Working Toward the Mobility Society of the Future
Message from
the President
The Source of Our
Value Creation:
What Makes Us Toyota
Value Creation Story:
Working toward the Mobility
Society of the Future
Business Foundations
for Value Creation
Corporate Data
>Message from the CSO > Roundtable Discussion with the Outside Directors > Dialogue with Institutional Investors on Corporate Governance > Corporate Governance
Message from the CFO > Capital Strategy > The Environment > Vehicle Safety > Quality and Information Security > Intellectual Property and Privacy > Value Chain Collaboration
Human Rights Diversity and Inclusion > Human Resource Development >Health and Safety and Social Contribution Activities > Risk Management and Compliance
Message from the CSO
Aiming to expand mobility, we are also advanc-
ing preparations for Woven City, a living labora-
tory for testing new technologies and services.
Yumi Otsuka Chief Sustainability Officer
Toyota Is Transforming
in Pursuit of
"Producing Happiness for All"
Transforming to Help Realize a
Sustainable World
With a corporate mission of "producing happi-
ness for all," Toyota is advancing novel initia-
tives toward the realization of a sustainable
world. These initiatives will help Toyota survive
the once-in-a-century upheaval taking place in
the automotive industry as it transforms into a
mobility company. Specifically, we are working
to establish a more agile development approach
to enhancing overall vehicle performance. To
this end, we are further honing our basic sourc-
es of competitiveness, such as the Toyota
Production System (TPS) for making ever-better
cars and cost reductions, and our motorsports-
bred cars. In addition, to create a new mobility
company business model, we are advancing the
development of software and connected technol-
ogies, including the Mobility Services Platform and
the Arene vehicle software development platform.
Human Resource Development is Key
The social issues we face today are increasingly
complex and serious. As such, the challenges we
must take on are broad ranging, from building a
mobility society of the future in such areas as car-
bon neutrality and mobility for all, to creating of
environments that ensure respect for human
rights throughout the supply chain and leverage
diverse talent, regardless of gender, disability, or
age. To advance these initiatives with speed and
agility amid drastic change and growing uncer-
tainty, developing people with the aspiration and
passion to build a better future as well as the
skills to make that aspiration a reality will be key.
President Toyoda has said that developing
human resources with the spirit of working for
the sake of others, a spirit that has been handed
down since the Group's founding, is essential to
be committed to the Sustainability Development
Goals. This idea is a pillar of our efforts to pro-
mote sustainability in society and within Toyota.
Promoting Diversity and Passing on
Philosophy, Skills, and Behavior
Conveying philosophy, skills, and behavior is
essential to human resource development.
President Toyoda and top management convey
their philosophy through the Toyota Times, Akio
Toyoda's Juku (roundtable with employees) and
dialogue using other communication tools.
Furthermore, we have reaffirmed the position of the
TPS as a source of our competitiveness. This has
enabled us to advance Kaizen (continuous
improvement) at both production sites and other
workplaces through the application of the TPS, and
the TPS has become a central touchpoint for digital
transformation (DX) efforts. To transform into a
mobility company, we are also working to secure
software talent and promote diversity and inclusion.
As a result of these initiatives, all of our employees
are gaining a greater awareness of social issues
and beginning to proactively take action that
extends beyond our conventional fields of activity.
Forging Partnerships through Action
At the same time, to help realize a sustainable
world, we need like-minded partners who share
our aspirations. Toyota is strengthening its rela-
tionships with suppliers and other existing stake-
holders while also working to foster new
partnerships across diverse fields, such as energy
and connected technologies. For example, we are
advancing the technological development of
hydrogen engine vehicles, which are still in the
early development stages, by entering them in
endurance races. Through such partnerships, we
have successfully gained a wider range of part-
ners with whom to work hand in hand toward car-
bon neutrality. Seeing this has taught me
first-hand the lesson that action has power to
move people.
Iwatarii
AMING
As CSO, I will continue working to strengthen
engagement with both internal and external
stakeholders while advancing initiatives aimed at
helping realize a sustainable world based on the
strengths and values that make us Toyota.
TOYOTA MOTOR CORPORATION
31
INTEGRATED REPORTView entire presentation