Takeshi Uchiyamada (Research & Development) Yukitoshi Funo (Asia & Oceania Operations /Middle East, Africa and Latin America Operations /External Affairs / Operation Planning and Support) Atsushi Niimi (North America Operations /China Operations /Production Control/ Production Engineering/ Manufacturing) Shinichi Sasaki (Business Development / IT / Purchasing /Japan Sales Business /Customer Service / Quality) Satoshi Ozawa (Europe Operations /General Administration & Human Resources /Accounting)
Senior Managing Directors, Members of the Board Nobuyori Kodaira (Corporate Planning Div. / Environmental Affairs Div./ IT Group) Mamoru Furuhashi (External Affairs Group) Takahiko Ijichi (Accounting Group) Yasumori Ihara (Corporate Planning Div. / Purchasing Group)
Full-Time Corporate Auditors Yoichiro Ichimaru Masaki Nakatsugawa Masahiro Kato
Corporate Auditors Yoichi Morishita Akishige Okada Kunihiro Matsuo Yoko Wake
Toyota Global Vision
Toyota has engaged in a variety of management reforms in response to the industry environment. Their new Global Vision clarifies the corporate image and values for which they aim. Their goal is to achieve future growth based on the lessons they have learned and their reflection on their experiences associated with the deterioration of the management environment caused by the Lehman shock and a series of quality issues. Henceforth, they will establish posts in each region of the world based on this vision and achieve continuous growth through a structure composed of regional entities that conduct their actual business.
Building a strong business strategies and altering the management structure For the steady execution of a business strategy based on their regional entities, they will strengthen the three core functions of quality maximization, cost minimization and human resources development, while establishing a solid business foundation that balances quality and cost. The management structure has been altered so as to achieve early realization of these goals.
Their efforts to transfer authority from the head office to regional entities and achieve efficient business management at the local level include reducing the number of directors, cutting away some layers of decision making, stationing Regional Chief Officers for localized decision making by overseas affiliates, using external experts to gain feedback from outside the company and establishing the Executive General Manager position to promote local management.
As a result, even in a tough business environment in which they are contending with an exchange rate in the range of US$1/¥85 and vehicle sales of 7.5 million units, they are building a firm management structure through which they can soon achieve a consolidated operating margin of 5%, operating income of around ¥1 trillion and a return to profitability in non-consolidated operating income.
Strategies and important efforts by region
Japan In Japan, they are engaged in the highly technologically advanced and improved manufacturing that Japanese customers expect. This includes offering vehicles such as high value - added hybrids and Lexus models, as well as three-row minivans and mini-vehicles, so as to provide products that will satisfy their customers.
North America They are promoting further autonomy on the part of their North American entities by making that region their global center for models such as the Camry, as well as by aiming to build a consolidated structure in North America that covers everything from development through production and supply to other countries. Furthermore, they linked up in May of last year with Tesla Motors in an effort to create the future mobility society through joint efforts in advanced IT technologies and IT industry.
Europe They are sharpening their technological abilities for success in this fiercely competitive market with its mature automotive culture. At the same time, they are focusing their global product planning efforts in the region. Their goal is to establish a powerful brand in Europe by building attractive cars and developing products optimized to satisfy the European customer.
China, emerging markets, others Their efforts in China and other emerging markets include improving their brand image and working to introduce environment-friendly vehicles and otherwise diversify mobility in these countries, especially China. In Asia and Oceania, they will continuously release products that meet the needs of emerging markets, such as international multipurpose vehicles (IMVs) and newly developed compact cars, moving forward with a supply strategy that is responsive to expanding markets within and outside the region.
They will cultivate this region as a global base for efficient development and production through greater localization and improved productivity. Furthermore, in the Middle East, Africa and Latin America they will seek to provide the cars that customers in each region demand, that is, those that customers in each country will call “my car.”
Financial Strategy The three key components of Toyota’s financial strategy are growth, efficiency and stability. They believe that the balanced pursuit of these three priorities over the medium to long term will allow them to achieve steady and sustainable growth, as well as increase corporate value.
Growth: Sustainable growth through continuous forward-looking investments Efficiency: Improving profitability and capital efficiency Stability: Maintaining a solid financial base