameters
Report ProﬁleReporting period(e.g., ﬁscal/calendar year)
for information provided.

P1

3.2

Date of most recent previous report (if any).

3.3

Reporting cycle (annual, biennial, etc.)

3.4

Contact point for questions regarding thereport or its contents.

P2
P2
P2

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

P1

3.7

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

P1-2

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.

3.11

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

4.17

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.

P20-29Direct economic value generated and distributed,
including revenues, operating costs, employeecompensation, donations and other community
investments, retained earnings, and payments tocapital providers and governments
Financial implications and other risks and opportunities
for the organization s activities due to climate change.

P45-50

P43

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

4.6

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

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.

P27

P28-29EN1

Materials used by weight or volume.

Homepage

EN2

Percentage of materials used that are recycled
input materials.

P36, homepage

EnergyEN3

Direct energy consumption by primary energy source.

EN4

Indirect energy consumption by primary source.

Homepage
Homepage

EN5

Energy saved due to conservation and eﬃciency improvements.

P34

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

EN7

Initiatives to reduce indirect energy consumption and reductions achieved.

P34

Water

P2

4.2

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

Environmental Performance Indicators
Materials

P1

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

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

Indirect Economic Impacts
EC8

P1-2

4.1

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.

P20-29EC6EN8Total water withdrawal by source.

EN9

Water sources signiﬁcantly aﬀected by withdrawal of water.

EN10 Percentage and total volume of water recycled
and reused.

4. Governance, Commitments, and Engagement
Governance

4.9

P2

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

EC2

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

List of stakeholder groups engaged by the organization.

4.16

EC1

P1-2

3.6

3.12

4.14

5. Management Approach and Performance Indicators
Economic Performance

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

P19

Market Presence

3.1

3.5

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

Stakeholder Engagement

P54
P9

Name of the organization.

2.2

P32-33

Commitments to External Initiatives
4.11

P3-4, 192.1

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

Main corresponding pages

Homepage
Homepage
Homepage

Biodiversity

P17

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

Emissions, Eﬄuents, and Waste

P1

P17

EN16 Total direct and indirect greenhouse gas emissions by weight.

P32, 34, 37, homepage

EN17 Other relevant indirect greenhouse gas emissions by weight.

P32, 34, 37

EN18 Initiatives to reduce greenhouse gas emissions
and reductions achieved.

P32, 34- 37

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

6

Homepage
P34, homepage
HomepageGuideline items

Guideline items

Main corresponding pages

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

P42

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

P35

LA13 Composition of governance bodies and breakdown of employees per category according togender, age group, minority group membership, and other indicators of diversity.

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.

Overall

EN30 Total environmental protection expendituresand investments by type.

P43

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

P18

SO4

Actions taken in response to incidents of corruption.

P19

SO5

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

Back cover

Product Responsibility Performance Indicators
Customer Health and Safety

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

P19, 24-25

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

P25

PR1

Training and Education

LA11 Programs for skills management and lifelong learningthat support the continued employability of employees and assist them in managing career endings.

P27

SO3

Public Policy

Occupational Health and Safety

LA9

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

Society Performance Indicators
Corruption

P35

Labor Practices and Decent Work
Performance Indicators
LA8

P23

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

Products and Services

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

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

Guideline items

Main corresponding pages

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

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
Quantity of recycled and reused materials within theoperational area

P30-31, 39-40
P44,homepage
P43
P27, 39-41
P27

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

P34-38, 42
P35, 37
P43

P9-13, 45-46
P32, 34-35,homepage

P38,homepage

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

P36,homepage

Total water discharge and measures for its reduction

P38,homepage

Current situation of Toyoda Gosei s social activities

7

P36,homepage

Emission and transference of chemical substances andmeasures for their reduction

Current situation of Toyoda Gosei s social activities

P34-38, 42

P34-35,homepage
Homepage

Homepage

Current related situation between environmental consideration and management

P28-29P34,homepage

Air pollution and life environment loads and measures
for their reduction

Current related situation between environmental
consideration and management

P40

Main corresponding pages

P30-33
P17-29