Sustainability
Data
Book
2022
Sustainability Data Book
11
Sustainability Data Book Overview Overview of Toyota Motor Corporation
Promoting Sustainability Environment Social Governance Content Index
Overview
GRI
102-46, 48~52
1 Editorial Policy
2 Update History
3 Contents
Sustainability
Data Book
Overview
Updated in October 2022
The Sustainability Data Book explains Toyota’s sustainability approach and policies for
ESG initiatives along with practical cases and numerical data, as a medium for specialists
and those who are particularly interested in sustainability issues.
Since scal 2021, the Sustainability Data Book, which had conventionally been released
annually, has been updated whenever necessary so that the information can be disclosed
in a timely manner.
Period Covered
Focusing mainly on the results of initiatives implemented
during the previous scal year, the contents are updated as
necessary throughout the year. For update history, please see
the following page.
Scope of Report
This Book introduces the initiatives and activities of Toyota
Motor Corporation and its consolidated subsidiaries etc. in
Japan and overseas. The scope of data covered is described
in each section.
Toyota References in This Document
Toyota Motor Corporation:
Information on or initiatives of Toyota Motor
Corporation
Toyota: Information on or initiatives of Toyota Motor
Corporation and its consolidated subsidiaries
Reference Guidelines
�
Task Force on Climate-related Financial Disclosures
(TCFD)
�
Sustainability Accounting Standards Board
(Reference code
SASB
TR-AU-
is indicated at each
applicable part.)
P.113 SASB Content Index
�
GRI Standards
(Reference code
GRI
-
is indicated at each
applicable part.)
P.114 GRI Content Index
�
ISO 26000 Guidelines
Third Party Assurance
Third Party Assurance
denotes data assured by an Independent
Practitioner
Disclaimer
This report includes not only past and current facts pertaining
to Toyota Motor Corporation and other companies within the
scope of coverage of the report, but also plans and projections
at the time of its publication as well as forecasts based
on management policies and strategies. These forecasts
are assumptions or determinations based on information
available at the time they are stated, and the actual results
of future business activities and events may differ from the
forecasts due to changes in various conditions. In cases
where information provided in prior reports is corrected or
restated and in cases where material changes occur, the
details thereof will be indicated in this report. The readers’
understanding about this point would be appreciated.
Editorial Policy
｜
Editorial Policy
｜
Update History
｜
Contents
｜
Integrated Report
Securities Reports/SEC Filings
Financial Results/Operating Results
Sustainability Data Book
Corporate Governance Report
Non-nancial
Financial
IR section of Toyota’s website Sustainability section of Toyota’s website
Toyota Times website
Sustainability Data Book
22
Sustainability Data Book Overview Overview of Toyota Motor Corporation
Promoting Sustainability Environment Social Governance Content Index
Overview
｜
Editorial Policy
｜
Update History
｜
Contents
｜
December 2022 Promoting Sustainability Public Policy
October 2022 All pages updated (Review of FY2021 initiatives and layout)
August 2022 Environment Climate-related Financial Disclosures Based on TCFD
Recommendations
SASB/GRI Content Index
January 2022 Environment Strategy and Management, Environmental Data
December 2021 Promoting Sustainability Fundamental Approach, Public policy
Safety
Information Security and Privacy (The content transferred from “Governance” to “Society” and
expanded disclosure of more information about our contribution
to the society.)
Business Partners Dealers
Diversity and Inclusion Social Recognition
Intellectual Property (Newly added)
Risk Management Fundamental Approach
November 2021 Environment
October 2021 Quality and Customer
Social Contribution Activities
Respect for Human Rights
Business Partners Supply Chain
Diversity and Inclusion
Social Data
Risk Management Business Continuity Management (BCM)
Compliance Bribery / Corruption Prevention Measures
July 2021 Overview of Toyota Motor Corporation
Promoting Sustainability Organizational Structure
Quality and Customer Quality
Respect for Human Rights
Health and Safety
Diversity and Inclusion
Human Resources
Social Data
Corporate Governance
Risk Management Initiatives for Information Security
Compliance
Update History
Sustainability Data Book
33
Sustainability Data Book Overview Overview of Toyota Motor Corporation
Promoting Sustainability Environment Social Governance Content Index
Overview
｜
Editorial Policy
｜
Update History
｜
Contents
｜
Overview
Sustainability Data Book Overview Editorial Policy 1
Update History 2
Contents 3
Overview of Toyota Motor Corporation Company Prole 5
Promoting Sustainability Fundamental Approach 6
Organizational Structure 6
Materiality (key issues) 7
Toyota’s SDGs 7
Stakeholder Engagement 8
Public Policy 9
Environment
Policy and Environmental Management Fundamental Approach 11
Environmental Management 11
Initiatives with Suppliers 13
Initiatives with Dealers and Distributors 15
Stakeholder Engagement 16
Climate Change Fundamental Approach 17
Life Cycle 18
Product 22
Production 25
Resource Recycling Fundamental Approach 28
Activities to Achieve Resource Recycling 28
Harmony with Nature Fundamental Approach 31
Biodiversity 31
Water Environment 35
Climate-related Financial Disclosures Based on TCFD Recommendations
Governance 37
Strategy 38
Risk Management 42
Metrics and Targets 43
Environmental Data Greenhouse Gases (GHG) 46
Energy 47
Water 48
Recycling 49
Waste 50
VOC, NOx, SOx 50
Conversion Factors 50
FY2022 Review of the 7th Toyota Environmental Action Plan (2025 Target) 51
Third-party Verication 54
Social
Respect for Human Rights Fundamental Approach 57
Organizational Structure 57
Policy development and dissemination 58
Human Rights Due Diligence 58
Initiatives for Migrant labor (forced labor) 59
Initiatives for Wage 60
Initiatives for Working Hours 60
Initiatives for Flexible Work Styles 60
Initiatives for Anti-harassment 60
Initiatives for Child Labor 61
Initiatives for Freedom of Association 61
Initiatives for Precarious Work 61
Responsible Mineral Procurement 62
Education related to Human Rights 62
Diversity and Inclusion Fundamental Approach 63
Organizational Structure 63
Women's Activity 64
Nursing Care Support 67
Inclusion of Persons with Disabilities 68
Inclusion of LGBTQ+ employees 69
Initiatives Related to Race and Nationality
promotion 70
Employment for Over 60s 70
Value Chain Collaboration Fundamental Approach 71
Initiative with Suppliers 71
Initiative with Dealers 73
Vehicle Safety Fundamental Approach 74
Integrated Safety Management Concept 74
Active Safety 75
Passive Safety 76
Emergency Response 76
Automated Driving Technology 77
Initiatives to Improve Trafc Safety Awareness 77
Quality and Service Fundamental Approach 78
Organizational Structure 78
Product Safety Initiatives 79
Quality Risk Management 79
Fostering Quality-oriented Awareness and
Culture 79
Coping with Quality Problems 80
Contents
Sustainability Data Book
44
Sustainability Data Book Overview Overview of Toyota Motor Corporation
Promoting Sustainability Environment Social Governance Content Index
Overview
｜
Editorial Policy
｜
Update History
｜
Contents
｜
After-sales Service 80
Customer Feedback System 81
Information Security Fundamental Approach 82
Organizational Structure 82
Information Security Measures 83
Preparing for Information Leaks and External
Attacks 83
Security for Automobiles 84
Privacy Fundamental Approach 85
Organizational Structure 85
Respect for Privacy and Protection of Personal
Information 86
Intellectual Property Fundamental Approach 87
Organizational Structure 87
Intellectual Property Activities 87
Human Resource Development Fundamental Approach 88
Recruitment 88
Education and Career Development 89
Evaluation of and Feedback to Employees 91
Employee Satisfaction Survey 91
Health and Safety Fundamental Approach 92
Organizational Structure 93
Health and Safety Education 93
Initiative for Health 94
Initiative for Safety 95
Social Contribution Fundamental Approach 97
Organizational Structure 97
Social Contribution Activities 97
Social Data Employees 98
Supply Chain 99
Quality 99
Social Contribution Activities 99
Governance
Corporate Governance Fundamental Approach 101
Corporate Governance Structure 101
Board of Directors 102
Audit & Supervisory Board 103
Executive Compensation 103
Internal Control 103
Risk Management Fundamental Approach 104
Organizational Structure 104
Risk Management System 105
Business Continuity Management (BCM) 105
Compliance Fundamental Approach 108
Compliance Education 108
Bribery / Corruption Prevention Measures 109
Initiatives for Taxation 109
Speak-up 109
Checks to Enhance Compliance 110
Governance Data Governance 111
SASB/GRI Content Index
SASB Content Index 113
GRI Content Index 114
Sustainability Data Book
55
GRI
102-1~7, 16
5 Company Profile
Overview of
Toyota Motor
Corporation
Updated in October 2022
No. of plants and manufacturing companies (as of the end of March, 2022)
No. of R&D centers (as of the end of March, 2022)
Europe
7
3
Other
7
0
Japan
16
8
North America
13
5
Asia
26
4
Excluding Japan
No. of
Employees
372,817
(as of the end of
March, 2022)
Asia
66,328
Europe
24,852
Japan
203,948
Other
22,218
North America
55,471
No. of vehicles
produced
8,158,223
(FY 2022)
Asia
1,498,557
Japan
3,738,321
Other
462,698
North America
1,751,915
Europe
706,732
No. of
vehicles sold
8,230,425
(FY 2022)
Asia
1,542,918
Japan
1,924,185
Other
1,352,311
Europe
1,017,099
North America
2,393,912
No. of plants and manufacturing companies (as of the end of March, 2022)
No. of R&D centers (as of the end of March, 2022)
Europe
7
3
Other
7
0
Japan
16
8
North America
13
5
Asia
26
4
Excluding Japan
No. of
Employees
372,817
(as of the end of
March, 2022)
Asia
66,328
Europe
24,852
Japan
203,948
Other
22,218
North America
55,471
No. of vehicles
produced
8,158,223
(FY 2022)
Asia
1,498,557
Japan
3,738,321
Other
462,698
North America
1,751,915
Europe
706,732
No. of
vehicles sold
8,230,425
(FY 2022)
Asia
1,542,918
Japan
1,924,185
Other
1,352,311
Europe
1,017,099
North America
2,393,912
Financial Data
For our major nancial data, please see our of cial website.
Financial Data
SASB
TR-AU-000.A
SASB
TR-AU-000.B
Sustainability Data Book Overview Overview of Toyota Motor Corporation
Promoting Sustainability Environment Social Governance Content Index
Overview
Company Name Toyota Motor Corporation
President and
Representative
Director
Akio Toyoda
Company Address
Head Of ce
Tokyo Head Of ce
Nagoya Of ce
1 Toyota-cho, Toyota City, Aichi Prefecture, Japan
1-4-18 Koraku, Bunkyo-ku, Tokyo, Japan
4-7-1 Meieki, Nakamura-ku, Nagoya City, Aichi
Prefecture, Japan
Founded August 28, 1937
Capital 635.4 billion yen (as of the end of March, 2022)
Main Business
Activities
�
Automotive business
�
Financial services (vehicle loans and leasing, etc.)
�
Other operations (information technology, etc.)
No. of Employees
(consolidated)
372,817 (as of the end of March, 2022)
No. of Consolidated
Subsidiaries
559 (as of the end of March, 2022)
No. of Associates
and Joint Ventures
Accounted for by
the Equity Method
169 (as of the end of March, 2022)
Vision & Philosophy
For details of our Vision & Philosophy, please see our of cial
website.
Vision & Philosophy
Company Profile
Global/Regional Data
｜
Company Profile
｜
Sustainability Data Book
66
Organizational Structure
Aim
•
Addressing issues of greater importance and urgency on a priority basis while grasping,
for example, changes in the external environment and social needs.
Initiative
•
In 2019: Set up the Sustainability Management
Department.
•
Continuously promoting and improving our
sustainability activities, such as environmental,
social, and governance initiatives, while
working in close liaison with relevant
departments.
•
In 2020: Appointed a Chief Sustainability
Of cer (CSO) as the leader of the promotion of
sustainability activities.
Sustainability Meeting Sustainability Subcommittee
Chairperson Chairperson of the Board of Directors CSO
Member Members of the Board of Directors Operating of cers responsible, etc.
Frequency Twice a year, in principle Six times a year, in principle
Function
•
To supervise and make decisions on
identifying key sustainability issues, its
countermeasures and the promotion of
the activities
•
To execute operations related to the
promotion of sustainability
•
To report important issues to the
Sustainability Meeting
Fundamental Approach
Aim
•
Contributing to the creation of a prosperous society through our business activities based
on the Guiding Principles at Toyota while continuing to uphold the spirit of the Toyoda
Principles, which we have inherited since our foundation.
•
Aiming to be the "best company in town" that is both loved and trusted by local people
to achieve the mission of "Producing Happiness for All" under the Toyota Philosophy
compiled in 2020.
⇒ Contributing to the sustainable development of our society and planet by
promoting sustainability under the Toyota Philosophy.
Toyota Philosophy
Guiding Principles at Toyota
Initiative
•
Advancing initiatives based on our Sustainability Fundamental Policy and individual
policies and guidelines.
Sustainability-related policies
Sustainability Fundamental Policy
<Related policies>
Environment Earth Charter Policy on Harmony with Nature
Information Information Security Policy Toyota Privacy Notice
Human rights Human Rights Policy
Supply chain
Basic Purchasing Policies
Policies and Approaches to
Responsible Mineral Sourcing
Green Purchasing Guidelines
Supplier Sustainability Guidelines
Policy for Sustainable Natural Rubber
Procurement
Health and safety
Declaration of Health
Commitment
Basic Philosophy for Safety and Health
Social contribution
Basic Principles and Policies of
Social Contribution Activities
Compliance Toyota Code of Conduct Anti-Bribery Guidelines
Taxation Tax Policy
6 Fundamental Approach
6 Organizational Structure
7 Materiality (key issues)
7 Toyota’s SDGs
8 Stakeholder Engagement
9 Public Policy
Promoting
Sustainability
Updated in December 2022
GRI
102-12, 13, 18~21, 26, 27, 29, 32, 40, 42~44, 103-1~3
[Management Oversight and
Decision-Making]
[Operational Execution]
Supervise Submit/Report
Board of Directors
Sustainability Meeting
Operating Ofcers
Sustainability Subcommittee
Overview Environment Social Governance Content Index
Promoting Sustainability
｜
Fundamental Approach
｜
Organizational Structure
｜
Materiality (key issues)
｜
Toyota’s SDGs
｜
Stakeholder Engagement
｜
Public Policy
｜
Sustainability Data Book
77
Aim
Identifying key issues to sustainably enhance our own corporate value while contributing to society in view of the ever-changing social trends, external voices, and
increasingly diversi ed, complicated issues.
Initiative
•
Promoting initiatives to realize the six key issues (materiality).
Materiality (key issues) Toyota’s SDGs
Aim
•
Producing happiness for all individuals in the era of diversi cation, with a
“YOU perspective” that sees the other side of the story.
Initiative
•
Promoting initiatives based on the desire of working for the bene t of others,
which has been passed on since our founding.
Examples
•
Initiatives for the global environment
•
Initiatives for a happier society
•
Initiatives for working people
SDGs Initiatives
Listing issues
●
Major references
• International guidelines, norms (GRI, SASB,
SDGs, etc.)
• Priority items of evaluation organizations
• Trends inside and outside Japan
• Risk and opportunity perspective
Evaluation from internal
and external viewpoints
●External
• Priority items for investors or evaluation
organizations
• Opinions obtained through communication
with stakeholders
●Internal
• Factors we have cultivated so far (founding spirit)
• Anticipated environmental changes
(transformation into a mobility company)
Evaluation from social
viewpoints
• Value that Toyota can offer society
• Contribution to solving social issues (SDGs)
Discussion
• Discussion at Sustainability Meeting attended
by Outside Directors and Audit and
Supervisory Board Members
Enhancing corporate value
Contributing to society (SDGs)
●
Respect for people, empower various human resources
●
Make safe, reasonably priced, high-quality cars
●
Maintain a stable business base
●
Build a future mobility society
●
Address climate change and promote the use of new energy sources
●
Make the value chain resilient and sustainable
Process of
identification
Basis for
identification
Six materiality issues
Transformation into a mobility company
Factors that we should change or reinforce
●
Business (nancial): Adapt to CASE*
●
Non-nancial: Commit to ESG
Founding spirit
Factors that we should continue to maintain
●
Principle: Five Main Principles of Toyoda
●
Strengths: Capabilities and technologies of monozukuri (manufacturing),
Toyota Production System, cost reduction, quality, many partners, etc.
* CASE: Connected, Autonomous/Automated, Shared, and Electric
Overview Environment Social Governance Content Index
Promoting Sustainability
｜
Fundamental Approach
｜
Organizational Structure
｜
Materiality (key issues)
｜
Toyota’s SDGs
｜
Stakeholder Engagement
｜
Public Policy
｜
Sustainability Data Book
88
Aim
•
Engaging in stakeholder-oriented management to contribute to sustainable
development and striving to maintain and develop sound relationships
with stakeholders through open and fair communication.
Initiative
•
Holding dialogues with major stakeholders through Toyota’s relevant divisions and of ces around the world.
•
Disseminating information about Toyota’s initiatives through dialogues with external experts to examine, for example, the direction of our sustainability-related initiatives,
and through speech delivery at external lecture meetings.
Stakeholder Engagement
Communication methods and frequency
Incorporation into corporate activities
Customers
●Toyota Customer Assistance Center (as needed)
Responding to customer opinions by telephone and email forms
Improving customer satisfaction
activities
●Ofcial website, product websites (as needed)
Disseminating company information and business details,
providing FAQs, etc.
●Information sharing through social media (as needed)
Disseminating company information and business details
Disseminating information in
response to customer demand
Communication methods and frequency
Incorporation into corporate activities
Employees
●Joint labor-management roundtable conferences/
Labor-management meetings (several times a year)
Discussions/negotiations, opinion exchanges and mutual
understanding regarding labor-management issues
Strengthening labor-management
relationships
●
Employee satisfaction survey (once or twice every two years)
Surveying employees’ satisfaction regarding workplace culture and company life
Communication methods and frequency
Incorporation into corporate activities
Business Partners
[Dealers]
●Various meetings, seminars, and events
(as needed)
Sharing corporate policies
Building closer, mutually
benecial relationships based
on mutual trust
Sharing purchasing policies and strengthening
mutual study and partnerships
Communication methods and frequency
Incorporation into corporate activities
Shareholders
●Shareholders’ Meeting (once a year)
Unconsolidated and consolidated nancial statements, audit and
supervisory board reports, and deliberation and decisions on resolutions
●Financial results announcement (four times a year)
Press and telephone conferences to explain Toyota’s nancial status
and initiatives
●Individual meetings (as needed)
Explanation and discussion on nancial status, local projects,
technologies, products, etc. with institutional and private investors
Improving management quality
through constructive dialogue
●Investor information website, etc. (as needed)
Providing information on nancial status, business details, etc.
Communication methods and frequency
Incorporation into corporate activities
Local Communities/
Global Society
●Roundtable conferences with local residents
(several times a year)
Explanation and discussions with local representatives on
Toyota’s initiatives at each plant
●Inviting local communities to Toyota’s events and
participating in local events (as needed)
Social gatherings with local residents
●Participating in joint projects between public and private
sectors (as needed)
Cooperating in progressive initiatives such as verication tests
●Participating in economic and industry organizations
(as needed)
●Participating in collaborative activities with NGOs and
NPOs (as needed)
Social contribution activities in each region around the world
Recognizing social needs
in individual regions
Toyota
Based on our “Customer First” policy, we take measures to
incorporate the comments and opinions of customers into better
products and services.
Timely and appropriate disclosure of operation and nancial results
to shareholders and investors, and constructive dialogues toward
sustained growth and enhancement of corporate value.
Bilateral communications to build teamwork and foster a sense of unity
based on a labor-management relationship founded on mutual trust
and responsibility.
Close communication to achieve a mutually benecial
relationship based on mutual trust.
[Suppliers]
●Supplier conventions, various meetings with
supplier associations, seminars, and events
(as needed)
Dialogue with various stakeholders to build good
relationships with local communities and to solve global
social and environmental issues.
Improving workplace culture and
evaluating and planning various labor-
management and personnel policies
Promoting mutual
understanding and forming
stable local communities
Improving advanced
technologies and recognizing/
resolving social issues
Introducing policies to improve
the vitality of the nation/
industries
•
Major initiative we participate in
•
World Business Council for Sustainable Development (WBCSD)
P.16 Stakeholder Engagement (Environment)
P.58 Engagement with stakeholders (Human Right)
Overview Environment Social Governance Content Index
Promoting Sustainability
｜
Fundamental Approach
｜
Organizational Structure
｜
Materiality (key issues)
｜
Toyota’s SDGs
｜
Stakeholder Engagement
｜
Public Policy
｜
Sustainability Data Book
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Public Policy
Aim
•
Carrying out Toyota’s mission “Producing Happiness for All” and aiming
to be the No. 1 company in the community, loved and relied on by local
residents.
•
For example, in terms of climate change, it is very important to expand
the use of electric vehicles worldwide. In the process of achieving this
objective, governments and the authorities concerned have a crucial role
in developing energy policies and infrastructure. Working and learning
together with stakeholders, Toyota will maximize its contribution to local
communities and the development of public policies in consideration of
policies, social needs, technological advancement, and various customer
needs while always bearing transparency and compliance in mind.
Initiative
•
Building good relationships with governments and their administrative
agencies, regulators, political parties, NGO, local communities, customers,
and other stakeholders.
•
Participating in economic organizations and industry associations around the
world and many ofcers and employees are involved in and contribute to
formulating policy recommendations.
•
Disclosing Toyota’s Views on Climate Public Policies
•
Being more transparent about our activities, building and increasing
trust with the public, and further strengthening cooperation between all
stakeholders by summarizing our views on key climate-related policies and
providing an overview of the industry associations to which we belong.
2022
Overview Environment Social Governance Content Index
Promoting Sustainability
｜
Fundamental Approach
｜
Organizational Structure
｜
Materiality (key issues)
｜
Toyota’s SDGs
｜
Stakeholder Engagement
｜
Public Policy
｜
Sustainability Data Book
1010
11 Policy and Environmental Management
17 Climate Change
28 Resource Recycling
31 Harmony with Nature
37 Climate-related Financial Disclosures Based on TCFD Recommendations
46 Environmental Data
51 FY2022 Review of the 7th Toyota Environmental Action Plan (2025 Target)
54 Third-party Veri cation
Environment
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Sustainability Data Book
1111
SDGs
Contri-
butions
GRI
102-16, 102-29, 103-2, 103-3,
305-6, 306-2, 307-1, 308-1, 308-2
11 Fundamental Approach
11 Environmental Management
13 Initiatives with Suppliers
15 Initiatives with Dealers and Distributors
16 Stakeholder Engagement
Policy and
Environmental
Management
Updated in October 2022
Aim
•
To achieve sustainable development together with society, establish the environmental
management system with consolidated subsidiaries to ensure through risk management
and compliance and maximize environmental performance.
•
Always improve the management system and quickly respond to changes in environmental
issues including worsening climate change.
Initiative
Establish an Environmental Management System
•
Establish strategies, policies and approaches in each eld under the lead of the three
committees of the Environmental Product Design Assessment Committee, the Production
Environment Committee, and the Resource Recycling Committee, under the supervision
of the Board of Directors.
•
Share our target with the following companies and proceed with environmental management
•
Consolidated subsidiaries on a nancial accounting basis (493 companies).
•
Unconsolidated vehicle production companies (9 companies).
•
Set environmental affairs of ces in the six regions (North America, Europe, China, Asia,
South America, and South Africa) and proceed with global environmental efforts with
consideration given to local conditions.
Global Environmental Management Framework
Toyota Motor Corporation Region
Strategy/target
Implementation
Regional 2025 Target
Share
Cooperate
E.g., various global
committees
Toyota Environmental Challenge
2050
Global 2025 Target
Environmental Product Design
Assessment Committee,
Production Environment Committee,
Resource Recycling Committee,
etc.
E.g., Regional Environmental
Committee
North America, Europe, China, Asia,
South America, and South Africa
Environmental Management
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Overview Promoting Sustainability Social Governance Content Index
Environment
Fundamental Approach
Aim
•
Reduce the environmental footprint and contribute to the sustainable development of
society and the world throughout all areas of our business activities.
•
Build close, cooperative relationships with a wide spectrum of individuals and organizations
involved in environmental preservation.
Initiative
Toyota Earth Charter
•
Conducting continuous environmental initiatives since the 1960s.
•
Established the Toyota Earth Charter in 1992 (revised in 2000).
•
Formulated our long-term initiatives for the global environment by 2050 as the Toyota
Environmental Challenge 2050, in 2015.* Subsequently advancing various initiatives
centered on this.
* 2015: The 21st session of the Conference of the Parties to the United Nations Framework Convention on Climate Change (COP21)
was held this year.
Vision & Philosophy
Toyota Earth Charter
P.44 Toyota Environmental Challenge 2050
｜
Fundamental Approach
｜
Environmental Management
｜
Initiatives with Suppliers
｜
Initiatives with Dealers and Distributors
｜
Stakeholder Engagement
｜
Sustainability Data Book
1212
Major Targets and Progress (excluding the initiatives to address climate change, recycle
resources, and ensure harmony with nature)
2025 Target 2021 Initiatives
Chemical
substances
•
Implement thorough management by carefully
considering legal trends in each country and region
•
Steadily introduced vehicles that satisfy the latest legal
requirements and substance regulations
•
Continued to evaluate and improve chemical substance
management structures by auditing and investigating
suppliers’ processes in various regions on a global basis
Air quality
•
Product:
•
Steadily introduce low-emission vehicles and boost
further improvement by introducing and increasing
ZEVs*
•
Production:
•
Continue volatile organic compound (VOC) emission
reduction activities and maintain industry-leading level
* Zero Emission Vehicles: Vehicles that have the potential not to emit any
CO
2
or nitrogen oxide (NOx) during driving, such as battery electric vehi-
cles (BEVs) and fuel cell electric vehicles (FCEVs)
•
Product:
•
In response to stricter emission regulations in various
countries and regions, introduced vehicles that satisfy
those regulations
•
Production:
•
Promoted a switch to water-based paint in the bumper
painting process
•
Took measures to completely eliminate the use of
ozone-depleting substances (ODS)
•
No signicant releases occurred
P.50 Environmental Data [T]
Waste
•
Promote activities to thoroughly reduce waste globally
and aim to minimize the volume of resource input and
waste, with the environment and economy in balance
•
Promoted waste reduction and efcient use of resources
through measures aimed at the sources of waste
P.50 Environmental Data [R]
•
Production:
•
Maintain the volume of waste per vehicle produced at
each plant below 2018 levels
•
Production:
•
Took measures aimed at the sources of waste,
developed and deployed production technologies, and
implemented daily reduction activities
•
Hazardous waste management: Ensured that end-of-
life vehicle treatment was in compliance with the laws
and regulations of each country at every plant
•
Did not import or export any hazardous waste listed in
Annexes I, II, III or VII of the Basel Convention
Logistics
packaging
•
Implement initiatives to reduce and recycle plastics used
in packaging and recycle them
•
Promoted kaizen with a focus on increasing use of
returnable containers and reducing the weight of packaging
P.50 Environmental Data [S]
Risk
management
•
Thoroughly comply with environmental laws and
regulations and strengthen proactive prevention activities
for environmental risks in each country and region
•
Two non-compliance issues (one concerning abnormal
water quality and one concerning exhaust gas) in the
production area ⇒ Completed measures for the cases
•
One complaint (concerning noise) in a non-production
area ⇒ Completed measures for the case
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Overview Promoting Sustainability Social Governance Content Index
Environment
ISO
*1
14001/ISO 50001
Certication as of 2021
•
ISO 14001: All plants of Toyota Motor Corporation and consolidated subsidiaries (122 companies)
•
ISO 50001: 8 of the above companies
*１ International Organization for Standardization
Risk Management and Compliance
•
Take the following actions at the operating bases of Toyota Motor Corporation and consolidated subsidiaries:
•
Implement preventive measures
•
Undertake risk management in accordance with criteria that meet or exceed laws and regulations
•
Have systems in place, just in case, to respond to a violation or a complaint in a timely manner, and if such
a situation occurs, work to prevent reoccurrence through identication of root causes
•
Conduct mutual learning for plants by sharing practices among Toyota Group companies
Maximize Performance
•
Proceed with initiatives to address climate change, resource recycling, and harmony with nature based on the
Toyota Environmental Challenge 2050.
P.13 Initiatives with Suppliers
P.17 Climate Change
P.28 Resource Recycling
P.31 Harmony with Nature
•
For chemical substances, air quality, and other compliance-related initiatives, and also for waste and logistics
packaging, proceed with initiatives based on the 2025 target.
Outside Evaluation for Our Commitment to Climate Change and Water Security
CDP*2 Corporate Research
•
Selected for inclusion in the A List, which is the highest evaluation for climate change and water security by
the CDP (in December 2021).
*2 An international NGO that encourages and assesses corporate disclosures on environmental initiative based on calls from global institutional investors with
high levels of interest in environmental issues
｜
Fundamental Approach
｜
Environmental Management
｜
Initiatives with Suppliers
｜
Initiatives with Dealers and Distributors
｜
Stakeholder Engagement
｜
Sustainability Data Book
1313
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Overview Promoting Sustainability Social Governance Content Index
Environment
Initiatives with Suppliers
Aim
•
Work together with suppliers toward reducing the environmental footprint
throughout the product life cycle based on the concepts of mutual trust
and mutual benet, thereby contributing to accomplishing a sustainable
society.
Initiative
Green Purchasing* Policy
Implementation of the Green Purchasing Guidelines
•
Ask all tier 1 suppliers, including new suppliers, to implement basic initiatives
based on the TOYOTA Green Purchasing Guidelines (the “guidelines”), and
also deploy and enlighten the guidelines to all tier 2 and subsequent suppliers
so that the guidelines will take root.
•
Ask through the guidelines that initiatives be taken toward reducing the
environmental footprint at each company’s production plants and throughout
the product life cycle, and that related legal compliance be ensured.
* Prioritizing the purchase of parts, materials, equipment and services with a low environmental footprint when
manufacturing products
•
Overseas Practices related to the Green Purchasing Policy
•
Ask the purchasing base in each region to implement the guidelines in line
with local conditions and make continuous efforts.
Cases
Toyota Motor North America (North America)
•
Updated the existing guidelines and issued the Green Supplier Requirements
in April 2021, and reinforced environmental management by including
compliance with requirements (CO
2
emission reductions) in the terms and
conditions.
Green Purchasing Guidelines
Supplier Sustainability Guidelines
Compliance with the Guidelines
•
Referred to the possibility that if we do not observe improvement after the
occurrence of a supplier’s violation of the guidelines, such as non-compliance
with laws and regulations, the transactional relationship may be subject to
review.
•
Already informed tier 1 suppliers of these points by including them in the
Supplier Sustainability Guidelines (revised in 2021).
Supplier Sustainability Guidelines
Monitoring
Self-assessment Sheet
•
Use a self-assessment sheet to conrm the status of initiatives by each
company and share the results.
FY2022 Results
•
Received responses from 227 main companies in Japan and provided
feedback on the scoring results.
CDP Supply Chain Program
•
Introduced the CDP Supply Chain Program in 2015 to support continuous
environmental initiatives conducted with suppliers, enabling us to determine
the supplier’s risks, opportunities and initiatives on climate change and water
security.
•
Create opportunities for environmental communication by annually holding
brieng sessions and response guidance where we share information on
social trends and Toyota’s environmental policies, and provide feedback on
response results, with the number of participating suppliers increasing every
year.
2021 Results
•
Received responses from suppliers accounting for approximately 83
percent of the total purchasing value by Toyota Motor Corporation.
•
Approximately 54 percent of these suppliers reduced their CO
2
intensity
(per unit of net revenue) compared to the previous year. (Affected by the
sluggish production due to the COVID-19 pandemic, the uctuation rate
was greater than that of the previous year.)
Main Results of the CDP Supply Chain Program (2021)
Climate Change
Water Security
Number of responding companies 133 118
Response rate 98 95
Percentage
responding
“Yes”
Governance (board-level
oversight, corporate policy)
95 76
Identifying risks 89 68
Integrating issues into business
strategy
94 75
Setting quantitative targets
94 70
｜
Fundamental Approach
｜
Environmental Management
｜
Initiatives with Suppliers
｜
Initiatives with Dealers and Distributors
｜
Stakeholder Engagement
｜
Sustainability Data Book
1414
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Overview Promoting Sustainability Social Governance Content Index
Environment
｜
Fundamental Approach
｜
Environmental Management
｜
Initiatives with Suppliers
｜
Initiatives with Dealers and Distributors
｜
Stakeholder Engagement
｜
Initiatives toward Reducing CO
2
Emissions
•
Towards carbon neutrality throughout the product life cycle, started to
investigate concrete CO
2
reduction measures by presenting CO
2
reduction
guidelines tailored to each supplier.
2025 Target
•
Work with major suppliers in each country and region toward reducing CO
2
emissions.
•
Regions in scope: Regional head ofces with a purchasing function (in
Japan, North America, Europe, China, Asia, South America and South
Africa)
2021 Results
•
Steadily accomplished the target set in each country or region.
Risk Management
Ensuring Compliance with Regulation Concerning REACH
*１
and Other
Global Regulations on Chemical Substances
•
Comply with laws and regulations on chemical substances in various
countries and regions, such as the Chemical Substances Control Law
*2
in
Japan, and the Directive on ELV
*3
and Regulation concerning REACH of the
European Union (EU).
•
Improve structures and undertake operational management in cooperation
with all parties involved in conveying chemical substance information.
•
Continue industry collaboration and global deployment and comprehensive
implementation of action standards tailored to the cultures and industrial
structures of each region.
FY2022 Results
•
Revised regulations based on the Global Automotive Declarable Substance
List (GADSL) to reect the latest laws and regulations in each country
(setting content rate targets for each substance in consideration of
regulatory requirements, etc.).
•
Steadily introduced vehicles that satisfy these regulations, and also began
to work in cooperation with European afliates to address data registration
regulations (WFD
*４
/SCIP
*５
) newly launched in Europe.
•
Conducted supplier awareness activities (361 companies) using self-
assessment check lists to ensure thorough management of chemical
substances, and continued to expand activities to other regions.
*1. Regulation concerning the Registration, Evaluation, Authorisation and Restriction of Chemicals: A regulation
for managing chemical substances to protect human health and the environment
*2. Act on the Regulation of Manufacture and Evaluation of Chemical Substances: An act to prevent environmental
pollution caused by chemical substances that pose a risk of impairing human health and interfere with the
inhabitation and growth of ora and fauna
*3. Directive on End-of Life Vehicles: A directive designed to reduce the load of end-of-life vehicles on the
environment
*4. Waste Framework Directive: A waste framework directive in Europe
*5. Database of information on Substances of Concern in articles, as such or in complex objects [Products]
Environmental Due Diligence at the Time of Purchasing
•
Policies and Approaches to Responsible Mineral Sourcing
•
Established the Policies and Approaches to Responsible Mineral Sourcing
in accordance with the OECD guidance to take into account the impact
on local societies by the procurement of minerals that may cause social
problems regarding human rights and environment.
•
Due Diligence Policy
•
Identify and assess risks in the supply chain together with suppliers, and if
any risk is identied, implement appropriate measures that will lead to the
mitigation of the risk.
*6 OECD Due Diligence Guidance for Responsible Supply Chains of Minerals from Conict-affected and High-risk
Areas
Policies and Approaches to Responsible Mineral Sourcing
P.62 Responsible Cobalt Procurement
P.30 Efforts toward Compliance with the New EU Battery Regulation
P.31 Challenge of Establishing a Future Society in Harmony with Nature
Supplier Hotline
•
Set up a supplier hotline in accordance with the Toyota Code of Conduct
and Toyota Basic Purchasing Policies, which call on suppliers to comply
with laws and regulations and to take fair and just actions, in order to allow
suppliers to report any action violating environmental laws, regulations, or
business manners that may have occurred in the supply chain, while assuring
anonymity.
Sustainability Data Book
1515
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Overview Promoting Sustainability Social Governance Content Index
Environment
Initiatives through Supplier Briengs
•
Hold periodic supplier briengs where we share information on environmental
trends and Toyota’s environmental policies.
•
Organized an explanatory session in FY2022 for promoting activities to reduce
CO
2
emissions from items, and shared the goal of realizing carbon neutrality
by 2050, thereby accelerating our efforts toward the accomplishment.
P.72 Supplier Awareness Activities
Recognition of Supplier’s Environmental Initiatives
•
Annually present the Environmental Activity Awards, established in 2017 to
commend suppliers that conduct exceptional environmental initiatives.
｜
Fundamental Approach
｜
Environmental Management
｜
Initiatives with Suppliers
｜
Initiatives with Dealers and Distributors
｜
Stakeholder Engagement
｜
Initiatives with Dealers and Distributors
Aim
•
Work together with dealers and distributers toward reducing the
environmental footprint, help them earn trust from their local communities
and serve as the “Best-in-Town”, and contribute to the communities and
customers.
Initiative
Implement the Environmental Global Policy in the Sales
and Service Area
•
Continuing to implement a strategy to reduce the environmental footprint in
store operations since 2016.
Regions
•
Dealers in 54 major countries and regions, such as Japan, North America,
Europe, Asia, Latin America, Oceania, and Africa (approximately 13,000
stores, accounting for 92 percent of the total in terms of the number of
vehicles sold).
Actions
•
Establish a structure of environmental management system
•
Minimize environmental risks
•
Improve environmental performance
•
Activities to make environment better with customers and society
Initiatives to Reduce CO
2
Emissions
2025 Target
•
100 percent introduction rate for CO
2
reduction items at newly constructed
and remodeled dealers.
2021 Results
•
Achieved the target in 41 countries and regions, and proceeding with
initiatives toward achieving the target in other countries and regions.
Awareness-raising Activities
Training for Purchasing Group Personnel
•
Provide group training for new employees regarding sustainability including
the environment.
•
Organize periodic study groups regarding carbon neutrality for staff who
communicate directly with suppliers.
Training Sessions with Suppliers
•
A variety of practical opportunities established by Toyota and its suppliers for
joint training on environmental issues.
Initiatives by Kyohokai*
•
Established research groups that consider environmental topics in 2019.
•
Organized working groups for four themes in 2021, and actively exchanged
information and held discussions for mutual learning by, for example, inviting
speakers from leading companies and holding on-site review meetings.
Issued a nal report to the entire Kyohokai in March 2022.
* Voluntary organization consisting of more than 200 suppliers delivering automotive components, bodies, etc.
to Toyota Motor Corporation
Study group with an invited expert
Sustainability Data Book
1616
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Overview Promoting Sustainability Social Governance Content Index
Environment
Aim
•
Establish positive relationships with governments and their administrative
agencies, regulators, political parties, non-prot organizations, local
communities, customers, dealers, suppliers, and employees.
•
Contribute and commit to public policy by participating in activities by industry
and economic associations, and other initiatives.
Initiative
U.S. and Europe
•
U.S.: Participate in the Suppliers Partnership for the Environment
*1
and
promote environmental initiatives where suppliers, governments, NGOs and
other stakeholders collaborate.
•
Europe: Address key sustainability issues in the supply chain as a member
company of CSR Europe’s
*2
Drive Sustainability,
*3
an automobile industry
partnership program.
•
Participate in the WBCSD
*4
and apply what we learn through participation in a
trafc ow improvement verication program in Thailand, and other projects,
to our efforts to contribute to the realization of a sustainable society.
＊1. A U.S.-based public-private partnership program for automobile manufacturers and suppliers to promote
sustainability
＊2. A European NPO that operates a European business network to promote corporate sustainability
＊3. A European partnership NPO that promotes sustainability in the automobile industry
＊4. World Business Council for Sustainable Development: An NGO that conducts advocacy and verication
projects to realize a sustainable society with the participation of major corporations worldwide
Suppliers Partnership for the Environment
Drive Sustainability
World Business Council for Sustainable Development
Japan
•
Engage in public relations and present recommendations by ourselves or
through industry and economic associations regarding climate public policies,
such as those related to the Paris Agreement, the accomplishment of carbon
neutrality, and the stable supply of low-cost renewable energy.
•
Representative Afliation:
•
Japan Automobile Manufacturers Association, Inc. (JAMA)
•
Japan Business Federation (KEIDANREN)
Cases
JAMA
•
Reduce pollution, waste, or the use of resources.
•
Comply with the End-of-Life Vehicle Recycling Law: Collection, recycling
and appropriate treatment of CFC/HFC, airbags, and shredder residue
(ASR).
•
Proceed with the 3R efforts (reduction, reuse and recycling): Reduce
weight and make even better use of raw materials at the time of the design
of automobiles, and control the generation of designated byproducts or
recycle such items at the manufacturing phase.
•
Reduce in-car emissions of volatile organic compounds (VOCs).
•
Prohibit the use of the four heavy metals (lead, mercury, hexavalent
chromium, and cadmium) / public policy on considerable reduction.
Public Policy
Stakeholder Engagement
｜
Fundamental Approach
｜
Environmental Management
｜
Initiatives with Suppliers
｜
Initiatives with Dealers and Distributors
｜
Stakeholder Engagement
｜
Overseas Initiatives
Toyota Argentina S.A. (Argentina)
•
Ensured that all dealers in Argentina were ISO 14001 certied.
•
Launched the original environmental program “Eco Dealer Program” in 2018
with the involvement of all dealers.
•
Gave certication to dealers in three pharases according to their status
of environmental management framework, achievement levels of CO
2
reductions, etc.
•
Held a monthly meeting to share best practices, for example, for saving
energy and introducing renewable energy.
•
Reduced CO
2
emissions in FY2022 by 15 percent compared to 2018 levels
at the dealers in Argentina as a result of the above initiatives.
Sustainability Data Book
1717
Aim
•
Through contributing to achieving carbon neutrality,
aim to establish a sustainable society in harmony with
nature.
Initiative
•
As an initiative to tackle climate change under the
Toyota Environmental Challenge 2050, formulated “Life
Cycle Zero CO
2
Emissions Challenges,” “New Vehicle
Zero CO
2
Emissions Challenges,” and “Plant Zero CO
2
Emissions Challenges,” and started actions in 2015.
Fundamental Approach
SDGs
Contri-
butions
GRI
102-15, 103-1, 201-2, 302-4, 302-5, 305-3, 305-5
17 Fundamental Approach
18 Life Cycle
22 Product
25 Production
Climate
Change
Updated in October 2022
Equipment
manufacturers
Vehicle
manufacturing
Logistics
Driving
Recycling
Materials
and parts
manufacturing
PART
Parts
manufacturers
Materials
manufacturers
Other
companies
and industries
Logistics
companies
Energy
companies
Recycling
companies
Dealers and
distributors
Energy
companies
MATERIAL
renewable energy
Well to Wheel
＊
renewable energy
* CO
2
emissions during driving as well as CO
2
emissions during the production stage of fuel and electricity (CO
2
emissions vary depending on the power supply con guration and
hydrogen production method, in the case of battery electric vehicles and fuel cell electric vehicles)
The bz4X, a new battery EV (BEV,) launched: with high power consumption ef ciency and practically suf cient cruising range ensured. Aimed at a world’s highest level of battery
capacity maintenance rate to develop a BEV that can be used for a long time with peace of mind.
Toyota is committed to reducing CO
2
emissions in each stage of the vehicle life cycle
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
｜
Fundamental Approach
｜
Life Cycle
｜
Product
｜
Production
｜
Sustainability Data Book
1818
Aim
•
Achieve carbon neutrality by completely eliminate CO
2
emissions not only
during driving but throughout the entire vehicle life cycle including materials/
parts manufacturing, vehicle manufacturing, logistics, energy production,
disposal and recycling.
Initiative
•
Offer optimal products to minimize CO
2
emissions throughout the vehicle life
cycle by taking into consideration the energy situations and composition
ratios of power generation sources of each country/region.
•
Accelerate measures for the development of technologies that contribute to
CO
2
emissions reduction and create eco-friendly designs as we pursue “ever-
better cars”.
•
Step up efforts to reduce CO
2
emissions throughout the entire vehicle life
cycle while engaging in even closer communication with various stakeholders
in each stage of the value chain, including suppliers and dealers.
Zero CO
2
Emissions Throughout the Entire Vehicle Life Cycle in the Future
Zero CO
2
emissions
2013 2025 2030 Future vision
Reduce by 25% or more
Reduce by 18% or more
2021
Reduce by 13%
Life cycle CO
2
emissions
Life Cycle
Life Cycle Zero CO
2
Emissions Challenge
Completely Eliminate All CO
2
Emissions Throughout the Entire Vehicle Life Cycle
2025 Target 2021 Initiatives
Life cycle CO
2
emissions
•
Reduce CO
2
emissions* by 18 percent or more
throughout the entire vehicle life cycle compared to
2013 levels
* Per vehicle
•
Reduced CO
2
emissions* by 13 percent throughout the entire vehicle life cycle compared to 2013
levels
•
In 2021, four new models were assessed, and 45 of the total 61 (74 percent coverage) models
available for sale in 2021 in Japan was assessed by Eco Vehicle Assessment System (Eco-VAS).
Logistics
•
Japan:
Reduce CO
2
emissions by 7 percent by improving
transport efciency compared to 2018 levels (average
of 1 percent reduction per year)
•
Japan ⇔ Other regions:
Reduce CO
2
emissions by ocean-going vessels
(Switch two car carriers to liquid natural gas (LNG)
powered pure car carriers)
•
Ongoing kaizen activities
•
Loading efciency improvement
•
Joint transport
•
Modal shifts*
* Switching from cargo transport by car to means of transportation with less environmental impact, such as railway and ships
•
CO
2
emissions in Japan: 266,000 tons (down 8 percent compared to 2018 levels)
•
Introduced an LNG-powered vessel (total 3 vessels) to transport completed vehicles to North
America
Suppliers
•
Promote CO
2
emissions reduction activities among
major suppliers
•
Started and promoted communication with suppliers in each region on climate change measures
P.13 Suppliers (Environmental Management)
Dealers and
distributors
•
Newly constructed and remodeled dealers: achieve
100 percent introduction rate for CO
2
emissions
reduction items
•
Promoted initiatives to achieve the target in 54 major countries and regions, including Japan, North
America, Europe, Asia, Latin America, Oceania and Africa (which covers 92 percent of the total
vehicle sales)
•
Achieved the target in 41 countries and regions, and promoted initiatives to achieve the target in
other countries
P.15 Dealers (Environmental Management)
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
｜
Fundamental Approach
｜
Life Cycle
｜
Product
｜
Production
｜
Sustainability Data Book
1919
Promoting Environmental Management in the Vehicle Life Cycle
•
Has been working to reduce CO
2
emissions by adopting LCA
*1
methods with
the aim of a clean car manufacturing throughout the vehicle life cycle.
•
Promoting the environmental management by using the Eco Vehicle
Assessment System (Eco-VAS), which was introduced in 2005, that sets
environmental targets during the vehicle development stage under the guidance
of the chief engineer and takes steady measures to achieve those targets.
•
Achieved life cycle CO
2
emission levels in all subject models equivalent to
or lower than those of reference vehicles (previous models or vehicles of the
same class).
e.g.,
• Reduced CO
2
emissions of the NX350h by 16 percent compared to
the previous model
*1 Life Cycle Assessment:
• A comprehensive assessment technique to quantify a vehicle’s impact on the environment (including global
warming, acidication and resource depletion) in each stage from resource extraction to disposal and recycling
• Toyota has acquired a certication based on the ISO 14040/14044 from TÜV Rheinland, a third-party
certication organization.
Eco-VAS Activity Cases:
LCA Results of CO
2
Reduction in the Vehicle Life Cycle for NX350h
Previous
model
Materials
manufacturing
Parts manufacturing
and vehicle assembly
Driving
Disposal and recycling
Maintenance
New
model
CO
2
index
16% reduction
0.0 0.2 0.4 0.6 0.8 1.0
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
｜
Fundamental Approach
｜
Life Cycle
｜
Product
｜
Production
｜
Consideration in Each Stage of the Vehicle Life Cycle
•
Toyota has been working, in cooperation with its stakeholders, to achieve
carbon neutrality by 2050 by employing the Life Cycle Assessment (LCA)
methods to measure CO
2
emissions.
•
Carbon neutrality in LCA means to achieve carbon neutrality for not only
greenhouse gas (GHG) emissions during driving but all CO
2
generated
throughout the entire vehicle life cycle including materials, parts and vehicle
manufacturing, logistics, energy production, disposal and recycling.
Each Stage of the Vehicle Life Cycle
Disposal/
recycling
Energy
●
Renewable energy power
generation
●
Thermal power generation
Products
manufac-
turing
Vehicle
manufac-
turing
Well to Wheel
Materials
Tank to Wheel
vehicle driving
Fuel
manufacturing
Well to Tank
•
CO
2
emissions during driving are considered in two stages.
•
Well to Tank (WtT): From fuel extraction/production to a tank, or from power
generation to lling a battery
•
Tank to Wheel (TtW): From start of an engine or motor to driving wheels
•
While gasoline vehicles emit CO
2
during fuel production (WtT) and driving
(TtW), battery electric vehicles (BEVs) do not emit CO
2
during driving (TtW)
but if fossil fuel is used, CO
2
is generated during production of electricity (WtT)
and production of batteries.
•
To reduce CO
2
emissions of BEVs, conversion to renewable energy is crucial.
But the progress in conversion varies among countries and regions, making
it difcult to achieve complete conversion. It is therefore not easy to achieve
carbon neutrality only with BEVs. So, reduction of CO
2
emissions from the
existing powertrains, such as gasoline vehicles and hybrid vehicles, many of
which are present in market, should also be promoted by introducing low-
carbon synthetic fuels, such as biofuel and e-fuel.
P.23 Aiming at Carbon Neutrality through Product Development (Products)
Sustainability Data Book
2020
Cases of Initiatives in Energy Production and Usage
CO
2
-free hydrogen production and usage for Woven City and beyond
•
On March 23, 2022, ENEOS and Toyota announced to jointly explore CO
2
-
free hydrogen production and usage at Woven City, the prototype city
of the future that Toyota has started to develop in Susono City, Shizuoka
Prefecture, Japan.
•
The two companies have decided to commence construction and operation
of a hydrogen refueling station to produce and supply CO
2
-free hydrogen to
Woven City and Fuel Cell Electric Vehicles (FCEVs).
•
They are considering connecting the Community Energy Management
System (CEMS*) of Woven City with the hydrogen EMS to optimize hydrogen
production.
* Community Energy Management System
CO
2
-free hydrogen production and usage for Woven City and beyond
Developing a hydrogen-based new city of the future
•
On June 4, 2021, Fukushima Prefecture and Toyota announced that they
have commenced discussions with various partners over developing a city
for a new future that makes use of hydrogen and technologies produced
in Fukushima Prefecture.
•
Creating rst an implementation model for hydrogen-based deliveries at
supermarkets and convenience stores, which play a role both as essential
urban infrastructure and as evacuation areas in times of disaster, before
embarking on a challenge to apply the model to cities nationwide.
•
Making use of hydrogen produced at Fukushima Hydrogen Energy Research
Field (FH2R).
•
Introducing several fuel cell (FC) trucks for deliveries.
•
Optimizing operational management and hydrogen relling schedules through
the use of connected technologies, and carrying out energy management
that caters to the prevailing local conditions.
Building a hydrogen-based city of the future
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
｜
Fundamental Approach
｜
Life Cycle
｜
Product
｜
Production
｜
Considering from Energy Production Stage
Consideration to energy policies
•
In working toward achieving carbon neutrality, Toyota considers that various
elements affect energy policies of individual countries/regions as described
below:
•
Individual countries/regions are promoting various initiatives appropriate for
their energy situations, which vary among countries/regions depending on
their degree of development of social infrastructure and industry and the
presence of resources.
•
Meanwhile, recent tight power supply and soaring energy prices are
affecting energy policies of countries.
Consideration to characteristics of each power generation method
•
In working toward achieving carbon neutrality, Toyota considers distinctive
characteristics of each power generation method, including some examples
below:
•
Renewable power generation
•
No CO
2
emissions during power generation.
•
With costs reduced and policy support provided, increasingly introduced.
•
Although there are some factors that are making stable supply difcult,
such as differences in the amount of power generated depending on the
weather, solutions such as reinforcement of power systems and combined
use of stationary batteries are being considered.
•
Backup with other power generation methods is an issue.
•
Thermal power generation
•
Being used in many countries and regions as a stable power source.
•
To reduce CO
2
emissions, co-ring of hydrogen or ammonia is being
considered.
•
Combined application of CCS (CO
2
capture and storage), a process
of separating and recovering CO
2
in exhaust gas from plants or power
stations, is expected, though there are challenges in the selection of
proper locations, cost reduction and the development of laws.
Sustainability Data Book
2121
Case 2 Making use of low-carbon technology (reducing CO
2
emissions
intensity)
For land transport
•
Commenced use of 25-meter tandem trailers to improve transport ef ciency
and as a solution to the shortage of drivers. (From March 2022: between
Tahara and Hino, from June 2022: between Mikawa and Kyushu)
Considering gradually expanding the application while advancing negotiations
concerning the development of the operation routes.
•
Taking on new initiatives for the practical use of new technologies, including
hydrogen fuel cell electric trucks.
25-meter tandem trailer
For marine transport
•
Introduced LNG-powered pure car carriers
*2
to transport completed vehicles
from Japan to North America.
•
Added one vessel in 2021 (total three vessels).
•
Further expansion is being discussed with shipping companies.
*2 CO
2
emissions per transport unit are reduced by 25 percent to 40 percent compared to earlier diesel ships.
Initiatives in Logistics
•
To achieve carbon neutrality throughout the entire vehicle life cycle, working to improve transport ef ciency (reduce workload) and
make use of low-carbon technologies (reduce CO
2
emissions intensity) in transport of production parts, completed vehicles, and
supply parts covered by in-house logistics arrangements.
2021 Results
•
CO
2
emissions in logistics in Japan: Down 8 percent from 2018
•
CO
2
emissions in logistics overseas: CO
2
reduction activities tailored to local characteristics are being promoted
Case 1 Improving transport ef ciency (reducing workload)
Joint logistics across suppliers through in-house logistics arrangements
•
For logistics of production parts in Japan, based on the concept of retrieval system,
a principle of Toyota Production System (TPS), gradually changing the conventional
delivery system, which is arranged by suppliers, to the retrieval system, which is
arranged by Toyota.
•
By managing logistics from the perspective of the overall optimization, improving
loading ef ciency by combining the load of all suppliers and helps improve transport
ef ciency at supplier sites, thereby contributing to reduction of CO
2
emissions.
•
Gradually increasing the regions and suppliers covered by the new system, from
Kyushu to Tohoku, and to Tokai.
Relay point
Relay point
Pant
Pant
Pant
Supplier
Supplier
Supplier
Supplier
Supplier
Long lead time
Low load capacity
High load capacity
Frequent delivery
Stopping by multiple relay points
Relay point
Pant
Pant
Pant
Supplier
Supplier
Supplier
Supplier
Supplier
Direct milk run
(no relay points)
Milk run
*1
across suppliers
Concentration/
reorganization
of relay points
After kaizen (pickup system)Before kaizen (delivery system)
Loading of a truck image
After kaizen: Milk runBefore kaizen: transport by one supplier
Low load capacity High load capacity
Company A
Company A Company B Company C
*1 A delivery system in which one truck makes an ef cient circular route to pick up and deliver loads from/to
multiple suppliers
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｜
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｜
Sustainability Data Book
2222
Aim
•
Toward achieving the carbon neutrality, providing optimal products
according to the situation of each country/region.
•
Providing products that inspire customers to think, “this is easy to use” and “I
want to drive this” based on a sustainable and practical approach.
Initiative
•
Based on the idea that eco-friendly vehicles contribute to the environment
only when they come into widespread use, enhance the lineups of
electri ed vehicles
*1
and ex-fuel vehicles (FFV
*2
) and promote their spread.
•
Strive to reduce average CO
2
emissions per vehicle during driving by 90
percent compared to 2010 levels by 2050.
*1 Hybrid electric vehicles (HEVs), plug-in hybrid vehicles (PHEVs), battery EVs (BEVs) and fuel cell vehicles
(FCEVs)
*2 Vehicles that run on fuel mixed with plant-derived bioethanol
Product
New Vehicle Zero CO
2
Emissions Challenge
SASB
TR-AU-410a.3.
Reduce global
*3
average CO
2
emissions (TtW) from new vehicles by 90 percent compared to Toyota’s 2010 levels by 2050
2025 Target 2021 Initiatives
Average CO
2
emissions
from new vehicles
•
Reduce global
*3
average CO
2
emissions (TtW
*4
g/km) from new
vehicles by 30 percent or more compared to 2010 levels
•
Reduced global
*3
average CO
2
emissions from new vehicles by 24 percent compared to
2010 levels by improving environmental performance and expanding vehicle lineups
Sales of electri ed
vehicles
•
Make cumulative sales of 30 million electri ed vehicles or more
•
Achieved cumulative global sales of 20.3 million electri ed vehicles
Promoting widespread use of electri ed vehicles
SASB
TR-AU-410a.2
2021 Results
•
Cumulative sales: 20.3 million units (as of March 31, 2022)
•
Cumulative CO
2
emissions reduction effect from the widespread use of
electri ed vehicles: 162 million tons
Cumulative CO
2
Emissions Reduction Effects from Electrified Vehicles
0
5
10
15
20
25
0
50
100
Annual
Cumulative
100
200
0
0.5
1
1.5
2
3
2.5
0
5
10
15
20
20072002
1997 2012 2017 2022
(Year)
(million t-CO
2
)(million t-CO
2
)
(million units)(million units)
Cumulative sales
Annual sales
(Cumulative) 162 million t-CO
2
(Cumulative) 20.3 million
Annual
Cumulative
Cumulative CO
2
emissions
reduction effect
Annual CO
2
emissions
reduction effect
P.47 Environmental Data [F]
Third-party Veri cation
2021 data
Third-party Veri cation
2021 data
P.47 Environmental Data [F]
Average CO
2
Emissions from New Vehicles: Global
*3
2010
0
20
40
60
80
100
[Index]
2021 2025 2030 2050
Reduce by 30% or more
Reduce by 35% or more
Reduced by 24%
Reduce by 90% or more
Average CO
2
emissions from new vehicles
Third Party Veri cation
2021 data
*3 • Average fuel ef ciency values in countries and regions below (excluding vehicles in the cargo category under
fuel ef ciency regulations, and trucks and buses)
Japan, U.S., Europe, China, Canada, Brazil, Saudi Arabia, India, Australia, Taiwan, Thailand and Indonesia
• Consolidated subsidiaries are not included.
*4 Tank to Wheel: CO
2
emissions during driving (CO
2
emissions during the production stage of the fuel and
electricity are not included; TtW emissions are zero in the case of battery electric vehicles and fuel cell electric
vehicles)
Third-party Veri cation
2021 data
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Sustainability Data Book
2323
Aiming at Carbon Neutrality through Product Development
Diverse solutions for diverse situations
•
A wide range of vehicles, from passenger cars to commercial vehicles
and from cars for people’s daily lives to luxury cars, are used in diverse
situations, including not only urban areas but also countries and regions with
underdeveloped infrastructure, especially in a severe environment, such as
deserts and coal mines.
•
Toyota has a variety of powertrain lineups of electried vehicles, vehicles
that convert electricity into power to move, such as HEVs, PHEVs, BEVs and
FCEVs.
•
In diversied markets of different countries and regions, there is no one-size-
ts-all solution. Toyota therefore endeavors to propose various solutions and
prepare as many options as possible for our customers.
BEV strategies
•
Expand the options for achieving carbon neutrality by offering a full lineup
of BEVs.
•
Announced in December 2021 the plan to roll out 30 BEV models by 2030,
globally offering a full lineup of BEVs in the passenger and commercial
segments.
•
Released the bZ4X, developed based on a dedicated platform for battery
EVs, on May 12, 2022.
Media Brieng on Battery EV Strategies
Development and supply of batteries
•
While promoting a full lineup of electried vehicles, we have also been
developing a full lineup of batteries.
⇒ In line with different types of electried vehicles, continuously evolving
different types of batteries by taking advantage of their respective
characteristics.
•
Commercialized the bipolar nickel-metal hydride battery as an onboard
battery for driving for the rst time in the world.
⇒ Used in the new Aqua announced in July 2021.
⇒ Output density: doubled compared to the batteries used in the previous
generation of the Aqua.
The benets of bipolar nickel-metal hydride batteries
•
Improved accelerator responsiveness and an exciting sensation of speed
when the accelerator pedal is pressed.
•
Being more compact, less space is required to be equipped.
•
More batteries can be installed in the same space (enabling drivers to enjoy
driving on battery power alone for a longer time).
Media Brieng on Batteries and Carbon Neutrality
Photo by Noriaki Mitsuhashi
Media Brieng on Battery EV Strategies
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｜
Sustainability Data Book
2424
Hydrogen engine technology development
•
Hydrogen-engine vehicles directly burn hydrogen as fuel in a modied
conventional gasoline engine setup.
•
Using 100-percent pure hydrogen, they emit nearly no CO
2
except for the
combustion of minute amounts of engine oil during driving.
•
Promoting agile development on the frontline of motorsports.
•
The hydrogen-powered Corolla participated in the Fuji Super TEC 24 Hours
Race held from May 21, 2021 for the rst time.
•
The GR86, which uses carbon neutral fuel, participated in the Super
Taikyu Series 2022 as an attempt to increase options of fuels using internal
combustion engines.
•
Since the rst race, more and more supporters have come together with the
same goal to achieve carbon neutrality. Companies and municipalities that
produce, transport, and use hydrogen and carbon-neutral fuel in the Series
have increased from the initial eight (as of May 22, 2021) to 24 (as of June
3, 2022).
The GR86 which uses carbon neutral fuel
Challenging hydrogen engine technology development through motorsports
Plant-derived ethanol as automobile fuel
•
Ethanol produced from sugarcane or corn, which has been increasingly used
for the purpose of mainly reducing oil consumption in Brazil and the U.S., is
attracting much attention as an option to achieve carbon neutrality.
•
Plant-based bioethanol emits CO
2
when it is burned. But since plants absorb
CO
2
to grow, it will not increase the overall amount of CO
2
in the air.
•
For gasoline vehicles in general, gasoline mixed with a maximum of around
10% ethanol can be used. In countries where ethanol is inexpensive, such as
Brazil, 100-percent pure ethanol fuel is sold, and in such areas, exible-fuel
vehicles (FFVs), for which high-concentration ethanol can be used, are being
distributed.
•
Toward achieving the carbon neutrality, Toyota provides vehicles that cater to
different local conditions for customers.
Bioethanol produced from plants
Bioethanol
Mixed with gasoline
Over 10%
FFV
ICE* vehicles
HEV
PHEV
Around 10%
●
Sugarcane
●
Sugar beet, etc.
Starchy materials
●
Rice
●
Wheat
●
Corn
●
Potato
●
Sweet potato, etc.
Production
Sugar materials
* Internal combustion engine vehicles
Establish "Research Association of Biomass Innovation for Next Generation Automobile Fuels"
Expanding use of fuel cells from passenger cars to heavy-duty vehicles
•
A fuel cell generates electricity through a reaction between hydrogen as a
fuel and oxygen in the air. Similar to BEVs, FCEVs do not emit CO
2
on a TtW
basis. But the amount of CO
2
emissions during fuel production (WtT) varies
depending on the production method of hydrogen.
•
The amount of CO
2
emissions from production of hydrogen varies depending
on the production method. There are types of hydrogen with low environmental
impact, including hydrogen produced from natural gas by capturing or storing
CO
2
emitted in production processes (blue hydrogen) and hydrogen produced
through electrolysis of water using renewable energy (green hydrogen).
•
Use of hydrogen with few CO
2
emissions enables FCEVs to achieve substantial
CO
2
reduction equivalent to that achieved by BEVs using renewable energy.
•
Heavy-duty trucks are required to satisfy strict conditions, such as adequate
cruising range and load capacity, as well as the ability to refuel quickly. They
also account for around 70 percent of CO
2
emissions from commercial
vehicles in Japan. Therefore, it is highly meaningful to make them zero-
emission. Application of a fuel cell system based on the FCEV MIRAI for
passenger cars to heavy-duty vehicles is being considered.
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Sustainability Data Book
2525
Aim
•
Achieve carbon neutrality at all global plants by 2035.
Initiative
•
Promote the energy reduction initiatives such as daily kaizen and the
introduction of innovative technologies, as well as the introduction of
renewable energy and utilization of hydrogen, at all plants of Toyota and
consolidated subsidiaries.
•
Daily kaizen and the introduction of innovative technologies:
While the number of parts with much CO
2
emissions during manufacturing
is increasing due to the popularization of electri ed vehicles, optimizing
production equipment and improving energy reduction programs to reduce
the amount of energy used per vehicle by an annual rate of 1 percent or
more.
•
Introduction of renewable energy and utilization of hydrogen:
Working hand in hand widely with stakeholders both inside and outside
the company to build the necessary social infrastructure to support the
widespread use of these energy sources.
Production
CO
2
Emissions at Global Plants
20212019 2025 2035 2050
CO2ゼロ
23％削減
カーボン
ニュートラ ル
達成に挑戦
7％削減
202520212013 2030 2035 2050
Zero CO
2
emissions
Reduce by 35%
Reduce by 30%
Achieving
carbon
neutrality
Reduce by 21%
P.46 Environmental Data [A]
Plant Zero CO
2
Emissions Challenge
Achieve zero CO
2
emissions at global plants by 2050
2025 Target 2021 Initiatives
Plant CO
2
emissions
•
Reduce CO
2
emissions by implementing innovative technologies
and daily kaizen and introducing renewable energy
•
Reduce CO
2
emissions from global plants by 30 percent
compared to 2013 levels
•
Introduced innovative technologies including a new type of paint atomizer (airless paint
atomizer) that uses static electricity and promoted energy-saving through daily kaizen
•
Reduced CO
2
emissions by 21 percent compared to 2013 levels
Renewable
electricity
•
Achieve a 25 percent introduction rate for renewable electricity
•
Achieved a 13 percent introduction rate for renewable electricity
•
Maintained 100 percent renewable electricity introduction rate at all plants in Europe
•
Installed solar panels at the af liate in Thailand (3.8 MW)
Hydrogen
•
Promote proactive technological development to utilize hydrogen
•
Continuously conduct various veri cation tests to support the utilization of hydrogen
•
Stationary fuel cell (FC) generator diverting on-board FC, use of hydrogen burner for sealer
drying furnaces in the battery assembly process, production of water electrolysis-based
hydrogen by solar power generation, use of FC forklifts
* All plants of Toyota Motor Corporation and consolidated subsidiaries, and all Toyota vehicle production plants of unconsolidated subsidiaries (100% coverage)
Challenging carbon neutrality at plants by 2035
Baseline CO
2
emissions
CO2 emissions
2050
CO2
2035
Zero CO2 emissions
Plants will challenge
early achievement of
carbon neutrality
Reduction through
daily kaizen and
innovative technologies
Reduction through utilization of
renewable energy/hydrogen
(including use of credits)
(Compared to 2013 levels)
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Sustainability Data Book
2626
Daily Kaizen and the Introduction of Innovative Technologies
Reducing CO
2
emissions in production activities
•
Plant manufacturing divisions worked with production engineering divisions
and facility administration divisions to conduct energy diagnoses at
production sites, propose improvements and implement measures.
•
Continued energy-saving activities (internal ESCO* activities) and sharing of
best practices internally.
•
Expanded the introduction of innovative technologies with a focus on
painting processes and promoted energy-saving by adopting steamless
and airless processes and shifting to LED lighting.
2021 results
•
Global CO
2
emissions: Down 21 percent compared to 2013 levels
•
Conducted study sessions with Toyota Group companies and suppliers to
share know-how on energy-saving measures so that information can be
re ected in kaizen implemented by those companies. Also observed other
industries to continuously discover new ideas for kaizen.
* Energy reduction Support & Cooperation
P.46 Environmental Data [A]
Concept of internal ESCO activities (Trinity of energy-saving improvements)
Cut waste in energy
that does not create added value
Reduce costs and CO
2
emissions
付加価値を生まない
ムダなエネルギーを削減
原 価・CO2を低減
Kaizen implement
Maintain operations
Manufacturing
site
Quality
sharing of best practices
Equipment
development
Energy survey
Kaizen proposal
Infrastructure
Trinity of energy-saving
improvements
製造現場
改善実行、運用維持
設備開発
品質、横展
インフラ
エネルギー調査、改善提案
三位一体となった省エネルギー改善
Manufacturing-infrastructure collaboration in energy-saving activities
•
Eliminating steam in painting process:
Steam is associated with a large amount of loss of air and less than half of
its energy can be used effectively. So, all-out efforts were made to replace
the equipment to the one that do not use steam and to reconstruct power
sources taking into account the overall optimization and reuse of exhaust
heat.
•
A series of activities, including the one described below, were recognized
and awarded the Minister of Economy, Trade and Industry Prize of the 2021
Energy Conservation Grand Prize by the Energy Conservation Center, Japan.
Case: Oil-water separation system at ordinary temperature for antirust coating
in production process (Takaoka Plant)
•
To reduce energy consumption for heating water at 80°C, which is necessary
for oil-water separation of cleansing water, introduced a centrifuge that
separates oil and water using the difference in their speci c gravity to realize
oil-water separation without heating.
2021 Results
•
CO
2
emissions reduction effect: 360 tons
Features of the applied system
Oil content: 1200 ppm
Oil content: 2000 to 4000 ppm
Centrifuge
Main degreasing tank
Condensation tank
Further condensing oil using the oil
separation tank
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Sustainability Data Book
2727
Introduction of Renewable Energy and Utilization of Hydrogen
Expanding the introduction of renewable electricity
•
Promoting the introduction of renewable energy, taking into consideration the
characteristics of each region.
•
Actively introducing renewable energy power generation facilities at Toyota
plant sites.
•
Tahara Plant： Installed wind power generators (22 MW, operation to begin
in 2023)
•
Af liate in Thailand Siam Toyota Manufacturing Co., Ltd. (STM):
Installed solar panels (10 MW)
•
All plants in Europe: Maintained 100 percent renewable electricity
introduction rate
2020 results
•
Renewable electricity introduction rate (global): 13%
Solar panels introduced at STM
Expanding utilization of hydrogen with great promise as a means of
suppressing supply and demand variation in energy and for energy
storage and transport
•
Collaboration with stakeholders
•
Participating in initiatives to create mechanisms for the use of hydrogen
energy throughout society, such as the Hydrogen Utilization Study Group
in Chubu* (Japan) , contributing to the realization of a decarbonized society.
* Established in 2020 by local municipalities and business groups with the aim of creating a large-scale demand
for hydrogen and building a supply chain for stable hydrogen utilization in the Chubu region
Case Utilization of hydrogen at plants (Motomachi Plant)
•
Conducting veri cation testing on FC forklifts and FC power generation
(Honsha Plant).
•
Replacing natural gas burners for the sealer drying furnace of battery cases
with hydrogen burners.
•
Conducting veri cation testing of co- ring of natural gas/pure hydrogen ring
to contribute to wide-spread use of hydrogen.
Co-firing/pure hydrogen firing switchable burner for sealer drying furnaces
Drying furnace main body
Circulatory air release
Inside the combustion chamber
Natural gas/hydrogen co-ring
Natural
gas burner
Pure hydrogen ring
Hydrogen
gas burner
Mixing
Natural gas Hydrogen
Switchable
Circulatory air supply
Wind power generator under construction at Tahara Plant
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｜
Sustainability Data Book
2828
Challenge of Establishing a Recycling-based Society and Systems
Promote Global Deployment of End-of-life Vehicle Treatment and Resource Recycling
Technologies and Systems Developed in Japan
Aim
•
Aiming to realize a recycling-based society by
addressing such issues as the depletion of natural
resources and increasing waste due to population
growth and the accelerating pace of resource
consumption, throughout the entire vehicle life cycle.
Initiative
•
Placing particular importance on the two projects below
in the Challenge of Establishing a Recycling-based
Society and Systems.
•
Toyota Global 100 Dismantlers Project: To establish
social systems for appropriate treatment and recycling
of end-of-life vehicles with reduced environmental
impact.
•
Toyota Global Car-to-Car Recycle Project: A
resource recycling initiative throughout the entire
vehicle life cycle.
Toward zero waste
New vehicles
Dealer/repair shop
End-of-life vehicles
In-house recycling
Production plant
Dismantler
Development site
Recycler plant
Remanufactured parts
Bumpers replaced
during repair
Automobile shredder
residue (ASR)
Resource input
Resource input
Resource input
New materials
Recycled
materials
Sales &
Service
Production
Development
& Design
Disposal
Supplier
In-process recycling
Air bag collection and recycling
Waste oil and uid
CFC/
HFC
collection
Reuse as energy
ASR recycling
company
HEV batteries
Drive motors
Resource
recycling
Resource recycling
Iron
Non-ferrous metals
Shredding company
Press
FCs
Magnets
Battery
materials
Recycled
plastic
pellets
SDGs
Contri-
butions
GRI
102-15, 103-1, 301-3, 306-2
28 Fundamental Approach
28 Activities to Achieve Resource Recycling
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Aim
•
Building a sustainable global environment and society
by increasing the reuse rate of precious, limited
resources.
Initiative
•
As an initiative to tackle resource-recycling issues under
the Toyota Environmental Challenge 2050, formulated
"Challenge of Establishing a Recycling-based Society
and Systems", and started actions in 2015.
Fundamental Approach Activities to Achieve Resource Recycling
Resource
Recycling
Updated in October 2022
｜
Fundamental Approach
｜
Activities to Achieve Resource Recycling
｜
Sustainability Data Book
2929
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
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FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Toyota Global 100 Dismantlers Project
Establishment of Social Systems for Appropriate
Treatment and Recycling of End-of-life Vehicles
•
Inappropriate disposal and dismantlement of end-of-life vehicles may affect
local environments and cause risks to the health and safety of local residents.
•
Toyota promotes the establishment of social systems for appropriate
treatment and recycling of end-of-life vehicles without environmental
impact by using its long-established technologies and know-how.
Establishment of Model Facilities for Appropriate Treatment and
Recycling of End-of-life Vehicles
•
In India, due to the government’ s announcement of the old-car replacement
policy, the number of end-of-life vehicles is expected to increase, so that such
issues as the collection and appropriate treatment of end-of-life vehicles are
coming up.
FY2022 results
•
Establishment of two model facilities for appropriate treatment and recycling
of end-of-life vehicles in India
•
Maruti Suzuki Toyotsu India Private Limited (MSTI) nanced by Toyota
Tsusho Corporation commenced operations.
•
A facility for appropriate treatment and recycling of test cars and other
end-of-life vehicles that were generated in Toyota Kirloskar Motor Private
Limited (TKM), was established in TKM.
•
For model facilities established by the end of FY2021, we, in cooperation with
local af liates, check the maintenance and operational status of appropriate
treatment through such means as reports made in accordance with a
checklist and visual inspection of the site by using web conferencing.
Part of the dismantling site in the TKM plantCollecting waste oil and uid at MSTI
Toyota Global Car-to-Car Recycle Project
A Resource Recycling Initiative that Considers the Entire
Vehicle Life Cycle
•
Toyota works on reusing waste and recycling end-of-life vehicles to improve
resource ef ciency while reducing the generation of waste in each of the four
stages of the vehicle life cycle: development & design, production, sales &
services, and disposal.
Recycling of End-of-life Vehicles
Recycled plastics
•
In the lead up to 2050, Toyota aims to build a society that maximizes plastic
recycling on a global scale.
•
We collect and recycle bumpers replaced during repairs at dealers.
•
To reuse automobile shredder residue (ASR) from end-of-life vehicles also as
a material, which until now has been reused as heat, we are planning to use
recycled plastic materials from ASR in new vehicles by utilizing crushing and
sorting technologies of Toyota Metal Co., Ltd.
•
We adopt recycled plastics, in stages, into new models that will go on sale in
2022 and afterward, aiming to more than triple the use of recycled plastics
by 2030.
Maximization of Utilization of Recycled Plastics in Toyota Vehicles
maximize
maximize
Other industries
Utilization of
used parts
Reuse within
processes
Use as heat
Replaced bumpers, etc.
Disposed parts
End-of-life
vehicles
Scrap materials, etc.
Vehicle disposal
Vehicle use
Vehicle
production
Shredding company
Automobile shredder
residue (ASR)
minimize
minimize
New materials
Recycled plastics
Disposed plastics
•
Toyota continues to use easy-to-recycle materials to promote resource
recycling of end-of-life vehicles.
•
Having directly visited and investigated dismantling companies around the
world since the launch of the Raum passenger car in 2003, Toyota actively
adopts vehicle structures that make it easy to dismantle and separate parts
for new vehicles in order to ensure safe and speedy dismantling operations.
Achieving Industry-leading Levels in Easy-to-dismantle Design for
Effective Resource Recycling
•
Vehicle models launched in FY2022 for which an easy-to-dismantle design
is adopted:
Aqua, Land Cruiser, Corolla Cross, Noah, Voxy, LexusNX, Lexus UX300e,
Lexus LX
•
Toyota vehicles achieve a recyclability rate of 85 percent or more by calculation
based on the vehicle design values.
•
In light of recent circumstances, where many of the vehicles manufactured in
the early stage of the introduction of easy-to-dismantle designs are reaching
their end of life, Toyota placed advertisements in Nikkan Kogyo Shimbun (The
Daily Industrial News) focusing on the ease of removing the wiring harness, a
representative example, in order to make Toyota’s easy-to-dismantle design
known to more dismantlers.
•
Toyota won rst prize in Newspaper Category No. 4 at the 2021 Japan
Industrial Advertisement Award organized by Nikkan Kogyo Shimbun, Ltd.
Examples of Easy-to-dismantle Design
Wiring Harness: Use of Pull-tab
Type Ground Terminal
It is designed to be easily dismantled by
simply pulling it like the lid of a can.
Wiring Harness Layout Innovation
Wiring harness can be separated with minimal
interference to other parts.
Pull-off direction
Separation from
the thin-walled section
During disassemblingAssembled condition
｜
Fundamental Approach
｜
Activities to Achieve Resource Recycling
｜
Sustainability Data Book
3030
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Rare Metals and Rare Earth Elements
•
With a view to curbing the use of natural resources and increasing resource
input efciency, we promote the collection of rare resources used in electried
vehicles, such as hybrid electric vehicles (HEVs), plug-in hybrid electric vehicles
(PHEVs) and fuel cell electric vehicles (FCEVs), and the reuse of recycled
materials, aiming to achieve the ultimate goal of closed-loop recycling.
*1
•
We are collaborating with partner companies to establish a system for
collecting and recycling HEV batteries, HEV motor magnets, and FC stacks,
along with tungsten carbide tools and other materials used in production.
•
We are pressing ahead with car manufacturing that takes recycling into
consideration, by feeding back results of these activities into the development
and design stages.
*1 Recycling in which used products are manufactured into the same type of products
Recovered end-of-life FC stacksRecovered end-of-life HEV motors
Efforts toward Compliance with the New EU Battery Regulation
•
At the end of 2020, the European Commission published the draft of a new
EU battery regulation.
•
This regulation embodies part of the circular economy envisaged in the
European Green Deal.
•
The scope of the regulation embraces all types of batteries and their entire
life cycle, ranging from product design and production processes to reuse
and recycling.
•
While strengthening both internal and external partnerships, Toyota has
started the following study in terms of major regulatory requirements:
•
Carbon footprint measurement and information gathering.
•
Study on building a system for measuring the carbon footprint of battery
packs.
•
Consultation with battery manufacturers regarding how they can provide
carbon footprint information.
•
Study on the use and required amount of recycled materials.
•
Due diligence required for specic materials (Li (lithium), Ni (nickel), Co
(cobalt), and natural graphite).
•
Study on developing a battery supply chain management process.
•
Study on examining risks of human rights infringements and
environmental destruction at the time of raw material mining.
•
Study on third-party certication.
•
Verication of compliance under a battery passport system using digital
technology.
•
Study on building a battery traceability system.
Battery 3R
*2
•
In Japan, Toyota has launched the provision of the new bZ4X BEV through
the car subscription service “KINTO” or on a lease.
•
Toyota collects all vehicle-use end-of-life bZ4X battery packs from dealers,
dismantlers, etc. and reuse those usable for a second time as stationary
batteries
*3
.
•
Ultimately, these batteries are planned for use as materials for new batteries.
*2 In this context, “rebuild, reduce and recycle”
*3 Stationary storage batteries used to store renewable energy whose generation is unstable
Image of Battery 3R
SUSTAINABLE
｜
Fundamental Approach
｜
Activities to Achieve Resource Recycling
｜
Sustainability Data Book
3131
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Aim
•
Aim to create a society in harmony with nature by promoting biodiversity conservation
activities through collaboration with many stakeholders.
Initiative
•
As an initiative to tackle biodiversity and water issues under the Toyota Environmental
Challenge 2050, formulated “Challenge of Establishing a Future Society in Harmony
with Nature” and “Challenge of Minimizing and Optimizing Water Usage,” and started
actions in 2015.
Fundamental Approach
SDGs
Contri-
butions
GRI
102-15, 103-1, 303-1, 303-2
31 Fundamental Approach
31 Biodiversity
35 Water Environment
Harmony
with Nature
Updated in October 2022
｜
Fundamental Approach
｜
Biodiversity
｜
Water Environment
｜
Biodiversity
Aim
•
Promote biodiversity conservation activities based on the Toyota Policy on Harmony
with Nature and the Policy for Sustainable Natural Rubber Procurement toward the
building of a sustainable society in harmony with nature.
Initiative
Challenge of Establishing a Future Society in Harmony with
Nature
Connect the Reach of Nature Conservation Activities Among
Communities, with the World, to the Future
•
Toyota Green Wave Project
Plant in Harmony with Nature ⇒ “Connecting Communities” activities
•
Toyota Today for Tomorrow Project
Global collaboration with NGOs ⇒ “Connecting with the World” activities
•
Toyota ESD＊ Project
Environmental education for the next generation ⇒ “Connecting to the Future” activities
* Education for Sustainable Development
Sustainability Data Book
3232
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Toyota Policy on Harmony with Nature
•
We renewed the Biodiversity Guidelines formulated in 2008 as the Toyota Policy on Harmony with Nature in January 2021.
•
This policy is a guideline for promoting harmony with nature and will serve as the basis for future activities.
•
We will expand the reach of activities promoting harmony with nature, including the conservation of biodiversity, from
communities to the world in collaboration with various people throughout society.
Toyota Policy on Harmony with Nature
Humans enjoy prosperous and fullling lives by harmonizing various elements of nature such as water and air as well
as conserving biodiversity. However, as environmental issues such as climate change and water shortages interact
and become more severe, this harmony of natural elements is disrupted, and biodiversity is being lost. To improve
the current situation, Toyota seeks to realize a sustainable society in harmony with nature by fully utilizing the tech-
nology and know-how it has developed through various businesses.
1. Recognizing that nature underlies our life and economy through resource supply and climate stabilization, we will
promote activities that harmonize various elements of nature and conserve biodiversity.
2. We will expand the reach of activities among communities and connect them with the world by not only acting
spontaneously, but also collaborating strongly with society.
3. We will promote environmental education to change the awareness of employees and generations based on the
recognition that the biodiversity that forms the foundation of our prosperous life is facing a critical situation. At the
same time, we will offer related information to society through both in-house and outside activities.
Toyota Policy on Harmony with Nature
｜
Fundamental Approach
｜
Biodiversity
｜
Water Environment
｜
Policy for Sustainable Natural Rubber Procurement
•
Toyota proceeds to eliminate deforestation and ecosystem conversion from our supply chains.
•
Believing that protection of forests and other natural ecosystems is critical for maintaining biodiversity, combating climate
change, and sustaining livelihoods, we have formulated the Policy for Sustainable Natural Rubber Procurement for
natural rubber used in cars.
•
This policy features the following:
•
Being aligned with the Policy Framework that was adopted in a September 2020 resolution by the General Assembly
of the Global Platform for Sustainable Natural Rubber (GPSNR), of which Toyota is a member
•
Respecting the principles and guidelines laid out in the UN Guiding Principles for Business and Human Rights and the
ILO fundamental conventions
Policy for Sustainable Natural Rubber Procurement
Sustainability Data Book
3333
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Case: Development of the Plant in Harmony with Nature (1)
Toyota Motor Manufacturing（UK）Ltd. (U.K.)
•
Located in a vast ecological park, Toyota Motor Manufacturing（UK）Ltd.
realized the Plant in Harmony with Nature ahead of other global plants.
•
More than 400 species of wildlife and plants are conserved in ve zones in
cooperation with local experts based on conservation plans and methods
established by the government.
2021 Results
•
Observed butter ies and bees that are important indicator species in the
grassland area.
•
Butter ies: Over 1,000
•
Bees: Over 200
•
Provided observation results to national research institutes.
Case: Development of the Plant in Harmony with Nature (2)
Toyota Motor Thailand Co., Ltd. (Thailand)
•
As part of the Plant in Harmony with Nature project, Toyota Motor Thailand
Co., Ltd. promotes biodiversity conservation through monitoring of indicator
species, maintenance of habitat environments, and collection of scienti c data.
2021 Results
•
Maintained a growing environment for the Asian Golden Weaver, which is
listed on the International Union for Conservation of Nature and Natural
Resources (IUCN
*1
) Red List, at Cheewa Panavet (Toyota Biodiversity and
Sustainable Learning Center).
•
Through collaboration with Sango, an auto parts manufacturer located nearby,
con rmed that there were 24 nests at Cheewa Panavet and 11 at Sango.
*1 International Union for Conservation of Nature and Natural Resources
Asian Golden Weaver Red Tailed Bumble Bee
Overview of the Plant in Harmony with Nature
Local experts
• Select indicator species
• Assess ecosystem status
Employees
• Develop human skills in
harmony with nature
• Enhance communications
among employees
Local residents
• Develop biodiversity
education
• Promote local
interaction
Apex species
(birds, etc.)
Small animals
(butteries, frogs, etc.)
Quantitative assessment of ecosystems
by surveying indicator species
Advancement of the
trinity of activities
Wildlife habitat maintenance
and improvement
Continuous
monitoring
2025 Target
•
Realize “Plant in Harmony with Nature”—6 in
Japan and 4 in other regions.
•
Promote activities to connect with local
communities in collaboration with af liated
companies.
•
Start activities promoting harmony with nature
in collaboration with local communities and
companies toward biodiversity conservation.
2021 Results
•
Realized 3 plants in Japan and 4 plants
overseas.
•
Promoted activities in collaboration with 23
Toyota Group companies and global af liates.
(Number of activities: 248)
｜
Fundamental Approach
｜
Biodiversity
｜
Water Environment
｜
－ Toyota Today for Tomorrow Project －
Global collaboration with NGOs ⇒ “Connecting with the
World” activities
2025 Target
•
Globally strengthen conservation of endangered species, which symbolize
biodiversity, in collaboration with NGOs and others.
2021 Results
•
Supported 27 projects of NPOs and other non-pro t organizations and
groups addressing biodiversity and climate change (17 in Japan and 10 in
other regions).
Initiatives through GPSNR
*2
•
July 2019: Participated in the GPSNR.
•
September 2021: Announced the Policy for Sustainable Natural Rubber
Procurement.
•
2022: In response to the questions requested by the GPSNR regarding
the status of implementation of this policy, information is being collected in
cooperation with suppliers with the aim of replying by the end of December.
*2 Global Platform of Sustainable Natural Rubber：An international framework for improving the environmental,
social and economic aspects of natural rubber procurement
Policy for Sustainable Natural Rubber Procurement
－Toyota Green Wave Project－
Plant in Harmony with Nature ⇒ “Connecting Communities” activities
Sustainability Data Book
3434
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
｜
Fundamental Approach
｜
Biodiversity
｜
Water Environment
｜
－ Toyota ESD Project －
Environmental education for the next generation ⇒
“Connecting to the Future” activities
2025 Target
•
Implement globally unied initiatives to foster environmentally conscious
persons responsible for the future.
•
Offer environmental education opportunities by utilizing biotopes and others
in collaboration with the Plant in Harmony with Nature.
•
Foster environmentally conscious persons at both in-house and outside
sites, including plants and the Forest of Toyota, by utilizing educational tools
in harmony with nature for the next generation.
2021 Results
•
Conducted environmental education programs around the world.
•
Examples of Toyota Motor Corporation (Japan).
•
Implemented environmental study sessions.
•
Plant in Harmony with Nature (21 sessions, including online sessions)
•
The Forest of Toyota (179 sessions).
•
Distributed 17,852 educational tools in harmony with nature for the next
generation.
Global Implementation of Environmental Education for the Next
Generation
•
Building good relationships with local communities through environmental
education has a positive impact on Toyota’s business over the medium to
long term.
•
We implement the Toyota ESD Project in each region and hold many
environmental study sessions and events in which local residents and
employees learn and work together.
Case: Establishment of Ecozone (2018) and Implementation of Many Environ-
mental Learning and Conservation Activities
Toyota Kirloskar Motor Private Ltd. (India)
•
Ecozone
•
A place for environmental learning for employees, business partners
(suppliers, dealers, logistics companies), children/students, and local
residents.
•
A place with about 25 acres, comprising of 17 theme parks representing
the ve modules of biodiversity, climate change, energy, water, and waste.
Results since opening
⇒ Conrmed over 650 plant species and 198 faunal species (Species listed
by the IUCN Red List: 38 plant species , 3 faunal species).
⇒ More than 20,000 children/students participated in exercises.
Whole view of Ecozone (India)
Sustainability Data Book
3535
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
｜
Fundamental Approach
｜
Biodiversity
｜
Water Environment
｜
Challenge of Minimizing and Optimizing Water Usage
Minimize Water Usage and Implement Water Discharge Management According to
Individual Local Conditions
2025 Target 2021 Initiatives
Water
quantity
•
Reduce water usage taking the water environment in each
country and region into consideration
•
Promote wastewater recycling, rainwater use and various
activities including daily kaizen
•
Reduce global water usage by 3 percent per vehicle
produced compared to 2013 levels (reduce by 34 percent
compared to 2001 levels)
•
Complete measures at 2 Challenge-focused plants where
the water environment is considered to have a large
impact
•
Comprehensively introduced reduction technologies
and undertook daily water-saving efforts, such as water
recycling and reducing the amount of steam used in
painting processes
•
Reduced by 11 percent compared to 2013 levels
P.48 Environmental Data [H]
Water
quality
•
Thoroughly manage water discharge quality under internal
standards that are stricter than regulatory standards
•
Continuously assess the impact of wastewater at all plants
where it is discharged directly into the river
•
Continuously manage water quality under internal
standards that are stricter than regulatory standards
•
Assessed the impact of wastewater at all plants
* All plants of Toyota Motor Corporation and consolidated subsidiaries, and all Toyota vehicle production plants of unconsolidated subsidiaries (100% coverage)
Aim
•
Minimize the impact on water environments globally under different environments in each region.
•
Strive to become the No. 1 regional plant leading to prosperity throughout the entire society through effective use of water
resources.
Initiative
Toyota Water Environment Policy
•
Strive to become the No. 1 regional plant leading to prosperity throughout the entire society.
•
Assess our impact on water environments and work to minimize those impacts from two perspectives: the input side,
where we thoroughly reduce the amount of water usage, and the output side, where we purify wastewater
thoroughly and return.
IN OUT
Thoroughly reduce the amount of water usage Purify wastewater thoroughly and return
Toyota Water Environment Policy
Striving to consider the importance of water sustainability, Toyota will aim for
realizing prosperous societies that will share a sound water environment to the future.
Minimize the impact on local water resources by
minimizing water withdrawal and utilizing rainwater
Have a net positive impact on the environment by
returning clean water in the local water environment
Become No. 1 regional plant leading to prosperity throughout the entire society
Water Environment
Water Usage per Vehicle Produced Globally
2013 2019 2021 2025
Reduced by 5% Reduced by 11%
Reduce by 3%
34% reduction
compared to 2001
P.48 Environmental Data [H]
Sustainability Data Book
3636
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Cases of Water Usage Reduction
Case 1: Water Usage Reduced Through Repeated Kaizen Activities
Toyota do Brasil Ltda. (Brazil)
•
Reduce water usage in the painting process, which uses approximately 80
percent of the water in the plant.
⇒ Minimize water usage while maintaining good product conditions by
improving cleaning nozzles in the water cleaning process.
⇒ Reuse wastewater from air supply houses and deionizers.
2021 Results
•
Water usage reduction: 25,000 tons in total.
•
Per-unit water usage (per vehicle produced) : Reduced by 42 percent
compared to 2013 levels.
•
Received “Local Environmental Award” organized by the Association of
Automotive Engineering in recognition of the above activities.
Water usage reduction kaizen team membersCleaning process in painting
｜
Fundamental Approach
｜
Biodiversity
｜
Water Environment
｜
Case 2: Water Usage Reduced Through Expansion of Water Recycling in the
Casting Process
Toyota Motor (Changshu) Auto Parts Co., Ltd. (China)
•
Promote activities to become a zero-emission casting plant.
•
During the treatment of wastewater from die casting machine, 54 tons
of wastewater is generated annually for cleaning the oil accumulated in a
concentration system.
⇒ Reuse cleaning wastewater by adding an oil separator, piping and
switching valves.
2021 Results
•
Reuse of water: 51 tons (94 percent recovery rate).
Wastewater Collection Flow from Die Casting Machine
Oil
content
洗浄槽
生産工場建屋
貯蔵タンク
廃液貯蔵建屋
処理事業者へ輸送
数か月に
1度交換
蒸気
により
減容化
廃液
11.5ton/年
（減容化後）
洗浄槽
生産工場建屋
廃液貯蔵建屋
改善前 改善後
浄化再生洗浄液の
再利用
ダーティタンク（異物除去）
循環
今回開発
した装置
（油分除去）
ペーパーフィルタ
ポンプアップ
オーバー
フロー
Water recycling
tank
Concentration system
Cleaning wastewater
Cooling
tower
Wastewater tank
Switching valve
Wastewater tank
Oil
separator
再利用
再利用
Sustainability Data Book
3737
Reporting period: 2021
Period covered in this chapter:
January 1, 2021 to December 31, 2021
GRI
102-11, 102-15, 102-29, 102-30,
102-32, 102-33, 103-2, 201-2
37 Governance
38 Strategy
42 Risk Management
43 Metrics and Targets
Climate-related
Financial
Disclosures
Based on TCFD*
Recommendations
* TCFD（Task Force on Climate-related Financial Disclosures）
Updated in October 2022
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
a）Board’s Oversight of Climate-related Risks and Opportunities
•
At Toyota, to ensure effective strategy formulation and implementation in line with latest
societal trends, important climate-related issues, if arise, are reported to the Board of
Directors.
•
The Board of Directors conducts the following duties:
•
Deliberate and supervise strategies, major action plans, and business plans.
•
Monitor the progress toward qualitative and quantitative targets addressing climate
issues.
•
Monitoring is performed in consideration of the nancial impact of the following risks/
opportunities, which may turn into climate-related issues:
•
Risks/opportunities related to products, such as fuel ef ciency/emission regulations.
•
Risks/opportunities related to low-carbon technology development.
•
These governance mechanisms are used in formulating long-term strategy, including the
Toyota Environmental Challenge 2050, and in formulating and reviewing the medium- to
long-term targets and action plans.
•
Case of decisions made at the Board of Directors Meeting in 2021
•
Investing in Toyota Green Energy, which was established jointly by Toyota, Chubu Electric
Power Co., Inc. and Toyota Tsusho Corporation.
•
Toyota Green Energy is a new company that will obtain and manage renewable energy
sources in Japan. It is expected to supply electric power to the Toyota Group in the
future.
b） Management’s Role in Assessing and Managing Climate-related
Risks and Opportunities
•
The Board of Directors Meeting is the ultimate decision-making and oversight body of
Toyota in addressing climate-related issues.
•
The committees below are the major bodies in assessing and managing the climate-
related risks and opportunities.
Sustainability Meeting
Environmental Product
Design Assessment
Committee
Production
Environment
Committee
Frequency of
reporting on
climate-related
issues to the
Board of Directors
Every six months
When an important
event arises
When an important
event arises
Roles
•
Deliberates and reports on
formulation of measures to
solve climate-related and
other sustainability issues
•
Chaired by the Chief
Sustainability Of cer (CSO)
•
Manages
assessment of
product-related risks
and opportunities,
formulation/
implementation
of strategy and
planning, monitoring,
etc.
•
Manages
assessment of
plants/production-
related risks and
opportunities,
decisions on
countermeasures,
monitoring, etc.
｜
Governance
｜
Strategy
｜
Risk Management
｜
Metrics and Targets
｜
Governance
Sustainability Data Book
3838
a） Short-, Medium- and Long-term Climate-related Risks
and Opportunities the Organization Has Identied
•
Toyota strives to identify the various risks and opportunities that will arise from
environmental issues, takes action while continuously conrming the validity
of strategies such as the Toyota Environmental Challenge 2050 and works to
enhance its competitiveness.
•
Changes associated with climate change that may have various impacts on
Toyota’s business elds.
•
Measures need to be taken in various areas, including response to tighter
regulations by the government and the adoption of new technology.
•
Increasing severity of natural disasters such as storms and ooding, due to
higher temperatures and rising sea levels.
•
The acceleration of climate change may pose risks to Toyota’s business, but if
we can respond appropriately, this will lead to enhanced competitiveness and
the acquisition of new business opportunities.
•
In accordance with the above understanding, we have organized the risks
relating to climate change and identied particularly signicant risks in
line with risk management processes based on the degree of impact and
stakeholders' interest.
•
To respond to risks, we are implementing the following measures:
•
Promote electrication and the introduction of renewable energy in
production processes.
•
Take adaption measures for natural disasters.
•
Support and sign the recommendations of the Task Force on Climate-
related Financial Disclosures (TCFD).
•
Disclose information appropriately concerning risks and opportunities
related to climate change and their analyses.
•
Conduct disclosure through responses to CDP
*1
in accordance with the
TCFD.
*1 CDP: An international NGO that encourages and assesses corporate disclosures on environmental actions
based on calls from global institutional investors with high levels of interest in environmental issues
For details of risks, please see p. 42
List of Toyota’s Climate Change Related Risks (Risks (1), (3) and (7) are significant)
Transition
Risks
Regulation
(1) Tightening of regulations for fuel efciency and ZEVs* (acceleration of electrication)
(2) Tightening of regulations for life cycle CO
2
emissions
(3) Expansion of carbon pricing
* Zero Emission Vehicles: Vehicles that have the potential not to emit any CO
2
during driving such as battery electric vehicles (BEVs)
and fuel cell electric vehicles (FCEVs)
Market
(4) Increase in costs to reduce plant CO
2
emissions (due to expansion of renewable energy and hydrogen
use, and energy-saving technologies)
Reputation
(5) Tightening of ESG
*2
assessment criteria and expansion of disclosure requirement elds
(6) Differences between catalog fuel efciency and actual fuel efciency
*2 Environment E, Social∙Economy S, Governance G
Physical
Risks
Acute
(7) Increase in frequency and severity of natural disasters
Chronic
(8) Increase in threat to water security
Significant Risks and Opportunities and Toyota’s Measures
Risks Opportunities Toyota’s Measures
Scenario Analysis
Stated Policies
Future Storyline
1.5 ˚C or less/ 2 ˚C
Future Storyline
(1)
Tightening of
regulations for fuel
efciency and ZEVs
(acceleration of
electrication)
•
Fines for failure in achieving fuel
efciency regulations
•
Decrease in total vehicle sales due
to delays in complying with ZEV
regulations
•
Impairment of internal combustion
engine manufacturing facilities
•
Increase in sales of electried
vehicles
•
Increase in prots from external
sales of electrication systems
•
Maintenance of the top-level fuel
efciency (currently the highest in Europe)
•
Increase in investment in batteries and
shift of resources
•
Start of external sales of electrication
systems
•
Expansion of electried vehicle lineup
•
Reduction of CO
2
emissions from vehicles
currently in use
Impacts will be
an extension of
current status
➡
Impacts will
increase
➡
(3)
Expansion of carbon
pricing
•
Increase in production and purchasing
costs due to the introduction of
carbon taxes, etc.
•
Decrease in energy costs due
to promoting the introduction of
energy-saving technology
•
Comprehensive reduction of energy use
and promotion of renewable energy and
hydrogen use
•
Promotion of emission reductions in
collaboration with suppliers
Impacts will be
an extension of
current status
➡
Impacts will
increase
➡
(7)
Increase in frequency
and severity of natural
disasters
•
Production suspension due to
damage to production sites and
supply chain disruptions caused by
natural disasters
•
Increase in demand for electried
vehicles due to increased need for
supply of power from automobiles
during emergency situations
•
Implementation of continuous adaptive
improvements to our BCP in light of
disaster experiences
•
Reinforcement of information gathering
in collaboration with suppliers to avoid
purchasing delays
Impacts will
increase
➡
Impacts will be
an extension of
current status
➡
Strategy
SASB
TR-AU-410a.3.
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For details of scenario analysis, please see p. 40
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b) Impact of Climate-related Risks and Opportunities on
the Organization's Businesses, Strategy, and Financial
Planning
•
Under the recognition that climate-related issues may have a substantive
impact on its businesses, strategy, and nancial planning, Toyota reviews
its strategy based on the risks and opportunities associated with climate-
related issues whenever necessary.
•
The table on the right describes the specic impact on our businesses,
strategy, and nancial planning.
•
Toyota identies risks, determines their degree of signicance, and
sets priorities, in accordance with the Toyota Global Risk Management
Standard (TGRS).
•
Details of the TGRS are provided in the next chapter “Risk Management.”
Impact on Strategy
Products and services Supply chains/value chains Investments in R&D*
Adaptation activities and mitigation
activities
Recognition
•
Social trends toward decarbonization
•
Reected in fuel efciency and other
regulations in many countries
•
Greatly affecting product
development and production
•
The business of manufacture and sale
of automobiles emits large amounts of
CO
2
and other greenhouse gases from
its product production and the entire
value chain.
•
Toyota’s acceleration of R&D to
respond to tightened regulations and
changes in consumer needs caused
by climate change led to:
•
Promotion of R&D on electried
vehicles
•
Increased R&D expenditures
* R&D: Research & Development
•
In automobile manufacturing, Toyota’s
main business, there is a large
amount of emissions of CO
2
and other
greenhouse gases from each process.
•
Inuences of social trends toward
decarbonization
•
Payment of carbon taxes
•
Carbon emissions transactions
through carbon pricing
•
Costs of use of renewable energy
and hydrogen
Specic
inuence
The following strategies were inuenced:
•
Long-term strategy (2050 Target): Toyota Environmental Challenge 2050 announced in 2015
•
Medium-term strategy (2030 Target): 2030 Milestone announced in 2017
•
Short-term strategy (2025 Target): 7th Toyota Environmental Action Plan announced in 2020
•
In each of the above strategies, the
numerical target for CO
2
emissions
reduction was set as the New Vehicle
Zero CO
2
Emissions Challenge.
•
In each of the above strategies, the
numerical target for CO
2
emissions
reduction in the entire value chain
was set as the Life Cycle Zero CO
2
Emissions Challenge.
•
In 2021, the decision to aim at sales
of 3.5 million battery electric vehicles
(BEVs) in 2030 was announced.
•
The medium-term strategy takes into
account the following:
•
Manufacturing and disposal of
batteries for the manufacture of
electried vehicles
•
Collaboration with suppliers
•
Risks and opportunities related to
recycling
•
In each of the above strategies, the
sales target for electried vehicles
was set as the New Vehicle Zero CO
2
Emissions Challenge.
•
In 2021, the decision to aim at sales
of 3.5 million BEVs in 2030 was
announced.
•
R&D expenditures are required to
achieve this target.
•
In each of the above strategies, the
numerical target for CO
2
emissions
reduction related to plant operations
was set as the Plant Zero CO
2
Emissions Challenge.
•
In 2021, the decision to aim at carbon
neutrality at plants by 2035 was
announced.
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STEP 1
Set Future Storylines Assuming Climate Change Effects
•
Substantial changes brought by climate change and associated policies of
various countries to the automobile industry and the entire mobility society will
present both risks and opportunities to Toyota.
•
Based on risk and opportunity analysis, using scenarios
*1
such as those of
the IEA
*2
, we envisioned three future storylines of society: the stated policies
future storyline, 2°C future storyline, and 1.5°C or less future storyline in
around 2030 for external environment.
*1 Set using scenarios such as the Intergovernmental Panel on Climate Change(IPCC)’s Representative
Concentration Pathways (RCP) 4.5 equivalent, IEA’s Stated Policies Scenario (STEPS), Sustainable
Development Scenario (SDS), and Net Zero Emissions by 2050 Scenario (NZE) as reference
*2 International Energy Agency
c) Resilience of the Organization’s Strategy, Taking into Consideration Different Climate-related Scenarios, including a 2°C or Lower Scenario
STEP 2
Consider the Impacts on Toyota
•
We considered impacts on Toyota in each future storyline of society envisioned
in STEP1.
•
In a society of the 2°C future storyline and the 1.5°C or less future storyline,
the role of electried vehicles (ZEVs in particular) will increase.
•
In case of a society of the 1.5°C or less future storyline in particular, the
percentage of ZEVs among new vehicle sales will increase greatly and the
use of carbon neutral fuels
*3
will also expand.
•
With regard to effects on production and purchasing, since the introduction
of carbon taxes and increased tax rates may lead to higher costs, expanding
the use of energy-saving technology, renewable energy and hydrogen will
mitigate the risks.
•
In the case of a society of the stated policies future storyline, if adequate
climate change measures are not implemented throughout society, the
following events are likely to increase:
•
Production suspensions due to increased frequency and severity of natural
disasters such as ooding.
•
Decreased production and production suspensions due to supply chain
disruptions.
*3. Carbon neutral fuels: Next-generation biofuels and synthetic fuels
STEP 3
Toyota’s Strategies
•
Fundamental approach
•
In April 2021, Toyota proclaimed that it would address global-scale
challenges to achieve carbon neutrality by 2050.
•
As an initiative to this end, we promote environmental technology development
for electried vehicles, such as hybrid electric vehicles (HEVs), plug-in hybrid
vehicles (PHEVs), battery EVs (BEVs) and fuel cell vehicles (FCEVs).
•
Environmental technologies can contribute to reduction of CO
2
emissions
when they are disseminated.
•
Electried vehicle strategy
•
Toyota conducts sales in over 170 countries and regions.
•
It is important to offer options of a variety of electried vehicles to satisfy
the different needs of the countries and regions with diverse economic
conditions, energy and industrial policies, and customer needs.
•
Toyota has sold a cumulative total of over 20 million electried vehicles
worldwide. As one of the rst companies to respond to climate change
risks, it has achieved a CO
2
emissions reduction of over 160 million tons (as
of February 28, 2022).
•
Future actions
•
With regards to BEVs, successively introduce models with dedicated
platforms starting in 2022 and promote practical vehicle supply through
battery development and production strategies.
•
Declared efforts to achieve the aim, as announced in December 2021, of
developing 30 types of BEVs and achieving a full lineup in the passenger
and commercial segments globally by 2030 to reach 3.5 million annual
global vehicle sales.
•
Advance the sales of electried vehicles to t different regional conditions
and customer preferences.
•
In addition to BEVs, promote electried vehicle strategy from all directions,
and exibly and strategically change total vehicle sales and other conditions
in response to changes in the market while leveraging the strengths that we
have gained through our experience so far, thereby encouraging customers
in each region to choose us and accelerating the increased use of electried
vehicles.
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•
Achieving carbon neutrality in the 2°C future storyline and the 1.5°C or
less future storyline
•
Even if battery demand increases in accordance with altered customer
needs, exibly respond by enhancing collaboration with existing/new
partners, and swiftly establishing production structures at suppliers that
have capital ties with Toyota.
•
Challenges toward new technologies
•
In addition to increasing the number of electried vehicles, promote the
introduction of CO
2
-reducing off-cycle technology* (although not reected
in mode fuel efciency).
•
Expand options for technologies that will contribute to reducing CO
2
emissions of vehicles (including vehicles currently in use), such as hydrogen
fuel/hydrogen engine vehicles, and carbon neutral fuel technologies.
Cases of efforts toward new technology development
•
Participate in motorsport events, such as the Super Taikyu Series in
Japan, to accelerate the development of hydrogen fuels and hydrogen
engines and promote verication tests of carbon neutral fuels.
•
Implement initiatives to expand options to make, transport, and use
hydrogen in collaboration with various companies and local governments,
such as the supply of hydrogen produced from sewage biogas by Fukuoka
City for hydrogen engines, with the aim of establishing partnerships
toward realizing a hydrogen-based society.
•
Achieving carbon neutrality
•
In order for the automobile industry to achieve carbon neutrality, it is vital
to operate energy policies (renewable energy, charging infrastructure,
etc.) and industrial policies (purchasing grants, supplier support, battery
recycling systems, etc.) in a unied manner.
•
It is necessary to implement initiatives in coordination with various
stakeholders, such as national governments and industry organizations.
•
When undertaking its business activities globally, Toyota will coordinate with
national governments to establish infrastructure for promoting electrication
while implementing electried vehicle strategies that contribute to reducing
CO
2
emissions throughout the entire life cycle.
Initiatives in the production eld
•
We announced our aim to achieve carbon neutrality at global plants by
2035, and we also prepare to face risks such as carbon taxes.
•
We are promoting the reduction of CO
2
emissions through comprehensive
energy-saving technology and the introduction of renewable energy and
hydrogen at plants; Achieved 100 percent introduction rate for renewable
electricity at all plants in Europe .
•
Strengthening strategic resilience
•
Implement measures to respond to natural disasters such as formulating a
business continuity plan (BCP).
•
Strengthen the supply chain by enhancing information gathering, and
improve communication.
•
Toyota will work together not only with the automobile industry but with all
industries while continuing to engage in challenges to respond to a society of
the 1.5°C or less future storyline through initiatives that are practical as well
as sustainable.
•
To ensure stable fund procurement and lasting corporate value enhancement,
we check the progress and validity of Toyota’s strategies by:
•
Conducting appropriate information disclosures regarding various ESG
assessment indicators.
•
Enhancing dialogue with stakeholders including institutional investors.
* Off-cycle technology: Technologies such as high efciency lightings, waste heat recovery, active aerodynamic
improvement and solar radiation/temperature management that improve actual fuel consumption. The U.S. has
a system of offering credits equivalent to the amount of improvement achieved.
Media brieng on batteries and carbon neutrality
Media Brieng on Battery EV Strategies
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a) Organization’s Processes for Identifying and Assessing
Climate-related Risks
•
Toyota has a company-wide risk management system called the TGRS
that covers all risks related to its corporate activities and behavior, including
climate change.
•
All risks, including climate change, are identied and assessed based on the
TGRS.
•
Risk assessment is carried out based on the two perspectives of "magnitude
of impact” and “vulnerabilities” to clarify the substantive nancial or strategic
impact on the business.
•
The level of seriousness of risks is conclusively assessed on a four-point scale
by comprehensively examining the following assessments.
•
Magnitude of impact
•
Assessed comprehensively by the four elements of “nance”, “reputation”,
“violation of laws and regulations”, and “business continuation”.
•
”Finance” is assessed on a ve-point scale using the ratio to sales as an
indicator.
•
”Reputation”, “violation of laws and regulations”, and “business
continuation” are also assessed on a ve-point scale.
•
Vulnerabilities
•
Assessed by the two elements of “countermeasures” and “clarity of
responsible organizations.”
Risk Management
Cases of Examination of Climate-related Risks Identified and Their Impacts
Risk type Cases of possible impact
Transition
Risk
Policy and
Legal
•
Risks of current regulations, including fuel efciency
and greenhouse gas (GHG) emissions regulations,
in countries/regions have a signicant impact on
technology development and production/sales
planning
•
Future regulations have an impact on a wide scale on
our technology development, product planning, and
production planning
•
In tightening or introducing regulations, there is
a possibility that a lawsuit may be led due to a
difference in the interpretation between entities, such
as investors and companies
Technology
•
As a climate change policy, fuel efciency regulations
for automobiles are being tightened globally, and
customers’ need for low-carbon vehicles is also
increasing.
•
Development and cost reduction of low-carbon
technology focusing on electrication are important
management issues.
Market
•
Changes in the market lead to a decrease in sales,
affecting nancial conditions
Reputation
•
A concern that a decline in social image of the
corporation will affect Toyota’s sales and stock prices
Physical
Risks
Acute
•
A concern that extensive storms and oods caused by
climate change will damage Toyota’s 50 major plants
worldwide
Chronic
•
A concern that the expansion of drought associated
with climate change will have a signicant impact
on production plans and rising water costs at some
Toyota plants
b) Organization’s Processes for Managing Climate-
related Risks
•
After risks by region, function (manufacturing, sales, etc.), and product are
extracted by each division and assessed in view of magnitude of impact and
vulnerability according to the TGRS, each region and each Group mutually
cooperates and supports to implement a prompt response.
•
Chief Ofcers of each Group or Company Presidents of in-house companies
supervise the activities of the companies, and at the subordinate level, the
General Managers supervise the activities of divisions and implement and
monitor countermeasures.
•
Climate-related risks and opportunities are also identied and assessed by
the Environmental Product Design Assessment Committee and Production
Environment Committee. The following matters are discussed, and the
response status is monitored and reviewed by the divisions in charge and
relevant ofcers at the respective committees.
•
Environmental Product Design Assessment Committee: Fuel economy
regulations and procurement
•
Production Environment Committee: Direct operations, such as CO
2
emission regulations on plants and water risks
•
Meetings of these two committees are held when an important event arises with
the participation of Executive- or General Manager-level members of relevant
divisions, such as technology, environment, nance, purchasing, and sales.
•
Through examinations by these committees, the risks are assessed multiple
times a year.
•
Important risks and opportunities that require prompt response are reported
to the Board of Directors Meeting one by one, and the response measures
are determined.
c) How Processes for Identifying, Assessing, and
Managing Climate-related Risks are Integrated into
the Organization’s Overall Risk Management
•
As described above, the processes using the TGRS are a company-wide
risk management system that covers all risks and opportunities related to
corporate activities and behavior, including climate change.
•
At the meetings of the Environmental Product Design Assessment
Committee and Production Environment Committee, where members from
relevant divisions gather, climate-related risks and opportunities are identied/
assessed, and countermeasures are examined.
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a) Metrics Used by the Organization to Assess Climate-
related Risks and Opportunities in Line with Its
Strategy and Risk Management Process
•
Toyota believes that setting multiple metrics to comprehensively manage
climate-related risks and opportunities is important as a measure for
adaptation to and mitigation of climate change.
•
The metrics include not only the amount of CO
2
emissions but also other
elements deeply related to climate change, such as energy, water, resource
recycling, and biodiversity.
•
These metrics are systematically incorporated in the following targets as the
six challenges.
•
Toyota Environmental Challenge 2050: A long-term target toward 2050
•
2030 Milestone: A medium-term target toward 2030
•
Seventh Toyota Environmental Action Plan: A short-term target toward 2025
•
Toyota aims to achieve carbon neutrality by 2050 with the following three zero
challenges:
•
Life Cycle Zero CO
2
Emissions Challenge: Scope 1, 2, and 3 along with
voluntary initiatives
•
New Vehicle Zero CO
2
Emissions Challenge: Focuses on TtW
*1
of Category
11 in Scope 3
•
Plant Zero CO
2
Emissions Challenge: Scope 1, 2 and production bases of
some nancially non-consolidated afliates (Scope 3)
•
Toyota announced in 2021 that it would aim to achieve carbon neutrality at
plants by 2035.
•
Internally, certain carbon prices are used as indicators to examine capital
investment and other activities.
•
Approaches to each target are presented in the table on the next page.
*1 Tank to Wheel: CO
2
emissions during driving (CO
2
emissions during the production stage of the fuel and
electricity are not included; TtW emissions are zero in the case of battery electric vehicles (BEVs) and fuel cell
electric vehicles (FCEVs)
Relationships between Environmental Challenge and GHG Protocol
*2
(Scope 1, 2 and 3)
Life Cycle Zero CO
2
Emissions Challenge
Gases such as methane
Plant Zero CO
2
Emissions Challenge
New Vehicle Zero CO
2
Emissions Challenge
(TtW)
Scope1, 2 Scope3
*2 GHG Protocol: International standards for accounting and reporting GHG emissions
Metrics and Targets
b) Scope 1, Scope 2, and, if Appropriate, Scope 3
greenhouse gas (GHG) Emissions, and the Related
Risks
•
Calls for disclosure related to climate change issues based on the GHG
protocol, etc. have been increasing globally.
•
Although Toyota has been working to reduce CO
2
emissions broadly, it
reviewed and expanded the organizational boundary for CO
2
emissions
reduction.
•
The table below shows trends in CO
2
emissions in the new organizational
boundary from 2019 to 2021.
•
Trends in CO
2
emissions in the organizational boundary applied until last
year are also presented for reference.
Trends in CO
2
Emissions (million t-CO
2
)
2019 2020 2021
Scope1 2.94 2.45 2.56
Scope2 3.90 3.42 3.69
* Changes in calculation of CO
2
emissions
• Organizational boundary (as follows. Both include
some estimated values)
Conventional: Financially consolidated and
nancially non-consolidated (production bases)
New: Financially consolidated (production bases
and non-production bases)
• Emissions factors other than electricity
Conventional: See P47 “Environmental Data G”
New: “Explanation of the Standard Caloric Value
by Energy Source and Carbon Emissions Factors”
(FY2018 revision) by the Agency for Natural
Resources and Energy of Japan
“Greenhouse Gas Emissions Accounting and
Reporting Manual” (Ver 4.7) by Ministry of the
Environment of Japan
(Reference) Data based on conventional factors and organizational boundary
(million t-CO
2
)
2019 2020 2021
Scope1 1.90 1.64 1.69
Scope2 3.78 3.26 3.46
c) Targets Used by the Organization to Manage Climate-
related Risks and Opportunities and Performance
Against Targets
Structure of Environmental Strategies
•
Toyota is continuously monitoring trends as well as customer’s opinion,
which enables it to consider what issues should be focused on and work on
environmental issues with new ideas and technologies by quickly anticipating
future issues.
•
Global environmental issues such as climate change, water shortages,
resource depletion, and loss of biodiversity are continuing to grow and
increase in seriousness every day.
•
We formulated the Toyota Environmental Challenge 2050 in 2015 and the
2030 Milestone in 2018 so that each one of us can better understand these
issues and continue to tackle challenges from a long-term perspective of the
world 20 and 30 years ahead.
•
In 2020, we set the 2025 Target as the most recent target of the Toyota
Environmental Action Plan, a ve-year plan for achieving this.
•
We are pursuing the development of a sustainable society by implementing,
in collaboration with global consolidated subsidiaries and business partners
around the world, the specic activities determined through a process of back
casting from Toyota’s medium- and long-term vision.
Third Party Verication
2021 data
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*1 By promoting activities for the milestones of New Vehicle Zero CO
2
Emissions Challenge and Plant Zero CO
2
Emissions Challenge, and with support from stakeholders such as suppliers, energy providers, infrastructure developers, governments and customers
*2 Countries and regions: Japan, U.S., Europe, China, Canada, Brazil, Saudi Arabia, India, Australia, Taiwan, Thailand, and Indonesia
*3 The gures are estimation and may be changed by market conditions
New Vehicle Zero CO
2
Emissions Challenge
Life Cycle Zero CO
2
Emissions Challenge
Challenge of Minimizing
and Optimizing Water
Usage
Challenge of Establishing
a Recycling-based
Society and Systems
Challenge of Establishing
a Future Society in
Harmony with Nature
Plant Zero CO
2
Emissions Challenge
Contribution to SDGs
Long-term
Medium-term
Short-term
Carbon neutrality at plants
by 2035
Carbon neutrality by 2050
2030 Milestone
7th Toyota Environmental Action Plan (2025 Target)
Toyota Environmental Challenge 2050
Completely eliminate all CO
2
emissions throughout the entire
vehicle life cycle
Reduce global
*2
average CO
2
emissions (TtW) from new vehicles
by 90 percent compared to
Toyota’s 2010 levels by 2050
Achieve zero CO
2
emissions at
global plants by 2050
Minimize water usage and implement
water discharge management
according to individual local
conditions
Promote global deployment of
End-of-life vehicle treatment and
recycling technologies and systems
developed in Japan
Connect the reach of nature
conservation activities among
communities, with the world, to
the future
●
Reduce CO
2
emissions by 25 percent
or more
*1
throughout the entire
vehicle life cycle compared to 2013
levels
●
Reduce global
*2
average CO
2
emissions
(TtW, g/km) from new vehicles by 35
percent or more
*3
compared to 2010
levels
●
Reduce CO
2
emissions from global plants
by 35 percent compared to 2013 levels
●
Implement measures, on a priority basis, in
the regions where the water environment is
considered to have a large impact
Water quantity: Complete measures at the 4
Challenge-focused plants in North America,
Asia, and South Africa
Water quality: Complete impact assessments
and measures at all of the 22 plants where
used water is discharged directly to river in
North America, Asia, and Europe
●
Disclose information appropriately and
communicate actively with local
communities and suppliers
●
Complete establishment of battery
collection to recycling systems globally
●
Complete setup of 30 model facilities for
appropriate treatment and recycling of
end-of-life vehicles
●
Realize “Plant in Harmony with
Nature”—12 in Japan and 7 in other
regions—as well as implement activities
promoting harmony with nature in all
regions in collaboration with local
communities and companies
●
Contribute to biodiversity conservation
activities in collaboration with NGOs
and others
●
Expand initiatives both in-house and
outside to foster environmentally conscious
persons responsible for the future
Long-term Targets and Medium-term Targets
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Short-term Target－Seventh Toyota Environmental Action Plan (2025 Target)
Life Cycle Zero
CO
2
Emissions
Challenge
Life cycle CO
2
emissions
•
Reduce CO
2
emissions by 18 percent or more throughout the
entire vehicle life cycle compared to 2013 levels
Logistics
•
Japan: Reduce CO
2
emissions by 7 percent by improving
transport efciency compared to 2018 levels (average of 1 percent
reduction per year)
•
Japan ⇔ Other regions: Reduce CO
2
emissions by vessels for
export (introduce 2 LNG-powered pure car carriers)
Suppliers
•
Promote CO
2
emissions reduction activities among major suppliers
Dealers and
distributors
•
Achieve 100 percent introduction rate for CO
2
emissions reduction
items at newly constructed and remodeled dealers
New Vehicle
Zero CO
2
Emissions
Challenge
Average CO
2
emissions from new
vehicles
•
Reduce global
*1
average CO
2
emissions (TtW, g/km) from new
vehicles by 30 percent or more compared to 2010 levels
*1 Countries and regions: Japan, U.S., Europe, China, Canada, Brazil, Saudi Arabia,
India, Australia, Taiwan, Thailand, and Indonesia
Electried vehicles
•
Make cumulative sales of 30 million electried vehicles or more
Plant Zero
CO
2
Emissions
Challenge
CO
2
emissions from
plants
•
Reduce CO
2
emissions by implementing innovative technologies
and daily kaizen and introducing renewable energy
•
Reduce CO
2
emissions from global plants by 30 percent
compared to 2013 levels
•
Achieve a 25 percent introduction rate for renewable electricity
•
Promote proactive technological development to utilize hydrogen
Challenge of
Minimizing
and Optimizing
Water Usage
Water quantity
•
Reduce water usage taking the water environment in each country and region into consideration
•
Promote wastewater recycling, rainwater use, and various activities including daily kaizen
•
Reduce global water usage by 3 percent per vehicle produced compared to 2013 levels (reduce by 34 percent
compared to 2001 levels)
•
Complete measures at 2 Challenge-focused plants where the water environment is considered to have a large
impact
Water quality
•
Thoroughly manage water discharge quality under internal standards that are stricter than regulatory standards
•
Continuously assess the impact of wastewater at all plants where it is dischared directly into the river
Challenge of
Establishing
a Recycling-
based Society
and Systems
Toyota Global100
Dismantlers Project
•
Complete setup of 15 model facilities for appropriate treatment and recycling of end-of-life vehicles
•
Continuously accelerate easy-to-dismantle designs
•
Integrate easy-to-dismantle designs to respond to appropriate treatment and recycling of End-of-life vehicles
and resource issues, and provide appropriate information (large batteries, fuel cell (FC), hydrogen tank)
Toyota Global
Car-to-Car Recycle
Project
•
Establish a safe and efcient system for battery 3R (Rebuild, Reuse, and Recycle), eyeing the widespread use of
electried vehicles
•
Aim to maximize collection and detoxication of End-of-life batteries globally
•
Start operating battery 3R throughout 5 regions—Japan, U.S., Europe, China, and Asia
•
Develop technologies to utilize recycled materials (especially plastics) in accordance with the conditions in each
region
•
Promote utilization by technological development to optimally exploit recycled materials in Europe and to increase
the supply of recycled materials in Japan
Challenge of
Establishing a
Future Society
in Harmony with
Nature
Toyota Green Wave
Project
•
Realize “Plant in Harmony with Nature”—6 in Japan and 4 in other regions
•
Promote activities to connect with local communities in collaboration with afliated companies
•
Start activities promoting harmony with nature in collaboration with local communities and companies toward
biodiversity conservation
Toyota Today
for Tomorrow Project
•
Globally strengthen conservation of endangered species, which symbolize biodiversity in collaboration with NGOs
and others
Toyota ESD
*2
Project
•
Implement globally unied initiatives to foster environmentally conscious persons responsible for the future
•
Offer environmental education opportunities by utilizing biotopes and others in collaboration with the Plant in
Harmony with Nature
•
Foster environmentally conscious persons at both in-house and outside sites, including plants and the Forest of
Toyota, by utilizing educational tools in harmony with nature for the next generation
*2 Education for Sustainable Development
Environmental
Management
Chemical substances
•
Implement thorough management by carefully considering legal trends in each country and region
Air quality
•
Product: Steadily introduce low-emission vehicles and boost further improvement by introducing and increasing ZEVs
*3
*3 Zero Emission Vehicles: Vehicles that have the potential not to emit any CO
2
during driving such as battery electric vehicles (BEVs) and fuel cell electric vehicles (FCEVs)
•
Production: Continue volatile organic compound (VOC) emissions reduction activities and maintain industry-leading level
Waste
•
Promote activities to thoroughly reduce waste globally and aim to minimize the volume of resource input and waste, with the environment and economy in balance
Logistics packaging
•
Implement initiatives to reduce and recycle plastics used in packaging and recycle them
Risk management
•
Thoroughly comply with environmental laws and regulations and strengthen proactive prevention activities for environmental risks in each country and region
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
｜
Governance
｜
Strategy
｜
Risk Management
｜
Metrics and Targets
｜
Sustainability Data Book
4646
(million t-CO2e)
By type 2019 2020 2021
Non-energy-related CO
2 0.008 0.007 0.007
CH
4 0.015 0.015 0.013
N
2O 0.009 0.008 0.009
PFCs 0.009 0.008 0.041
HFCs 0 0 0
SF
6 0.002 0.005 0.002
Total 0.042 0.043 0.072
Calculated in accordance with the Japanese Act on Promotion of Global Warming
Countermeasures
<Organizational Boundary>
• All plants of Toyota Motor Corporation and consolidated subsidiaries
P.50 Environmental Data (Conversion Factors)
(million t-CO
2
)
2019 2020 2021
Scope 1 (Direct Emissions) 2.94 2.45 2.56
Toyota Motor Corporation 0.38 0.37 0.36
Japan (excluding Toyota
Motor Corporation)
1.40 1.10 1.07
North America 0.43 0.38 0.46
Europe 0.09 0.09 0.12
Asia 0.26 0.20 0.23
Others (South America,
Oceania, Africa, Middle East)
0.38 0.31 0.32
Scope 2 (Energy-related Indirect
Emissions)
3.90 3.42 3.69
Toyota Motor Corporation 0.84 0.65 0.59
Japan (excluding Toyota
Motor Corporation)
1.23 1.13 1.22
North America 0.82 0.76 0.80
Europe 0.01 0.03 0.04
Asia 0.84 0.72 0.89
Others (South America,
Oceania, Africa, Middle East)
0.15 0.12 0.15
Total 6.84 5.87 6.24
(t-CO
2
/unit)
2019 2020 2021
Per vehicle produced 0.76 0.79 0.77
Calculated in accordance with the GHG Protocol
<Organizational Boundary>
• Toyota Motor Corporation and consolidated subsidiaries (100%)
P.50 Environmental Data (Conversion Factors)
A
CO
2
Emissions & CO
2
Emissions Intensity
Scope 1 (Direct Emissions) & Scope 2
(Energy-related Indirect Emissions): Global
GRI
305-1, 305-2, 305-4
Third-party Veri cation
2021 data
B
Greenhouse Gases Emissions from
Sources Other Than Energy-related
CO
2
Scope 1 (Direct Emissions) : Global
GRI
305-1
(million t-CO
2
)
2019 2020 2021
1 Purchased goods and
services
*1
88.8 75.79 85.25
2 Capital goods 4.23 3.93 4.17
3 Fuel- and energy-related
activities (not included in
Scope 1 or 2)
*1
1.19 1.00 1.08
4 Upstream transportation
and distribution
*1
4.40 3.79 4.21
5 Waste generated in
operations
*1
0.13 0.11 0.10
6 Business travel 0.17 0.05 0.04
7 Employee commuting 0.68 0.74 0.63
8 Upstream leased assets
*2
ー ー ー
9 Downstream transportation
and distribution
*1
0.03 0.02 0.03
10 Processing of sold products 1.24 0.77 0.87
11 Use of sold products
*3
258.45 234.35 267.39
12 End-of-life treatment of
sold products
*1
4.93 4.35 4.87
13
Downstream leased assets
*2
ー ー ー
14 Franchises
ー ー
4.65
15 Investments 0.09 0.07 0.07
Total 364.34 324.97 373.36
<Organizational Boundary>
• Mainly covers automotive business of Toyota Motor Corporation and consolidated
subsidiaries
P.50 Environmental Data (Conversion Factors)
*1 The gures for 2019 and 2020 were also recalculated due to the revision of
calculation conditions.
*2 Calculated in Scope 1 & 2 and Scope 3 Category 11
*3 • In Category 11, the data of Toyota Motor Corporation and Daihatsu Motor Co.,
Ltd. are provided. For all the consolidated subsidiaries, data will be disclosed as
soon as they are ready.
•
For Toyota Motor Corporation, Category 11 is calculated from the average fuel ef ciency
of vehicles (excluding the freight category in the regulations for fuel ef ciency, as well
as trucks and buses) in each country and region−Japan, U.S., Europe, China, Canada,
Brazil, Saudi Arabia, India, Australia, Taiwan, Thailand and Indonesia
C
CO
2
Emissions
Scope 3 (Other Indirect Emissions): Global
GRI
305-3
Third-party Veri cation
2021 data
46 Greenhouse Gases (GHG)
47 Energy
48 Water
49 Recycling
50 Waste
50 VOC, NOx, SOx
50 Conversion Factors
Environmental
Data
Updated in October 2022
Overview Promoting Sustainability Social Governance Content Index
Environment
In principle, fractions are rounded down to the nearest unit. For this reason, the total and the breakdown totals do not always match.
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
｜
Greenhouse Gases (GHG)
｜
Energy
｜
Water
｜
Recycling
｜
Waste
｜
VOC, NOx, SOx
｜
Conversion Factors
｜
Greenhouse Gases (GHG)
Sustainability Data Book
4747
E
Average CO
2
Emissions from New
Vehicles: Global
SASB
TR-AU-410a.1
GRI
302-5, 305-5
Third-party Verication
2021 data
（g/km）
By country & region 2020 2021
U.S. 150.2 146.0
Canada 142.6 134.9
Brazil 100.4 101.5
Europe 96.1 113.2
Russia 188.0 187.3
Japan 131.2 125.0
China 127.9 136.1
Taiwan 147.7 144.2
India 148.5 152.3
Thailand 165.4 163.1
Indonesia 161.5 158.4
Saudi Arabia 162.8 159.4
Australia 177.1 172.8
South Africa 194.0 179.6
<Organizational Boundary>
• Toyota Motor Corporation (excluding consolidated subsidiaries)
• Excludes the freight category in the regulations for fuel efciency as well as trucks
and buses
D
CO
2
Emissions
Scope 1 (Direct Emissions), Scope 2 (Energy-
related Indirect Emissions) , Scope 3 (Other
Indirect Emissions): Global
(million t-CO
2
)
2019 2020 2021
Scope1,2,3 Total 371.18 330.84
*1
379.6
*1 The production was low in 2020 due to the inuence of the COVID-19 pandemic.
<Progress for achieving emissions reduction targets validated and
approved by the Science Based Targets initiative (SBTi)
*2
>
1) Emissions reduction targets
SBTi validated Toyota‘s emissions reduction target for Scope
1 and 2 as in line with its 1.5°C criteria in September 2022. In
conjunction with this validation, SBTi also approved Toyota’s
emission intensity targets for Scope 3 Category 11 as in line with
its well below 2°C criteria.
2) Scope 1 & 2 emissions reductions (million t-CO
2
)
2019 2020 2021
(a) Toyota Motor Corporation
and consolidated subsidiaries
6.84 5.87 6.24
(b) Toyota vehicle production
plants of unconsolidated
subsidiaries (production
processes)
0.54 0.81 0.77
Total (a) + (b) 7.38 6.69 7.01
Organizational Boundary: • Total (a) + (b), as mentioned above
Reduction Target: • 68% reduction by 2035, compared to 2019 levels
Progress: • Refer to total CO
2
emissions of (a) and (b) in each year as mentioned
above
3) Scope 3 Category 11 emissions reductions
The data will be disclosed as soon as they are ready.
*2 SBTi: An initiative established by CDP, the United Nations Global Compact,
World Resources Institute (WRI) and the World Wide Fund for Nature (WWF).
F
Electried Vehicles Sales: Global
SASB
TR-AU-410a.2
Third-party Verication
2021 data
(thousand vehicles)
By type 2019 2020 2021
Hybrid electric vehicles (HEVs) 1,864 1,905 2,565
Plug-in hybrid electric vehicles
(PHEVs)
56 48 116
Battery electric vehicles (BEVs) 0 3 16
Fuel cell electric vehicles
(FCEVs)
2 1 5
Total 1,922 1,957 2,703
（％）
2019 2020 2021
Ratio of electried vehicles sold 19.8 22.5 24.6
G
Energy Used & Energy Intensity: Global
GRI
302-1, 302-3, 302-4
Third-party Verication
2021 data
（PJ
*3
）
By region 2019 2020 2021
Toyota Motor Corporation 11.7 10.1 10.2
Japan (excluding Toyota Motor
Corporation)
20.0 17.8 19.4
North America 13.2 11.2 13.3
Europe 3.2 2.9 3.2
Asia 7.8 6.2 7.7
Others (South America,
Oceania, Africa, Middle East)
2.0 1.6 1.8
Total 58.0 49.9 55.6
（PJ
*3
）
By type 2019 2020 2021
Electricity 23.5 20.2 22.7
City gas 15.2 14.1 14.7
Natural gas 11.6 9.5 12.1
LPG 1.5 1.2 1.3
LNG 1.1 0.3 0.1
Coke 0.3 0.3 0.3
Coal 0.001 0.001 0.001
Heavy oil A 0.6 0.5 0.4
Diesel oil 0.3 0.2 0.2
Kerosene 0.1 0.1 0.1
Steam 0.01 0.02 0.01
Hot water 0.00 0.00 0.01
Renewable energy 3.3 3.0 3.5
Others 0.6 0.5 0.1
Total 58.0 49.9 55.6
（GJ
*4
/unit）
2019 2020 2021
Per vehicle produced 6.43 6.69 6.84
<Organizational Boundary>
• All plants of Toyota Motor Corporation and consolidated subsidiaries
P.50 Environmental Data (Conversion Factors)
*3 Peta joule: Peta represents 1015 and a joule is a unit of energy
*4 Giga joule: Giga represents 109 and a joule is a unit of energy
Overview Promoting Sustainability Social Governance Content Index
Environment
In principle, fractions are rounded down to the nearest unit. For this reason, the total and the breakdown totals do not always match.
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
｜
Greenhouse Gases (GHG)
｜
Energy
｜
Water
｜
Recycling
｜
Waste
｜
VOC, NOx, SOx
｜
Conversion Factors
｜
Energy
Sustainability Data Book
4848
H
Water Withdrawal: Global
GRI
303-3
Third-party Verication
2021 data
(million m
3
)
By region 2019 2020 2021
Toyota Motor Corporation 7.7 6.2 5.8
Japan (excluding Toyota Motor
Corporation)
15.7 13.1 12.7
North America 6.9 5.7 6.4
Europe 1.4 1.2 1.2
Asia 6.7 5.0 6.0
Others (South America,
Oceania, Africa, Middle East)
1.1 1.0 1.3
Total 39.4 32.3 33.5
(million m
3
)
By water source* 2019 2020 2021
Surface water 0.4 0.2 0.2
Groundwater 7.9 6.2 6.7
Seawater 0.0 0.0 0.0
Produced water 0.0 0.0 0.0
Third-party water 31.1 25.8 26.6
Total 39.4 32.3 33.5
* Classication items have been revised in accordance with GRI denitions.
（m³/unit）
2019 2020 2021
Per vehicle produced 4.37 4.33 4.12
<Organizational Boundary>
• All plants of Toyota Motor Corporation and consolidated subsidiaries
I
Water Discharge: Global
GRI
303-4
(million m
3
)
By water discharge destination 2019 2020 2021
Surface water 31.9 26.9 29.3
Groundwater 0.2 0.1 0.0
Seawater 2.1 2.0 2.0
Third-party water 1.5 1.2 2.6
Total 35.7 30.1 33.9
<Quality Management of Water Discharge>
• Indicators* specied in the regulations of each country (BOD, COD, nitrogen,
phosphorous, pH, etc.) are strictly managed by each plant by setting its own
control standards that are stricter than the standard values specied by the
regulations of each country.
* Biological oxygen demand (BOD), chemical oxygen demand (COD), nitrogen,
phosphorus, pH, etc.
<Organizational Boundary>
• All plants of Toyota Motor Corporation and consolidated subsidiaries
J
Water Consumption: Global
GRI
303-5
(million m
3
)
2019 2020 2021
Water Consumption 3.7 2.2 -0.5
<Calculation Method>
• Calculated using the formula below in accordance with GRI 303
• Water consumption = water withdrawal – water discharge
<Organizational Boundary>
• All plants of Toyota Motor Corporation and consolidated subsidiaries
K
Recycled Water: Global
(million m
3
)
2019 2020 2021
Recycled Water 0.6 0.6 1.2
<Organizational Boundary>
• All plants of Toyota Motor Corporation and consolidated subsidiaries
｜
Greenhouse Gases (GHG)
｜
Energy
｜
Water
｜
Recycling
｜
Waste
｜
VOC, NOx, SOx
｜
Conversion Factors
｜
Water
Overview Promoting Sustainability Social Governance Content Index
Environment
In principle, fractions are rounded down to the nearest unit. For this reason, the total and the breakdown totals do not always match.
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Sustainability Data Book
4949
L
Raw Materials Used and Recycled
Materials Use Rate: Global
GRI
301-1, 301-2, 306-4
(million tons)
Amount of raw materials used 2019 2020 2021
All materials 14.54 12.32 13.66
Iron 9.4 7.97 8.83
Aluminum 1.33 1.12 1.25
Others 3.81 3.24 3.58
（%）
Ratio of recycled materials used 2019 2020 2021
Ratio of recycled materials
used in raw materials
24 24 25
Ｍ
Vehicles Recycled in Accordance
with the End-of-life Vehicle Recycling
Law: Toyota Motor Corporation
SASB
TR-AU-440b.3
GRI
301-3
(thousand vehicles)
2019 2020 2021
Amount of appropriate End-
of-life vehicle treatment and
recycling processed
623 585
（％）
Recycling rate 2019 2020 2021
Vehicle recovery rate
*1
(converted into a per-vehicle
value)
99 99 99
ASR
*2
recycling rate
*3
96 96 96
(thousand tons)
2019 2020 2021
ASR processing volume 24 143 136
*1 Calculated by combining the percentage recycled through the dismantling and
shredding processes, approximately 83% (quoted from the report by the council
of the End-of-Life Vehicle Recycling Law), with the remaining ASR rate of 17%
and the ASR recycling rate of 96%
*2 Automobile Shredder Residue: Residue after End-of-life vehicles are shredded
*3 Recycling volume/amount collected
Ｎ
Remanufactured and Used Parts Supplied (for Repair and Replacement): Toyota Motor
Corporation
GRI
301-1, 301-2, 301-3, 306-4
(units)
2019 2020 2021
Remanufactured/
used parts
Reference:
Replacement with
new parts
Remanufactured/
used parts
Reference:
Replacement with
new parts
Remanufactured/
used parts
Reference:
Replacement with
new parts
Remanufactured
parts
Automatic transmission
855 52 714 49 655 65
Power steering gear 3,391 1,673 3,102 1,654 3,429 1,782
Torque converter 794 2,569 750 2,230 645 2,265
Used parts 26,716
ー
24,100
ー
21,008
ー
O
Information on Vehicles Recycled in
Accordance with SASB
*4
Standards:
Toyota Group
SASB
TR-AU-440b.2
(million tons)
2021
Weight of vehicles recovered 1.16
（％）
2021
Vehicle recovery rate
*4
(converted into a per-vehicle
value)
99
*4 Sustainability Accounting Standards Board
<Organizational Boundary>
• Domestic results of Toyota Motor Corporation, Daihatsu Motor Co., Ltd. and
Hino Motors, Ltd.
P
Parts Recycled: Toyota Motor Corporation
GRI
301-3
(units)
2019 2020 2021
Drive battery 39,184 40,694 41,366
(units)
2019 2020 2021
FC stack 4 26 39
(tons)
2019 2020 2021
Magnet
*5
6.0 10.0 7.5
Lead wheel balance weight
*6
69.7 59.7 58.4
(million units)
2019 2020 2021
Bumper 0.658 0.535 0.544
*5 Magnets used in drive motors
*6 Weights used to adjust rotation balance when joining a wheel and tire
Q
Bulk Supply System
*7
Oil Supply
Rate
*8
: Toyota Motor Corporation
GRI
306-2
（%）
2019 2020 2021
Drive battery 64.0 63.7 48.8
*7 A system of directly lling tanks at dealers or supplying oil using tanker trucks
rather than oil cans and so on to reduce container usage
*8 Percentage of oil (by bulk supply system) in volume sold by parts distributors
｜
Greenhouse Gases (GHG)
｜
Energy
｜
Water
｜
Recycling
｜
Waste
｜
VOC, NOx, SOx
｜
Conversion Factors
｜
Recycling
Overview Promoting Sustainability Social Governance Content Index
Environment
In principle, fractions are rounded down to the nearest unit. For this reason, the total and the breakdown totals do not always match.
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Sustainability Data Book
5050
R
Waste: Global
SASB
TR-AU-440b.1
GRI
306-3
Third-party Verication
2021 data
(thousand tons)
By region 2019 2020 2021
Toyota Motor Corporation 29 26 24
Japan (excluding Toyota Motor
Corporation)
131 110 120
North America 33 26 34
Europe 10 11 15
Asia 30 21 28
Others (Oceania, South
America, Africa, Middle East)
8 5 9
Total 241 200 231
(thousand tons)
By disposal operations 2019 2020 2021
Recycling for a fee
*1
189 158 158
Incineration 29 25 51
Landlling 23 17 22
Total 241 200 231
(thousand tons)
By type 2019 2020 2021
Non-hazardous waste 225 185 200
Hazardous waste 16 14 31
Total 241 200 231
（kg/unit）
Per vehicle produced 2019 2020 2021
26.7 26.8 28.4
<Organizational Boundary>
• All plants of Toyota Motor Corporation and consolidated subsidiaries
*1 Waste recycled for a fee
S
Packaging Materials Used: Toyota
Motor Corporation
(thousand tons)
2019 2020 2021
Packaging Materials Used 47.1 38.1 47.0
<Organizational Boundary>
• Toyota Motor Corporation
U
NOx & SOx Emissions: Global
GRI
305-7
(tons)
2019 2020 2021
NOx 241 184 167
SOx 511 406 347
<Organizational Boundary>
• All plants of Toyota Motor Corporation and consolidated subsidiaries
<Calculation Method>
• NOx emissions volume = ∑ (Fuel consumption × Emissions factor for each fuel)
SOx emissions volume = ∑ (Fuel consumption × Density × Sulfur content)
P.50 Environmental Data (Conversion Factors)
T
VOC Emissions: Global
GRI
305-7
(thousand tons)
2019 2020 2021
VOC 23.0 19.9 25.5
<Organizational Boundary>
• All plants of Toyota Motor Corporation and consolidated subsidiaries
*2 Volatile organic compound
*3 Nitrogen oxides
*4 Sulfur oxides
A
Referenced Emission Factors
Electricity:
• Emission factor method by electric company (partially used 2019 actual
gures from the “IEA Emissions Factors 2021”)
Other Than Electricity:
• “Explanation of the Standard Caloric Value by Energy Source and
Carbon Emissions Factors” (FY2018 revision) by the Ministry of Economy,
Trade and Industry
• “Greenhouse Gas Emissions Accounting and Reporting Manual” by the
Ministry of the Environment
B
Referenced Global Warming Potential
• IPCC “Fourth Assessment Report”
｜
Greenhouse Gases (GHG)
｜
Energy
｜
Water
｜
Recycling
｜
Waste
｜
VOC, NOx, SOx
｜
Conversion Factors
｜
Waste VOC
*2
, NOx
*3
& SOx
*4
Conversion Factors
C
Referenced Emission Factors
Categories 1, 2,
3, 5, 7, 14
“Database on Emissions Unit Values for Accounting of Greenhouse Gas
Emissions, etc., by Organizations Throughout the Supply Chain” by the
Ministry of the Environment of Japan
Categories 1, 2,
3, 6, 7, 12, 14
IDEA v2.3
Categories 1, 3
Calculated based on the 2019 actual gures of IEA’s “Emissions Factors
2021,” “World Energy Outlook 2021,” “Data & Statistics,” and GaBi Databases
Categories 3, 14 Mizuho Information & Research Institute, Inc. (Factors related to hydrogen)
Category 4
“Guidelines for the Method to Calculate CO
2
Emissions in the Distribution
Sector” by the Ministry of Economy, Trade and Industry and the Ministry of
Land, Infrastructure, Transport and Tourism
Categories 7, 14
Japanese Act on Promotion of Global Warming Countermeasures
“Greenhouse Gas Emissions Accounting and Reporting Manual”
Category 11
“Carbon Footprint of Products Communication Program, Basic Database”
by the Japan Environmental Management Association for Industry
Automobile fuel efciency list by the Ministry of Land, Infrastructure,
Transport and Tourism of Japan
Category 14
“Explanation of the Standard Caloric Value by Energy Source and Carbon
Emissions Factors” (FY2018 revision), by the Ministry of Economy, Trade
and Industry
G
Referenced Emission Factors
Electricity:
• 3.6 GJ/MWh
Other Than Electricity:
• “Explanation of the Standard Caloric Value by Energy
Source and Carbon Emissions Factors” (FY2018
revision) by the Ministry of Economy, Trade and
Industry
• “Greenhouse Gas Emissions Accounting and
Reporting Manual” by the Ministry of the Environment
U
Referenced Emission Factors
• “Environmental Activity Evaluation Program” by the
Ministry of the Environment of Japan
Overview Promoting Sustainability Social Governance Content Index
Environment
In principle, fractions are rounded down to the nearest unit. For this reason, the total and the breakdown totals do not always match.
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Sustainability Data Book
5151
GRI
3-3
FY2022 Review
of the 7th Toyota
Environmental
Action Plan (2025
Target)
Updated in October 2022
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Six Challenges No. Action Items Speci c Actions and Targets Progress Results in FY2022 Evaluation
New Vehicle Zero
CO
2
Emissions
Challenge
1 Average CO
2
emissions from new
vehicles
•
Reduce global
*1
average CO
2
emissions (TtW
*2
, g/km) from new
vehicles by 30 percent or more compared to 2010 levels
*1. Countries and regions: Japan, U.S., Europe, China, Canada, Brazil, Saudi Arabia, India,
Australia, Taiwan, Thailand and Indonesia
*2. TtW (Tank to Wheel): CO
2
emissions during driving (CO
2
emissions during the production
stage of the fuel and electricity are not included; Ttw emissions are zero in the case of
battery electric vehicles and fuel cell electric vehicles)
•
Reduced by 24 percent compared to 2010 levels
レレ
2 Electri ed vehicles
•
Make cumulative sales of 30 million electri ed vehicles or more
•
Achieved total electri ed vehicle sales of 2.7 million units in 2021, and
cumulative sales of 20.3 million units
レレ
Plant Zero
CO
2
Emissions
Challenge
3 CO
2
emissions from
plants
•
Reduce CO
2
emissions by implementing innovative technologies and
daily kaizen and introducing renewable energy
•
Reduce CO
2
emissions from global plants by 30 percent compared to
2013 levels
•
Accelerated CO
2
emissions reduction activities by developing and
introducing low-CO
2
production technologies and globally sharing of
daily kaizen practices through shop-oriented environmental activities
•
Reduced CO
2
emissions from global plants by 21 percent compared
to 2013 levels
レレ
•
Achieve a 25 percent introduction rate for renewable electricity
•
Purchased renewable energy, taking into consideration the
characteristics of each country and region
•
Maintained 100% renewable electricity introduction rate at all plants
in Europe
•
Achieved a 13 percent global introduction rate for renewable
electricity
レレ
•
Promote proactive technological development to utilize hydrogen
•
Started various veri cation tests to support the utilization of hydrogen
at the Motomachi Plant and Shimoyama Plant
レレ
Life Cycle Zero
CO
2
Emissions
Challenge
4 Life cycle CO
2
emissions
•
Reduce CO
2
emissions by 18 percent or more throughout the entire
vehicle life cycle compared to 2013 levels
•
Reduce CO
2
emissions by 18 percent or more throughout the entire
vehicle life cycle compared to 2013 levels
レレ
5 Logistics
•
Japan
•
Reduce CO
2
emissions by 7 percent by improving transport ef ciency
compared to 2018 levels (average of 1 percent reduction per year)
•
Japan ⇔ Other regions
•
Reduce CO
2
emissions by ocean-going vessels (Switch two car
carriers to liquid natural gas (LNG) powered pure car carriers)
•
Japan
•
Reduced CO
2
emissions by 8 percent compared to 2018 levels
•
Improved transport ef ciency, including loading ef ciency
improvements, joint transport, modal shifts
*3
and use of tandem
trailers, and used low-carbon technology
*3. Switching from cargo transport by land to transportation means with less environmental
impact, such as railway and ships
•
Japan ⇔ Other regions
•
Added one LNG-powered pure car carrier to car carriers for North
America (Introduced a total of three car carriers)
レレ
6 Suppliers
•
Promote CO
2
emissions reduction activities among major suppliers
•
Started communication on climate change measures with suppliers in
each region
レレ
7 Dealers and
distributors
•
Achieve 100 percent introduction rate for CO
2
emissions reduction
items at newly constructed and remodeled dealers
•
Promoted initiatives to achieve the target in 54 major countries and
regions, including Japan, North America, Europe, Asia, Latin America,
Oceania and Africa (which covers 92 percent of the total vehicle sales)
•
Achieved the target in 41 countries and regions, and promoted
initiatives to achieve the target in other countries
レ
Evaluation Legend
レレ: Progressed smoothly
レ: Target expected to be achieved by FY2026 although
there are some issues
－: Target expected not to be achieved by FY2026
•
Toyota formulated the 7th Toyota Environmental Action Plan (2025 Target), a ve-year action plan to achieve the Toyota Environmental Challenge 2050
•
We promoted initiatives in all 23 items, making steady progress in general in FY2022.
Sustainability Data Book
5252
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Six Challenges No. Action Items Specic Actions and Targets Progress Results in FY2022 Evaluation
Challenge of
Minimizing and
Optimizing Water
Usage
8 Water quantity
•
Reduce water usage taking the water environment in each country and region into consideration
•
Promote wastewater recycling, rainwater use, and various activities including daily kaizen
•
Reduce global water usage by 3 percent per vehicle produced compared to 2013 levels (reduce by 34
percent compared to 2001 levels)
•
Complete measures at 2 Challenge-focused plants where the water environment is considered to have
a large impact
•
Promoted daily kaizen, wastewater recycling, and rainwater use
•
Reduced by 11 percent compared to 2013 levels
•
Promoted measures at Challenge-focused plants
レレ
9 Water quality
•
Thoroughly manage water discharge quality under internal standards that are stricter than regulatory
standards
•
Continuously assess the impact of wastewater at all plants where it is discharged directly into the river
•
Continued to manage water discharge quality under internal standards that are stricter than regulatory
standards
•
Conducted assessment at all plants where it is discharged directly into the river
レレ
Challenge of
Establishing a
Recycling-based
Society and
Systems
10 Toyota Global 100
Dismantlers Project
•
Complete setup of 15 model facilities for appropriate treatment and recycling of End-of-life vehicles
•
Completed setup of 9 facilities in total, including 2 facilities in India, in addition to the maintenance and
management of 7 facilities already set up
レレ
•
Continuously accelerate easy-to-dismantle designs
•
Integrate easy-to-dismantle designs to respond to appropriate treatment and recycling of End-of-
life vehicles and resource issues, and provide appropriate information (large batteries, fuel cell (FC),
hydrogen tank)
•
Continued to integrate easy-to-dismantle designs in new vehicles, published a collection of examples of
easy-to-dismantle cases in Japan (through collaboration between the Japan Automobile Manufacturers
Association and dismantlers), and conducted mass advertising on an individual company basis as
Toyota (won the 2021 Japan Industrial Advertisement Award )
レレ
11 Toyota Global Car to
Car Recycle Project
•
Establish a safe and efcient system for battery 3R
*1
, eyeing the widespread use of electried vehicles
•
Aim to maximize collection and detoxication of End-of-life batteries globally
•
Start operating battery 3R throughout 5 regions—Japan, U.S., Europe, China, and Asia
*1 Rebuild, Reuse, and Recycle
•
Japan
•
Participated in the Battery Recycling and Reuse Council in Kobe/Kansai Area and started evaluation
and demonstration of the grid interconnection of reused batteries
レレ
•
Develop technologies to utilize recycled materials (especially plastics) in accordance with the conditions
in each region
•
Promote utilization by technological development to optimally exploit recycled materials in Europe and
to increase the supply of recycled materials in Japan
•
Began concrete studies to expand the utilization of recycled materials in response to the circular
economy
•
For recycled plastics, set and announced the target to expand their utilization by 2030
レレ
Challenge of
Establishing a
Future Society
in Harmony with
Nature
12 Toyota Green Wave
Project
•
Realize “Plant in Harmony with Nature”—6 in Japan and 4 in other regions
•
Promote activities to connect with local communities in collaboration with afliated companies
•
Start activities promoting harmony with nature in collaboration with local communities and companies
toward biodiversity conservation
•
Realized 3 plants in Japan and 4 model plants overseas and continued to promote the realization of
Plant in Harmony with Nature by sharing of know-how to other plants
•
Promoted activities in collaboration with 23 Toyota Group companies and global afliates (Number of
activities: 248)
レレ
13 Toyota Today for
Tomorrow Project
•
Globally strengthen conservation of endangered species, which symbolize biodiversity, in collaboration
with NGOs and others
•
Supported 27 projects of NPOs and other non-prot organizations and groups addressing biodiversity
and climate change (17 in Japan and 10 in other regions
レレ
14 Toyota ESD
*2
Project
•
Implement globally unied initiatives to foster environmentally conscious persons responsible for the
future
•
Offer environmental education opportunities by utilizing biotopes and others in collaboration with the
Plant in Harmony with Nature
•
Foster environmentally conscious persons at both in-house and outside sites, including plants and
the Forest of Toyota, by utilizing educational tools in harmony with nature for the next generation
*2 Education for Sustainable Development
•
Conducted environmental education programs around the world
[Cases in Japan]
•
Environmental study session: Plant in Harmony with Nature (21 sessions, including online sessions);
The Forest of Toyota (179 sessions)
•
Distributed 17,852 educational tools in harmony with nature for the next generation
レレ
Evaluation Legend
レレ: Progressed smoothly
レ: Target expected to be achieved by FY2026 although
there are some issues
－: Target expected not to be achieved by FY2026
Sustainability Data Book
5353
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Six Challenges No. Action Items Specic Actions and Targets Progress Results in FY2022 Evaluation
Environmental
Management
15 Chemical substances
•
Implement thorough management by carefully considering legal trends in each country and region
•
Steadily introduced vehicles that comply with the latest regulations and restricted substances
•
Continued to evaluate and improve chemical substance management structures by auditing and
investigating suppliers’ processes in each region of the world
レレ
16 Air quality
•
Product
Steadily introduce low-emission vehicles and boost further improvement by introducing and increasing
ZEVs*
* Zero Emission Vehicles: Vehicles that have the potential not to emit any CO
2
and NOx (nitrogen oxide) during driving such as battery
electric vehicles (BEVs) and fuel cell electric vehicles (FCEVs)
•
Product
•
In response to stricter emissions regulations in various countries and regions, steadily introduced
vehicles that satisfy those regulations
レレ
•
Production
Continue volatile organic compound (VOC) emissions reduction activities and maintain industry-leading
level
•
Production
•
Production: Promoted a switch to water-based paint in the bumper painting process
•
Took measures to completely eliminate the use of ozone-depleting substances (ODS)
•
No signicant releases occurred
17 Waste
•
Promote activities to thoroughly reduce waste globally and aim to minimize the volume of resource
input and waste, with the environment and economy in balance
•
Promoted activities to reduce waste through development and deployment of waste reduction-oriented
production technologies and daily kaizen activities
レレ
18 Logistics packaging
•
Implement initiatives to reduce and recycle plastics used in packaging and recycle them
•
Continued to promote the reduction of plastics used in packaging by reviewing packaging
specications and active use of recycled materials
レレ
19 Risk Management
•
Thoroughly comply with environmental laws and regulations and strengthen proactive prevention
activities for environmental risks in each country and region
•
There were 2 environmental non-compliance issues in the production area (1 in Japan and 1 in the
other region) and 1 complaint in the non-production area (1 in Japan), for which measures were
completed
There were no signicant violations of environmental laws and regulations and environmental non-
compliance issues
レレ
Evaluation Legend
レレ: Progressed smoothly
レ: Target expected to be achieved by FY2026 although
there are some issues
－: Target expected not to be achieved by FY2026
Sustainability Data Book
5454
Third-party
Verification
Updated in October 2022
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Sustainability Data Book
5555
Overview Promoting Sustainability Social Governance Content Index
Environment
Policy and Environmental Management Climate Change Resource Recycling Harmony with Nature
Climate-related Financial Disclosures Based
on TCFD Recommendations
Environmental Data
FY2022 Review of the 7th Toyota
Environmental Action Plan (2025 Target)
Third-party Verification
Sustainability Data Book
5656
57 Respect for Human Rights
63 Diversity and Inclusion
71 Value Chain Collaboration
74 Vehicle Safety
78 Quality and Service
82 Information Security
85 Privacy
87 Intellectual Property
88 Human Resource Development
92 Health and Safety
97 Social Contribution
98 Social Data
Social
Overview Promoting Sustainability Environment Governance Content Index
Social
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Sustainability Data Book
5757
Fundamental Approach
Aim
•
Toyota aims to be the best company in town that is both loved and trusted by the people.
•
Respect and honor the Human Rights of our employees, customers and all
individuals that are impacted by our business.
•
Each employee contributes to the creation of a work environment that promotes safety
& health, respects each employee’s dignity, is inclusive, and is free from discrimination,
harassment, child labor and forced labor. This is essential to ensuring a decent work
environment.
Initiative
•
Toyota refers to and also respects the “United Nations Guiding Principles on Business
and Human Rights” (UNGP) and promotes activities related to Human Rights based on
these guidelines.
•
Individuals working at Toyota respect Toyota’s Human Rights policy and also align with
the Sustainability Supplier Guidelines and implement Human Rights due diligence and
educational activities.
Toyota’s Human Rights Policy
Toyota’s action taken for Forced Labor of Migrant Workers (Statement on the Modern Slavery Acts)
Toyota’s Responsible Mineral Sourcing Policy
Organizational Structure
Aim
•
To ensure that the company is able to ful l its corporate responsibility to respect Human
Rights by embedding, implementing and conducting the necessary processes and actions.
Initiative
•
The direction and challenges of the initiatives are reported to and discussed at the
Sustainability Subcommittee. Key issues are then reported to the Sustainability Meeting for
consideration and decision making. (The Sustainability Meeting thus supervises Toyota’s
sustainability initiatives.)
•
Toyota’s Chief Human Resources Of cer, oversees the responsibility for Human Rights
within the organization
•
The Human Resources Division plays a central role for Human Rights management in
collaboration with the Purchasing Group, the Sustainability Management Department
and other organizations.
P. 6 Promoting Sustainability
57 Fundamental Approach
57 Organizational Structure
58 Policy development and dissemination
58 Human Rights Due Diligence
59 Initiatives for Migrant Labor (forced labor)
60 Initiatives for Wage
60 Initiatives for Working Hours
60 Initiatives for Flexible Work Styles
60 Initiatives for Anti-harassment
61 Initiatives for Child Labor
61 Initiatives for Freedom of Association
61 Initiatives for Precarious Work
62 Responsible Mineral Procurement
62 Education related to Human Rights
Respect for
Human Rights
SDGs
Contri-
butions
GRI
102-12, 13, 41, 409-1, 412-1~3, 414-2
Updated in October 2022
Overview Promoting Sustainability Environment Governance Content Index
Social
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
｜
Fundamental Approach
｜
Organizational Structure
｜
Policy development and dissemination
｜
Human Rights Due Diligence
｜
Initiatives for Migrant labor (forced labor)
｜
Initiatives for Wage
｜
Initiatives for Working Hours
｜
Initiatives for Flexible Work Styles
｜
Initiatives for Anti-harassment
｜
Initiatives for Child Labor
｜
Initiatives for Freedom of Association
｜
Initiatives for Precarious Work
｜
Responsible Mineral Procurement
｜
Education related to Human Rights
｜
Sustainability Data Book
5858
Aim
•
Continuously identify and assess risks related to Human Rights impacts on
stakeholders, while at the same time ensuring mitigation and preventative
measures are implemented.
Initiative
Identication and
Assessment
•
The methodology, process and actions are developed in line
with various international standards and norms.
•
For issues related to the automotive industry, Toyota consults
Human Rights experts and other relevant stakeholders to
classify and analyze the risks from two viewpoints: the impact
on stakeholders and relevancy to Toyota’s business.*
*For raw materials, we consider the region, quantity and type of material.
•
Reporting and risks assessment are conducted within the
framework of the organization for sustainability management
(Sustainability Subcommittee).
Prevention
•
Continuous Risk Monitoring operations include:
Business partner collaboration, interaction with Human
Rights associations, affected stakeholder consultations, and
continuous Human Rights risk research.
Mitigation
•
For each of the prioritized risks, Toyota develops a risk
mitigation plan through an agreement with the affected
stakeholders and suppliers while also being guided by specialist
external bodies.
•
These plans are tracked on a monthly basis and reviewed
annually by the human-rights-related functions to evaluate the
progress and effectiveness, while the need for improvement is
also determined.
Remedy
•
Development and implementation of a Grievance Mechanism.
•
Internal: Speak up Hotline
•
Inter-Company: Toyota Helpline for Subsidiaries
•
Inter-Industry: JP MIRAI Speak up for Migrant Workers
•
Toyota Dealers: Helpline for dealers
P.109 "Speak up" Hotline
P.60 Collaboration with JP-MIRAI
Engagement with Business Partners (Supply Chain Due
Diligence)
•
Supplier Sustainability Guidelines includes a requirement for suppliers
to ensure thorough compliance with laws and regulations, and to respect
Human Rights.
•
Toyota works together with suppliers on risk monitoring, tracking and
remediation, which then also allows for guidance and support for potentially
affected stakeholders.
•
Methods for working with suppliers include:
•
Direct collaboration with Tier 1 suppliers and group companies.
•
Collaboration with other stakeholders for Tier 2 suppliers and deeper.
Engagement with stakeholders
•
Toyota partners with external stakeholders to fully understand and align with
societal expectations, while also maintaining legal compliance in all operations
including the supply chain.
2022 Priority Salient Risks
•
As a result of identifying and assessing our salient risks, Toyota has decided to
prioritize the following risks for 2022: migrant labor, child labor, harassment
and discrimination (diversity & inclusion).
•
if there are any other sudden or unforeseen salient risks that emerge in our
business, we may review our priorities and conduct ad hoc due diligence
activities.
Human Rights Due DiligencePolicy development and dissemination
Aim
•
Toyota’s Human Rights Policy applies to all executives and employees in
Toyota and its subsidiaries. We also expect our business partners, including
our suppliers, to understand and agree with this policy, and to work with us to
ensure that their business operations respect this policy. This policy includes:
•
Respect for internationally recognized Human Rights in line with the UNGP
and the Universal Declaration of Human Rights.
•
Compliance with international Human Rights obligations together with the
laws and regulations of the countries in which we operate.
Initiative
Development of Human Rights policies
•
The Human Rights policy development was supported by the top
management, and the policy was further developed utilizing feedback from
internal divisions, the supply chain, and overseas afliates. It was completed
with advice from 3rd party specialist Human Rights organizations.
Dissemination within the company
•
The policy was disseminated to all employees through the internal Human
Rights training contents.
P.62 Education Related to Human Rights
•
Support and training were provided to specic divisions like Purchasing,
Sales and Business Planning in order to integrate Human Rights within
policies and processes.
Example
•
This has so far led to the incorporation of specic Human Rights
statements within Toyota’s Supplier Sustainability Guidelines,
Dealer Basic Contracts, and into the new business planning
guidelines.
Overview Promoting Sustainability Environment Governance Content Index
Social
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
｜
Fundamental Approach
｜
Organizational Structure
｜
Policy development and dissemination
｜
Human Rights Due Diligence
｜
Initiatives for Migrant labor (forced labor)
｜
Initiatives for Wage
｜
Initiatives for Working Hours
｜
Initiatives for Flexible Work Styles
｜
Initiatives for Anti-harassment
｜
Initiatives for Child Labor
｜
Initiatives for Freedom of Association
｜
Initiatives for Precarious Work
｜
Responsible Mineral Procurement
｜
Education related to Human Rights
｜
Sustainability Data Book
5959
[Survey 1]
Survey scope
•
Toyota's domestic and overseas subsidiaries
Survey description
•
The number of migrant workers
*2
•
The countries the workers migrated from
•
The percentage of indirect recruitment
•
Possible issues in the recruitment and/or repatriation process
e.g.,
•
charging of high recruitment fees, withholding of
passports or identication documents, prohibiting return
to the home country, etc.
Survey results
•
No infringements are being placed upon migrant workers at
local operations and at our subsidiaries
*2 In these surveys, “migrant workers” refer to non-regular (contingent, contract, non-permanent, temporary, etc.)
foreign national workers with a status of residence (non-permanent) for the purpose of employment (excluding
expatriates from other companies/countries).
Migrant workers at Toyota Subsidiaries by region
Region
No. of Migrant Workers
Japan
600
Asia
460
EU
420
North America
57
Southern Africa
5
Latin America
0
Oceania
0
China
0
[Survey 2]
Through dialogue with external stakeholders, we recognized that a survey was
needed which focuses on foreign technical internship trainees,
*3
who are at high
risk of debt bonded labor, due to the following points.
•
The number of migrant workers had increased signicantly in Japan as a
whole and in Toyota’s domestic afliates as well
•
There was a risk that migrant workers hired by both the employment
agencies in the sending countries and the supervisory organizations in Japan
could result in forced labor due to exorbitant fees being charged, which
subsequently traps them in serious debt.
*3 Foreign Technical Internship Trainees are foreign workers sent to Japan for the purpose of technical skills
training. There are 158 operations in 86 job categories, and trainees are dispatched to various industries in the
hopes of acquiring much needed technical skills to be used in operations in their home countries upon return.
Survey scope
•
Group companies and their major Tier-1 suppliers
•
Toyota’s own major Tier-1 suppliers.
(The top 276 suppliers accounting for 90% of the total
procurement value.)
Survey description
•
The number of foreign technical internship trainees
Survey results
•
Through the surveys, it was identied that among Toyota’s
Tier-1 suppliers, 102 companies employ trainees via both
employment agencies in the sending country and supervising
organizations in Japan.
•
Countries that dispatched technical internship trainees were
mainly comprised of China and various South East Asian
countries such as Vietnam, Laos, Thailand and Indonesia.
Foreign Technical Internship Trainees Utilization (Japan)
No. of
Companies
Surveyed
No. of companies
That Utilize Foreign
Technical Internship
Trainees
No. of Trainees
Toyota Group Companies
and their major Tier-1
Suppliers
119 83 2,800
Tier-1 Suppliers
276 124 6,300
Total
395 207 9,100
Aim
•
Ensure decent and acceptable working conditions, which include
freedom of movement, fair treatment, and proper employment contracts
for migrant workers in our business operations and supply chain.
Initiative
•
Migrant labor has been identied as one of the salient issues since 2019.
•
As part of our due diligence activities, we have been working with non-
governmental organizations to ensure fair working conditions for migrant
workers within our afliates and suppliers both inside and outside Japan.
Guidelines and declaration development
•
Guidelines have been developed to help eliminate possible exploitation by
unscrupulous employment agencies charging high recruitment fees, as well
as ensuring freedom of movement, fair treatment, and proper employment
contracts for migrant workers.
•
Participation in the formulation of ASSC Tokyo Declaration 2020.
*1
*1 Set of 13 declarations created to enhance and respect the rights of migrant workers from the moment of
recruitment, during overseas employment, and until their safe return to their home countries. The “ASSC Tokyo
Declaration 2020” was developed with reference to the “Dhaka Principles,” regarded as the international norm
advocated by the International Organization for Migration and the International Labor Organization
ASSC Tokyo Declaration 2020
Risk Assessment
•
A task force was assembled to conduct comprehensive surveys to grasp
the current situation at Toyota subsidiaries both in Japan and overseas,
specically to determine the number of migrant workers. The following
surveys were conducted in 2020.
Initiatives for Migrant labor (forced labor)
Overview Promoting Sustainability Environment Governance Content Index
Social
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
｜
Fundamental Approach
｜
Organizational Structure
｜
Policy development and dissemination
｜
Human Rights Due Diligence
｜
Initiatives for Migrant labor (forced labor)
｜
Initiatives for Wage
｜
Initiatives for Working Hours
｜
Initiatives for Flexible Work Styles
｜
Initiatives for Anti-harassment
｜
Initiatives for Child Labor
｜
Initiatives for Freedom of Association
｜
Initiatives for Precarious Work
｜
Responsible Mineral Procurement
｜
Education related to Human Rights
｜
Sustainability Data Book
6060
Initiatives for Flexible Work Styles
Aim
•
Promote exible workstyles without restrictions of time and location,
with a view to improving productivity and supporting employees in balancing
work with childcare/family care.
Initiative
•
Use of an FTL (Free Time & Location) system, which enables teleworking.
At workplaces where teleworking is difcult, the system for reduced working
hours has been enhanced to support balancing work with childcare/nursing care.
•
If an employee wants permission to conduct a side business, decide whether
or not it is acceptable according to criteria based on safety consideration,
condentiality, non-competition, duty of good faith, etc.
Initiatives for Anti-harassment
Aim
•
Toyota does not tolerate any form of harassment, such as sexual
harassment, power harassment, or any act that harms the dignity of
any individual.
•
Aim to create a workplace where all employees can work happily.
Initiative
•
Employment rules specify clearly the prohibition of harassment and disciplinary
provisions in the case of harassment.
•
The Toyota Code of Conduct clearly states that Toyota should not tolerate any
form of harassment.
•
Internal anti-harassment training programs for all employees, from executives
to regular employees, to ensure compliance with the code of conduct.
•
Toyota’s external and internal hotlines have been integrated into the “Speak
up” Hotline as a system that enables early detection and resolution of
employees’ problems and workplace issues.
•
Have training conducted by psychology experts to look deeply into the mental
side of individuals, with the aim of not only preventing harassment but also
helping the creation of workplaces where members can work happily.
P.109 "Speak Up" Hotline
Initiatives for Wage
Aim
•
To secure necessary human resources and build a sense of security for
employees, pay appropriate level of wages.
Initiative
•
If the minimum wage increases, revise employee compensation as necessary.
To improve the compensation for temporary workers, Toyota provides family
allowance, subsidizes meal costs, grants special leave, and established
channels allow for the conversion of variable workforce employees to
permanent employees, making their conditions equivalent to those of
permanent employees.
Initiatives for Working Hours
Aim
•
Secure, manage and efciently allocate work hours based on laws/
regulations and labor practices so that employees can have a sense of
security and exibly respond to uctuations in production.
Initiative
•
Based on thorough labor-management communication, set exible working
hours appropriate for actual conditions, such as the situation of each
workplace and the characteristics of individual work. In the case of excess
working hours above legal limits, Toyota follows due process relating to legal
procedures.
[Response based on the survey]
•
In order to mitigate any possible Human Rights infringements associated with
the migration of technical internship trainees, we decided to promote the
following activities
•
Corrective actions for unreasonable fees borne by migrant workers that
induced the possibility of forced labor.
•
Working closely with suppliers to share best practices to avoid Human
Rights infringements of migrant workers.
•
Supporting supplier due diligence for agencies acquiring migrant workers
in coordination with NGOs.
Collaboration with JP-MIRAI
•
In 2020, Toyota was part of the initial body that led to the establishment
of the “Japan Platform for Migrant Workers toward a Responsible
and Inclusive Society (JP-MIRAI),”* which has now grown to be a multi-
stakeholder framework for resolving issues faced by migrant workers in
Japan.
•
In May 2022, JP-MIRAI launched a grievance mechanism trial for migrant
workers.
•
This mechanism aims to resolve issues in an appropriate and timely manner,
and has the support and cooperation of Toyota.
•
Contents of the services provided:
•
a multilingual web portal and application that provide relevant information
on living and working in Japan
•
a grievance mechanism for making complaints
•
support for cases that are likely to develop into serious problems
•
an Alternative Dispute Resolution (ADR) mechanism
* Over 400 members, consisting of various stakeholders such as private companies, local governments, NPOs,
academics, and lawyers.
Information Disclosure
•
From 2021 “Toyota’s action taken for Forced Labor of Migrant Workers
(Statement on the Modern Slavery Acts)” is disclosed
Toyota's action taken for Forced Labor of Migrant Workers (Statement on the Modern Slavery
Acts)
Overview Promoting Sustainability Environment Governance Content Index
Social
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
｜
Fundamental Approach
｜
Organizational Structure
｜
Policy development and dissemination
｜
Human Rights Due Diligence
｜
Initiatives for Migrant labor (forced labor)
｜
Initiatives for Wage
｜
Initiatives for Working Hours
｜
Initiatives for Flexible Work Styles
｜
Initiatives for Anti-harassment
｜
Initiatives for Child Labor
｜
Initiatives for Freedom of Association
｜
Initiatives for Precarious Work
｜
Responsible Mineral Procurement
｜
Education related to Human Rights
｜
Sustainability Data Book
6161
Initiatives for Precarious Work
Aim
•
Our businesses require personnel equipped with both advanced skills and
with a deep understanding of Toyota’s values. In order to achieve this, a
long period of time is required to cultivate such personnel. Therefore, Toyota
strives to provide stable employment even when the external environment
is harsh.
•
Due to demand uctuations in the automotive industry, Toyota hires temporary
personnel for xed periods, based on the customs and labor laws of each
region, while also ensuring fair working conditions.
Initiative
•
Based on the customs and labor laws of each region, Toyota practices the
following:
•
Conrms the composition of employees at afliates in various countries,
and for non-permanent employment relationships, we identify afliates
requiring prioritized examination.
•
Dispatches associates to identied afliate sites, where they implement
improvements such as reallocations and reviews of employment rules
related to contract terms where necessary. (2019–2021: 3 cases)
Initiatives for Freedom of Association
Aim
•
Toyota’s “Respect for People” management-philosophy aims to respect
individual capabilities, ways of thinking, and creativity, and harness them fully.
•
Based on the Universal Declaration of Human Rights, we respect our
employees’ right to freely associate while also respecting their right not
to be compelled to belong to an association in compliance with the laws
of the countries in which we operate.
•
We take every opportunity to engage in thorough dialogue with employees
and build healthy labor relations regardless of whether or not there is a union.
Initiative
•
Along with the collective agreements in place with our unionized afliate
companies both in Japan and overseas, we also have Labor-Management
Joint Declarations established in Japan (1962), Thailand (1993), Indonesia
(2004) and Brazil (2015) as a global framework, in order to agree on a universal
philosophy of labor relations.
•
Cooperation with subsidiaries:
•
In order to determine the level of communication with employees and other
issues related to freedom of association, we periodically send out and
collect questionnaires from our subsidiaries and request that improvement
be made to policies and activities based on the responses.
•
For subsidiaries that required concentrated initiatives, associates from
Toyota Motor Corporation were dispatched to review policies and activities,
and worked with the subsidiary in question to enhance communication with
and training for employees regarding Toyota’s policies concerning freedom
of association and legal compliance.
•
Cooperation with suppliers:
•
As a part of its global due diligence activities, Toyota investigated some
cases of possible infringement on Freedom of Association within the supply
chain, and recommended corrective actions. (2019–2021: 3 cases)
•
Unionization situation:
Countries with Unionized Operations (only countries/regions with
manufacturing): 91% (20/22 countries)
Initiatives for Child Labor
Aim
•
Toyota does not accept any forms of child labor, which deprives children
of educational opportunities and inhibits their growth and development.
•
In line with international norms, we adhere to the following conditions:
•
The minimum age for employment shall be 15 years of age, the legal
minimum age for employment, or the age of completing compulsory
education, whichever is the highest under the local applicable laws and
regulations.
•
Do not use employees below 18 years of age for hazardous work.
•
Bona de job training or apprenticeship programs permitted under
applicable local laws and regulations.
Initiative
•
Enhance due diligence activity in the high-risk sector of child labor in our
supply chain.
Overview Promoting Sustainability Environment Governance Content Index
Social
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
｜
Fundamental Approach
｜
Organizational Structure
｜
Policy development and dissemination
｜
Human Rights Due Diligence
｜
Initiatives for Migrant labor (forced labor)
｜
Initiatives for Wage
｜
Initiatives for Working Hours
｜
Initiatives for Flexible Work Styles
｜
Initiatives for Anti-harassment
｜
Initiatives for Child Labor
｜
Initiatives for Freedom of Association
｜
Initiatives for Precarious Work
｜
Responsible Mineral Procurement
｜
Education related to Human Rights
｜
Sustainability Data Book
6262
Education related to Human Rights
Aim
•
In order to promote understanding of Human-Rights-related matters and
to encourage actions towards open and honest communication as well
as to advance non-discrimination, Human Rights training is aimed at our
executives, employees and business partners.
Initiative
Human Rights in general
Training for: Main initiatives
Executives
(Toyota Motor Corporation)
•
Explanation of international Human Rights guidelines
and their expectations, the responsibilities required of
companies, and key Human Rights issues
All employees
(Toyota Motor Corporation)
•
Learn about the expected corporate and individual
responsibility and its scope in line with international
norms together with human rights infringement
examples, thereby helping compliance with Human
Rights in daily operations
Top management and HR
employees to be transferred
to overseas afliates
(including the main suppliers)
•
The training content promotes positive labor-management
communications which include information on past labor
disputes, labor-management negotiations, and the latest
trends in Human Rights, international norms, and regulations
Purchasing function
employees to be transferred
to overseas afliates
(Toyota Motor Corporation)
•
Primarily to support their daily purchasing responsibilities at
their overseas posting. The training will involve lectures for
building healthy labor-management relationships at local
suppliers, including lectures related to Human Rights.
Anti-harassment
Training for: Main initiatives
Employees, including
executives, supervisors,
management, expatriates
and new hires
(Toyota Motor Corporation)
•
Awareness of the prevention of harassment in various
situations
Fiscal 2022 Results.
•
All senior professionals/senior management and all
professionals/management: Approximately 8,000
employees, 3,000 hours.
•
All assistant managers and all those in lower ranks:
Approx. 20,000 employees, 6,500 hours.
•
All shop oor employees: Approx. 42,000 employees,
10,4000 hours.
Supervisors
(Toyota Motor Corporation)
•
Online training by specialists in mental science
Fiscal 2022 Results
•
Supervisors: Approx. 12,000
Initiative
Investigation and disclosure on the use of Conict
Minerals (Compliance with the U.S. Dodd-Frank Act)
•
Since 2013 Toyota has been conducting a reasonable country-of-origin
inquiry every year with due diligence throughout its global supply chain in
accordance with the OECD Due Diligence Guidance for Responsible Supply
Chains of Minerals from Conict-affected and High-risk Areas.
•
We request that the suppliers make corrections if there are any errors and/
or omissions in their responses, in order to improve the effectiveness of our
efforts.
•
In cooperation with the Responsible Minerals Initiative (RMI), Toyota Motor
North America (U.S.) has been engaging in the activities of the Conict-free
Sourcing Working Group and the working group of the Automotive Industry
Action Group (AIAG) on conict minerals originating from the Democratic
Republic of the Congo.
Example
•
Background surveys of smelters/reners, prodding smelters/
reners to participate in the Responsible Minerals Assurance
Process (RMAP).
Conict Minerals Report
Responsible Cobalt Procurement
•
Toyota has been advancing activities to clarify the supply chain related to
batteries, a major component using cobalt, using the Cobalt Reporting
Template, or CRT, provided by RMI, and has identied several smelters (as
of March 31, 2020). We will continue conducting investigation.
•
If any risk is identied as a result of the survey, we will implement appropriate
measures to mitigate the risk.
•
By participating in activities of the RMI Cobalt Working Group, TMNA (U.S.)
has been encouraging smelters/reners to acquire certicates.
Responsible Mineral Procurement
Aim
•
Toyota has formulated its Policies and Approaches to Responsible Mineral Sourcing based on the OECD Due Diligence Guidance for Responsible Supply Chains of
Minerals from Conict-affected and High-risk Areas. Based on these policies, Toyota has been implementing measures to avoid human rights issues, such as child
labor and forced labor.
Policies and Approaches to Responsible Mineral Sourcing
Overview Promoting Sustainability Environment Governance Content Index
Social
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
｜
Fundamental Approach
｜
Organizational Structure
｜
Policy development and dissemination
｜
Human Rights Due Diligence
｜
Initiatives for Migrant labor (forced labor)
｜
Initiatives for Wage
｜
Initiatives for Working Hours
｜
Initiatives for Flexible Work Styles
｜
Initiatives for Anti-harassment
｜
Initiatives for Child Labor
｜
Initiatives for Freedom of Association
｜
Initiatives for Precarious Work
｜
Responsible Mineral Procurement
｜
Education related to Human Rights
｜
Sustainability Data Book
6363
Fundamental Approach
Aim
•
Toward the transformation from a car company into a mobility company and continuous
innovations in existing areas, create an attractive workplace where employees with
wide-ranging skills and values can demonstrate their abilities to the fullest.
Initiative
•
Nurture opportunities where all employees can demonstrate their full potential.
•
No tolerance of any form of discrimination at the workplace such as discrimination
based on gender, age, nationality, race, ethnicity, creed, religion, sexual orientation,
gender identity, disability, marital status, or the presence of children, etc.
•
Create a work environment with no harassment.
Major items
Time of the
award
PRIDE Indicators Toyota Motor Corporation was awarded the Gold Prize
in PRIDE INDEX, presented by "work with Pride", one of
the volunteer associations supporting the facilitation and
establishment of diversity management of sexual minorities.
In addition, Toyota Motor Corporation also received the Best
Practice Prize in PRIDE INDEX for Rainbow Match, one of
the of cial games for our Softball team which was evaluated
as an opportunity for realizing and considering LGBTQ+
through sport.
P.69 Rainbow Match
Nov. 2022
Top 50 Companies
For Diversity 2022
Toyota Motor North America won 4th place in the general
division of the Top 50 Companies for Diversity 2021 ranking
announced by U.S. Diversity Inc.
May. 2022
63 Fundamental Approach
63 Organizational Structure
64 Women's Activity
67
Nursing Care Support
68 Inclusion of Persons with Disabilities
69 Inclusion of LGBTQ+ employees
70 Initiatives Related to Race and Nationality
Promotion
70 Employment for Over 60s
Diversity and
Inclusion
SDGs
Contri-
butions
Updated in October 2022
Organizational Structure
Aim
•
Build a structure that can develop, agree on, and implement policies and initiatives to
promote Diversity and Inclusion at Toyota globally.
Initiative
•
The direction and challenges of the initiatives are reported to and discussed at the
Sustainability Subcommittee. Key issues are then reported to the Sustainability
Meeting for consideration and decision making. (The Sustainability Meeting thus
supervises Toyota’s sustainability initiatives.)
P. 6 Promoting Sustainability
•
The Human Resources Department plays a central role in developing global Toyota-wide
measures tailored to each region.
•
We have set up dedicated diversity and inclusion promotion organizations in Toyota
Motor Corporation (Japan), Toyota Motor North America (U.S.), Toyota South Africa,
Motors (Pty) Ltd. (South Africa).
•
In many regions we have established diversity and inclusion promotion organizations
consisting mainly of concurrent appointments within the area of human resources.
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Organizational Structure
｜
Women's Activity
｜
Nursing Care Support
｜
Inclusion of Persons with Disabilities
｜
Inclusion of LGBTQ+ employees
｜
Initiatives Related to Race and Nationality promotion
｜
Employment for Over 60s
｜
Sustainability Data Book
6464
Overall Image of Initiatives to Promote Women’s Participation in the Workplace
(Administrative and Engineering Employees) (Toyota Motor Corporation)
Overall Image of Initiatives to Promote Women’s Participation in the Workplace (Shop Floor Employees)
(Toyota Motor Corporation)
The Promotion of Female Employee Participation and Advancement in the Workplace Action Plan
Action Plan Based on the Act on Advancement of Measures to Support Raising Next-generation Children
2002
Established programs on
retention of and
opportunities for women
2007 2012 2014
▼ Prepared individualized career development plans ▼Expanded teleworking at home
2016
Changes
Measures
Phase 1
Expansion of Programs
Phase 2
Focus on Retention
Phase 3 Retention + Increased Opportunity
Expanded programs
to promote retention
Shifted focus on supporting
childcare to generating
motivation
Expanded
initiatives to
promote
opportunities
Work style
innovation
▼Reduced working
hours and expanded
childcare leave
Expanded (up until
children reach fourth
grade of elementary
school)
Revised (overtime work
allowed)
▼Introduced seminars
on supporting a good
work-childcare
balance
▼
Support for early
return to work from
maternity leave
▼
Introduced family
allowances
▼
Introduced pickup
service for childcare facilities
▼
Introduced daycare
for sick children/
overnight daycare
▼
Introduced a system
combining shorter
working hours and
flextime
▼
Introduced a
mentorship system
▼Established onsite daycare centers
(70 children accepted)
(140 children accepted) (460 children accepted)
▼Introduced teleworking
at home
▼Introduced Re-employment Program
* A system that allows employees engaging in childcare to be exempted from shift work at plants
2002 2011 2013
Phase 1
Expansion of Programs
Phase 2
Focus on Retention
Phase 3
Retention + Increased Opportunity
Changes
Measures
▼Introduced reduced working hours
and exemption from late-night work
▼Expanded childcare leave
▼Established onsite daycare centers
Established programs on retention of and
opportunities for women
Expanded programs to promote retention Generate motivation and create environments for
good performance
▼Priority placement of new employees
(other than on assembly lines)
Shift-work support (acceptance up to a maximum of 2:30 a.m.)
▼Introduced daycare for
sick children/overnight
daycare
▼Introduced permanent day shift work system*
▼Started consultations on work-life balance
▼Introduced permanent
night shift work system
Toyota’s plan to build an environment to promote women’s participation in the workplace
1. Implementation period April 1, 2020 to March 31, 2025
2. Provision of work-life opportunities for female employees
Our Challenge
The ratio of females in managerial positions is low (continuation of our activity from 2016-2020 is necessary).
Target
The number of females in managerial positions in 2014 to be increased fourfold by 2025, and vefold by 2030
Our Course of Action
3. Creation of a supportive environment to balance work and family life
Our Challenge
The teleworking system is not utilized enough yet.
Target
To increase users of the teleworking system to more than 50 percent of all employees (except for production workers and managers)
by 2025, irrespective of whether teleworking for childcare or nursing purposes
Our Course of Action
Hiring: To maintain certain hiring rates for female graduates (40% or above for administrative positions and 10% or above for engineering positions) and
active hiring of women throughout the year (continuation from before 2020)
System Development: The creation of a system that reports on the progress of female training in each department to our board members (from 2020)
Employee Training: The development and implementation of a plan for individual employee training (continuation from before 2020) The utilization of a
mentoring system (from 2020)
Networking: Host a global women's conference and symposium that the managerial class and female promotion candidates can participate in (from 2019)
The creation of an environment that supports the use of teleworking, and informing our employees: Expansion of use of IT tools so that
there is no big difference between working in the ofce and teleworking (from 2020)
Cultural Transformation: Transformation to a work culture that does not make teleworking an inconvenience or a hindrance (from 2020)
1. Period April 1, 2021 to March 31, 2023
2. Contents
Aim 1
Aim 2
Aim 3
Promotion of growth and active participation of diverse human resources
Actions ● Further enhancement of labor-management communications to encourage growth and active participation of diverse human
resources, including those who are balancing work and childcare (from 2021)
● Implementing measures to further promote “honest dialogue” between managers and their subordinates (from 2021)
Promotion of understanding and dissemination of various systems/examples related to balancing work and childcare
Actions ● Improving usability of the website to provide information for balancing work and childcare (from 2021)
• Introducing an email notication service for information updates
• Adding a “page search” function
• Introduction and enhancement of various case studies and Q&As
Promotion of male employee participation in childcare
Actions ● Providing and improving information related to male employee participation in childcare through the company intranet (from
2021)
• Providing experience reports of male employees who have taken childcare leave
• Providing data on results and trends of Toyota male employees’ participation in childcare
• Enhancing guidance on the use of systems and procedures (providing guidance for male employees)
Aim
•
Promote gender diversity and create a more diverse and inclusive workplace. (Particularly important issue for Toyota Motor
Corporation in Japan.)
Initiative
History of Initiatives
•
2002: Launched "Initiatives centered on expansion and establishment of measures to support work-life balance"
•
From 2012: Enhancement and active support of environment that can support women to gain motivation and support their
participation (especially development of female managers)
•
From 2021: Unconscious bias training for all management and supervisors in the company
•
From 2022: Strengthen diversity training (basic courses and management courses)
Women's Activity
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Organizational Structure
｜
Women's Activity
｜
Nursing Care Support
｜
Inclusion of Persons with Disabilities
｜
Inclusion of LGBTQ+ employees
｜
Initiatives Related to Race and Nationality promotion
｜
Employment for Over 60s
｜
Sustainability Data Book
6565
Support for Keidanren’s “Challenge to 30% by 2030
*1
”
•
Toyota Motor Corporation expresses its support for the initiative and has been
working toward the target in accordance with Toyota Motor Corporation Action
Plan for the promotion of female employee participation and advancement in the
workplace.
*1 The Keidanren's NEW Growth Strategy is intended to accelerate initiatives to encourage the utilization of
diverse human resources and sets a specic target of 30% or more executive positions being lled by women
by 2030 as one way of driving these changes
Initiatives at All Ranks
•
Initiatives are promoted in all ranks, from development and expansion of
next-generation human resources to securing diversity in top management.
(Toyota Motor Corporation)
Major items
Next-
generation
development
and
expansion
•
Together with 9 group companies, Toyota established the Toyota
Female Engineer Development Foundation in 2014 to contribute
to the promotion of women’s participation in manufacturing
businesses in Japan.
•
Attract and expand the number of girls studying in scientic elds
and foster female engineers in monozukuri (manufacturing).
•
The Foundation provides a development program for female
engineering university students to support career-building as well as
a scholarship program that provides nancial support.
Recruitment
•
Target for % of female new graduates: 40% for administrative
positions and 10% in engineering positions (the percentages of
women in the relevant labor market).
•
The percentage of women hired as shop oor employees has also
been steadily increasing.
Career
development
support
•
Use of Individual Development Plans
Establishing an appropriate development environment and assigning
the roles required at each stage: when working as an employee
before childbirth and when balancing work with childcare.
•
Career Return System
Providing reemployment opportunities to employees who are forced
to leave Toyota because of the job-related relocation of their spouse
(regardless of the spouse’s gender or whether the spouse is a Toyota
employee) or the need to provide nursing care.
•
Career continuation support system for Toyota employees who are
moving with a spouse who is relocated overseas.
Promotion to
managerial
positions
•
Achieve 2025 target (the number of females in managerial positions in
2014 to be increased fourfold by 2025). To accelerate company-wide
initiatives, plans and measures of each division are gathered by the
personnel function and reported to the Sustainability Meeting.
•
Development measures tailored to individual employees are also
implemented at each workplace.
- assigning a challenging role equivalent to a higher-rank position to
candidates for promotion
- appointing a mentor for management candidates or members
immediately after promotion
Fiscal 2022 Results
•
Ratio of female managers
*2
: 3.0% (Toyota Motor Corporation)
*2 Industry average: 1.9%
Developing
candidates
for senior
professional/
senior
management
positions
•
Development of candidates through succession plans and through
hiring competent mid-career female top management.
•
The number of women in top management who have been
promoted through internal development programs is also increasing.
Results as of April 2022
•
12.5%
*3
of operating ofcer positions were held by women in Toyota
Motor Corporation.
*3 1 out of 8 non-board members
Diversity
among
Members of
the Board
of Directors
and the
Audit &
Supervisory
Board
•
Directors are appointed with comprehensive consideration and based
on their past achievements and experience regardless of their gender,
nationality or any other factors, with the aim of placing the right
person in the right position.
Results as of April 2021
•
Percentage of Female Directors and Audit & Supervisory Board
Members: 13.3% (2 out of 15)
Support for
balancing
work and
childcare
•
Infertility treatment system
•
Available holidays: 20 days/year
•
Leave system: Up to 2 years per child
•
Promote awareness-raising activities through training, etc., and
create a workplace culture.
•
Pre-Maternity Leave Seminar, Superivisor Career Interviews for
employees who take maternity leave
•
Target: Employees taking maternity leaves
•
Purpose:
• Ease employee concerns about balancing work and childcare
• Stimulate employees’ desire to continue to develop their careers
after returning to work.
•
Content:
• Employees examine their career plans and how best to achieve
them.
• Sharing examples from employees who successfully balanced
work with family commitments and participation in roundtable
discussions.
•
Teleworking system
•
Removing time and location restrictions, to allow employees to
continue working while taking care of their children (except for
employees at production sites).
•
Expanding exible workstyle at production sites where working from
home is difcult.
•
Onsite Childcare Facility (3 locations)
•
For workers at plants and nurses who work the night shift, childcare
in the early morning hours as well as overnight stays, shuttle service
from nearby plants for children transport are offered.
•
The facility also accepts new enrollments throughout the year to
accommodate the needs of employees (including those who intend
to return to work early after childbirth, mid-career employees and
employees returning to Japan from overseas assignments.)
•
Installation of "PIPOLAND“ (is available to Toyota City residents and
allows Toyota Motor Corporation to build stronger ties with the local
community in support of promoting work-life balance and childcare.)
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Organizational Structure
｜
Women's Activity
｜
Nursing Care Support
｜
Inclusion of Persons with Disabilities
｜
Inclusion of LGBTQ+ employees
｜
Initiatives Related to Race and Nationality promotion
｜
Employment for Over 60s
｜
Sustainability Data Book
6666
Percentage of Women Hired at Afliates in Each Country/Region (FY2021)
●Events sponsored by the Business Partnering Group (which provides networking and educational opportunities to
employees as an organization representing the interests of minority groups)
●Executive D&I scorecards have KPIs on managers making improvements
in their areas to promote initiatives.
●Established the Outside Advisory Committee Focusing on Diversity, which
is responsible for monitoring and reporting on the progress of diversity,
including career development for women.
●Set childcare facilities at multiple operation sites to allow flexible workstyles
for employees taking care of their children.
TME（ベルギー）
●Networking to promote gender
diversity
●Active hiring of promising candidates into career positions
●Conducted unconscious bias awareness training for all managers.
●Set targets in employment and management positions.
●Set up nursing rooms.
●Female prayer room
●Reserved parking area for
pregnant employees.
●Breastfeeding break of up to one
hour each day for lactating female
employees
●Annual North American Women’s Conference, to which all executive level
women and many high-potential junior level women, as well as male
directors and executives are invited to attend for networking and
encouraging women’s participation and advancement in the workplace
●Unconscious bias awareness
training for managers
Percentage of women [%]
Average period of employment (years)
People
hired
Full-time
employees
Managerial
positions
Director
positions
Male Female
Japan
North America
Europe
China
Asia-Pacic
Latin America
Africa
27.8
30.4
18.8
4.6
18.7
21.3
27.4
12.9
23.2
11.1
11.8
6.4
6.4
20.7
3.0
25.4
9.0
23.7
17.9
5.4
40.3
13.3
21.5
0
0
3.4
7.1
12.5
19
9
13
11
13
9
ー
Toyota Motor Europe NV/SA (Belgium) Toyota Motor North America (U.S.)
Toyota Motor (China)
Investment Co., Ltd. (China)
Toyota Daihatsu Engineering &
Manufacturing Co., Ltd. (Thailand)
●Designated Women’s Day, which
promotes an open conversation
about the challenges women face
in balancing their professional and
personal lives.
●Allowed working from home.
Toyota do Brasil Ltda. (Brazil) + Toyota Argentina S.A. (Argentina)
Toyota South Africa Motors (Pty) Ltd. (South Africa)
Global* 20.3 14.0 12.0 19.2 13
14
8
11
15
11
7
ー
11
* Figures cover 46 overseas locations, including Japan
●
Held company-wide events during the week of International Women’s Day
(Video message by top management, workshops, etc.)
●Working couple support: Home-working system,
part-time working regimes, support in finding
employment for spouses of employees sent to TME
●Female career development: Mentorship system,
sponsorship system
●Leadership management workshops
to ensure acceptance of women and
promote their participation and
advancement in the workplace
●Set employment targets.
KPIs Related to Promotion of Women’s Participation in the Workplace
We are continuing initiatives that promote women’s participation and advancement in the
workplace so that the percentage of positions held by women, from initial hiring to executive
positions, will consistently increase at many afliates.
●Healthy pregnancy program for pregnant
employees: Guidance and advice related
to health conditions, as well as orientation
on breastfeeding and baby care
●Conducted unconscious bias awareness
training for all managers.
●Set employment targets.
●Held dialogue between human resources
division and management to promote
diversity within the company.
●Introduced the mentor system to support
female leaders.
●Introduced Soft-Landing Program in
support of employees returning to work
after childbirth.
●Support for nursing care costs for
employees who return to work early
●Provide all employees with children with
equipment necessary for school.
Initiatives at Major Global Operations
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Organizational Structure
｜
Women's Activity
｜
Nursing Care Support
｜
Inclusion of Persons with Disabilities
｜
Inclusion of LGBTQ+ employees
｜
Initiatives Related to Race and Nationality promotion
｜
Employment for Over 60s
｜
Sustainability Data Book
6767
Aim
•
Support each individual to feel secure and realize a working style matching
the needs based on his/her life stage. (e.g. breaking bias by promoting
housework for male employees, reducing the concerns and burdens of
employees with childcare, caregiving)
Initiative
Major Initiatives in Nursing Care (Toyota Motor Corporation)
Contents
Support for
a Work-life
Balance
•
Nursing care leave and shortened working hours.
•
Increase exibility in working hour system.
•
Change the units of time for shortened working hours, etc.
•
Enhance the system for teleworking at home.
•
Expand applicable periods for various work-life balance support.
•
Apply the career return system. (Re-employment of employees who
are forced to leave the company because of nursing care)
Providing
Information
•
Create a consultation hotline.
•
Hold nursing care lectures.
•
Publish a nursing care guidebook.
•
Hold hands-on nursing care seminars.
Nursing
Care
Services
•
Introduce a nursing care savings program.
•
Expand nursing care service providers.
•
Introduce home care worker services.
Financial
Support
•
Introduce nursing care insurance.
•
Introduce a nursing care nancing program.
•
Create parent nursing care insurance.
Male Child Care Participation
•
Achieve 30% of male employees taking childcare leave by 2025 (in line
with government target)
Promote the development of a supportive working environment:
•
Strengthening Diversity Training.
•
Deploying system to exibly support the absence of employees on childcare
leave both inside and outside the workplace.
•
Conrm intention to take childcare leave and career life plans during career
interviews with supervisors. (from 2022)
•
Efforts to resolve problems are also promoted through holding management
discussion sessions to learn about problems at work.
Fiscal 2022 Results
•
Ratio of male employees taking childcare leave: 19.4% (Toyota Motor
Corporation)
Nursing Care Support
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Organizational Structure
｜
Women's Activity
｜
Nursing Care Support
｜
Inclusion of Persons with Disabilities
｜
Inclusion of LGBTQ+ employees
｜
Initiatives Related to Race and Nationality promotion
｜
Employment for Over 60s
｜
Sustainability Data Book
6868
Inclusion of Persons with Disabilities
Toyota Loops (special-purpose subsidiary)
•
Started business in 2009
As of June 2022:
•
357 people with disabilities employed
Main tasks at
the ofce
•
Laundry and cleaning
•
Assist in the care of the Toyota Memorial
Hospital
•
Shredding documents
•
Annotations
•
Creation of PDF les for drawings and
printed materials
•
Collection and delivery of internal mail
•
Printing and binding
•
Healthcare Available to Toyota Employees Service (Massage)
•
Planning and management of training for understanding of disabilities
On the
manufacturing
site
•
Support for automotive manufacturing
•
Implemented at the Shimoyama, Kamigo, and Head Ofce factories
•
Example of active roles: making preparations so that engine assemblers can take out
engine parts easily on production lines
Development
co-operation
tasks
•
Collaboration in the development of vehicles, etc.
Example
• Participating in evaluations (evaluating ease of getting in and out with a wheelchair) for vehicle development and
providing opinions on aspects of the development of automated driving vehicles.
•
Evaluation of welfare vehicles
•
Employees with disabilities participate in evaluations of the usability of Toyota’s assisted-mobility vehicles from the users’
viewpoint.
•
Based on this evaluation, the opinions of real users, including the small details that only users can notice,
can be incorporated in the quality of the vehicles.
Activities
outside of
work
•
Participation in the Abilympics (Skills Competition for the Disabled) as a representative of
Aichi Prefecture
•
In 2019: bronze award in the Ofce Assistant division
•
In 2020: gold award in the Photography division, silver in the Word Processor division and
bronze in both the Ofce Assistant and Database divisions
•
In 2021: gold award in the Database division, silver in Word Processor division and bronze
in Product Packing Category
Support
system
•
The number of support staff has also been increased to eliminate or reduce any anxieties that employees may have regarding their health or work.
•
A consultation hotline has been set up and consultations with an industrial physician are provided
•
Counseling by a clinical psychologist or psychiatrist
•
Active information exchange with governmental bodies, local communities, and social welfare organizations
Aim
•
Realization of a "symbiotic society" in which people work together and
live together regardless of the presence or absence of disabilities.
Initiative
Toyota Motor Corporation (Japan)
•
To foster a corporate culture of understanding and empathy among
employees throughout the workplace, various activities are implemented
•
Mental Barrier-Free Training (Wheelchair Experience Sessions, Mental and
Developmental Disabilities Sessions, etc.)
• Sign language courses
• Implementation of study sessions for assigned workplaces
•
Support for assuring full skill application at work
•
Setting up a privacy-preserving consultation service
•
Introduction of special vacation system that can be used for outpatient
visits, etc.
•
Dispatch of sign language interpreters
•
Distribution of various support tools
•
Development of facilities
•
Installation of a parking lot exclusively for people with disabilities
•
Maintenance of universally accessible toilets
•
Employment rate of people with disabilities (results)
•
2.50%* (as of June 2022)
* Including Special Subsidiaries
Toyota South Africa Motors (Pty) Ltd. (TSAM, South
Africa)
•
Setting KPIs related to employment of people with disabilities allows TSAM
to promote initiatives to improve the working environment for them in terms
of facilities and culture.
•
Setting up a special program to provide additional nancial support to persons
with disabilities for vehicle costs (to cover the increased cost associated with
owning a special vehicle).
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Organizational Structure
｜
Women's Activity
｜
Nursing Care Support
｜
Inclusion of Persons with Disabilities
｜
Inclusion of LGBTQ+ employees
｜
Initiatives Related to Race and Nationality promotion
｜
Employment for Over 60s
｜
Sustainability Data Book
6969
Initiative
Toyota Motor Corporation (Japan)
•
Recruiting and hiring process
•
Graduates are not required to ll in their gender on their job application
sheets.
•
Introducing measures at facilities
•
Establishing an internal harassment consultation hotline.
•
Set up gender-neutral restrooms.
•
Internal system
•
From July 2020 employees in same-sex marriages or common-law
marriages have been eligible for the same internal benet systems as those
in legal marriages (holidays, employee benets, etc.)
•
In-house training
•
Basic training of LGBTQ+ for all employees and executives. (mandatory)
•
Training by outside instructors (LGBTQ+). (voluntary)
•
ALLY* registration system
•
Approximately 21,000 employees, as of August 2022, have registered as
ALLYs.
•
Rainbow Match
Held an event in our ofcial female softball match in conjunction with Toyota
City (Exhibition of Toyota City and Toyota‘s LGBTQ＋ Initiatives)
* An ALLY is a person who aligns with those facing problems or difculties and addresses these challenges on their
own initiative while thinking of these issues as a personal matter. This term is derived from the word “alliance”
that means a union or an association.
Toyota Motor North America (TMNA, US)
•
Recruiting and hiring process
•
We have a nondiscrimination statement that the company does not
discriminate based on gender, ethnicity and many other categories,
including LGBTQ+.“
•
No photo or gender identication required on resumes
•
Installation of facilities
•
Set up gender-neutral restrooms at key locations
•
Education and Awareness
•
One of our business partner groups (organizations representing the
interests of minorities) is an LGBTQ+ group conducting education and
enlightenment activities.
•
ALLY System
•
Implementation of activities focused on increasing the number of ALLY
members
Inclusion of LGBTQ+Employees
Aim
•
Promoting an appropriate understanding, recognition, and acceptance with respect for personal identity and orientation.
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Organizational Structure
｜
Women's Activity
｜
Nursing Care Support
｜
Inclusion of Persons with Disabilities
｜
Inclusion of LGBTQ+ employees
｜
Initiatives Related to Race and Nationality promotion
｜
Employment for Over 60s
｜
Sustainability Data Book
7070
Employment for Over 60s
Aim
•
Support employees to have diverse lifestyles and assure them that they are
respected for their willingness and ability to work in a rewarding manner
also after the age of 60.
Initiative
(Toyota Motor Corporation)
Year Major items
1991
•
Introduction of an internal re-employment system for skilled
retirees
2001
•
Optional Re-employment Application System was launched to outplace
applicants to external afliates and other sites, providing a framework for
helping over 60s to continue working.
2006・2013
•
Based on the revisions to the Law on Stabilization of Employment
of Elderly Persons in 2006 and 2013, the support was revised to
expand re-employment by taking surveys and interviews based on
the needs of the employees.
2016
•
Advanced Skilled Partner System was set up for shop oor
employees to encourage and motivate employees to keep
working after 60 by maintaining their job rank and salary at the
time of their statutory retirement at 60
Management composition (TMNA, FY2021)
Other
Latin American
Black
Asian
3
％
6
％
7
％
16
％
White
68
％
Management composition (TSAM, FY2022)
Other
White
Indian
9
％
21
％
31
％
African
40
％
Aim
•
Promoting racial and nationality diversity according to local conditions.
Initiative
Toyota Motor North America (TMNA, US)
•
Implementing education and enlightenment programs as means of promoting
understanding and diversity.
•
Promote diverse top management.
Toyota South Africa Motors (Pty) Ltd.
(TSAM, South Africa)
•
In the Republic of South Africa, TSAM promotes activities in line with the
Broad-Based Black Economic Empowerment (B-BBEE*) policy aimed at
economic development and creation of employment in South Africa.
•
TSAM has acquired Level 7 as of January 2021.
* B-BBEE (Broad-Based Black Economic Empowerment): Rating of the efforts for and contributions to B-BBEE
by companies and organizations with scores (from the highest Level 1 to Level 8 and the lowest Noncompliant)
Initiatives Related to Race and Nationality Promotion
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Organizational Structure
｜
Women's Activity
｜
Nursing Care Support
｜
Inclusion of Persons with Disabilities
｜
Inclusion of LGBTQ+ employees
｜
Initiatives Related to Race and Nationality promotion
｜
Employment for Over 60s
｜
Sustainability Data Book
7171
Initiative with Suppliers
Aim
•
Achieve mutual bene ts based on mutual trust.
•
Pursue manufacturing in close partnership with our suppliers.
Initiative
Initiatives Related to Our Basic Purchasing Policies
•
Implementation of our Basic Purchasing Policies worldwide
•
Before any transactions are made with a new business partner, an agreement is signed
stipulating the requirements for legal compliance, respect for human rights, and
consideration of both the regional and global environmental issues.
Toyota’s Basic Purchasing Policies
1. Fair Competition Based on an Open-door Policy
Toyota is open and fair to any and all suppliers, regardless of nationality, size, or whether they have done
business with us before. We evaluate suppliers by quality, technological capabilities, and reliability in
delivering the required quantities on time, and their efforts in addressing social responsibilities, such as
environmental issues.
2. Mutual Benet Based on Mutual Trust
We develop mutual benet in long-term relationships. To foster trust, we engage in close communication
with suppliers.
3. Localization with Good Corporate Citizenship
We actively procure from local suppliers, including parts, materials, tools, equipment and other materials.
In this way, we aim to contribute to the local society and be a good corporate citizen.
GRI
102-9, G205-2, 414-1, 2
Customer
Providing good products at lower prices in a timely manner
Mutual trust and a mutually benecial relationship
Sales After-sales ServiceProduction
Toyota
Safety and Peace-of-Mind Enriching Lives of People
Dealers/
Distributors
Suppliers
71 Fundamental Approach
71 Initiative with Suppliers
73 Initiative with Dealers
Value Chain
Collaboration
Updated in October 2022
Fundamental Approach
Aim
•
Enhancing further the Customer First policy by promoting collaborative activities with our
business partners including suppliers and dealers.
Initiative
•
Toyota promotes open and fair business practices and is making constant progress with
initiatives to promote sustainability. We are also working closely with suppliers and
dealers to improve quality, as well as providing safety and peace-of-mind to our customers,
to achieve a high level of customer satisfaction.
SDGs
Contri-
butions
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Initiative with Suppliers
｜
Initiative with Dealers
｜
Sustainability Data Book
7272
Organizational Structure
•
The direction and challenges of the initiatives are reported to and discussed
at the Sustainability Subcommittee. Key issues are then reported to
the Sustainability Meeting for consideration and decision making. (The
Sustainability Meeting thus supervises Toyota’s sustainability initiatives.)
•
Supervisor: Chief Ofcer and Deputy Chief Ofcer of the Purchasing Group
•
The Purchasing Group takes a lead in promoting initiatives in cooperation
with divisions related to the environment, human resources, and compliance
as well as the Sustainability Management Department.
P. 6 Promoting Sustainability
Sharing Toyota Supplier Sustainability Guidelines
•
Importance of sustainability initiatives is communicated towards
suppliers with a request that suppliers carry out their business activities in
line with the Sustainability Guidelines (established in 2009, last revision in
November 2021).
•
Revisions in 2021: Sections related to the environment and human rights
were expanded to reect the increasing importance of environmental and
human rights issues.
•
Over 90% of Toyota’s suppliers in Japan have added their legal
representative sign to the list of suppliers that support the purpose of
the Guidelines (as of July 2022).
•
The Guidelines clearly indicate that suppliers in Tier-1 must expand the
implementation of the Guidelines to suppliers in Tier-2 and beyond in order
to disseminate these principles throughout the supply chain.
•
The Guidelines have also been implemented globally to overseas suppliers
through regional purchasing divisions.
Toyota Supplier Sustainability Guidelines
Compliance and Implementation of the Guidelines
•
Checks using self-inspection sheets
•
All Toyota suppliers are requested to periodically check the status of their
implementation using a self-inspection sheet.
•
Major Tier-1 suppliers (approx. 350 companies as of October 2020), which
account for over 90% of our purchasing volume in Japan, are asked to
submit the results of their self-inspections so that Toyota can conrm the
progress of their initiatives.
•
Self-inspections based on the latest Guidelines (revised in November 2021)
are scheduled for implementation in the near future.
•
Responses when problems are identied
•
The facts related to the issue are investigated and, if an issue is identied,
we will communicate with the suppliers concerned and ask them to make
improvements.
⇒ If no improvements are made, business relationship may be reconsidered.
•
To prevent issue reoccurrence at other suppliers, notices explaining the
issue are sent and suppliers are asked to implement preventative measures.
•
In 2020, our company asked suppliers to provide better assistance to
foreign technical internship trainees who were unable to return to their
home countries during the COVID-19 pandemic.
Preventing Bribery
•
In order to eliminate all forms of bribery, Anti-Bribery Guidelines have been
adopted and shared with suppliers.
Anti-Bribery Guidelines
Supplier Hotline
•
An anonymous hotline has been established for suppliers to report any actions
that could potentially violate laws, regulations, and/or business norms.
P.109 Speak Up Hotline
Awareness-Raising Activities
•
Within Toyota Motor Corporation: Activities to educate and raise awareness
among all employees, including buyers.
•
For suppliers: Promoting initiatives that involve voluntary activities at suppliers.
Major Initiatives Led by Toyota
Target Audience Details
Toyota Motor Corporation employees
All purchasing
division staff
Training
after joining
purchasing
division
•
Training related to sustainability
Regular
seminars
•
Regular seminars related to human rights, the
environment, and other sustainability topics
Employees
dispatched
overseas from
Toyota Motor
Corporation
purchasing
divisions
Pre-
departure
training
•
Labor relations training provided by the human
resources division
Suppliers
Suppliers in
Japan
Various
seminars
Recent seminars
•
Foreign technical internship trainees (2020)
•
In a 2019 survey, a number of suppliers
responded that they had employed foreign
technical internship trainees from Vietnam.
These suppliers were given a brieng detailing
Toyota’s stance and initiatives intended to
ensure that trainees are not charged exorbitant
fees
•
Brieng on achieving carbon neutrality (2021
and 2022)
•
Dissemination of specic emission reduction
calculation methods and tools to achieve CO
2
reduction targets
•
Presentation about items to reduce CO
2
emissions
•
Implementation of a matching service to link
companies providing emission reduction
solutions with suppliers that are having trouble
reducing their emissions
•
Suppliers in Tier-1 encourage suppliers in Tier-2
and beyond to participate in the initiatives above
in an effort to disseminate this information
throughout the supply chain
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Initiative with Suppliers
｜
Initiative with Dealers
｜
Sustainability Data Book
7373
•
Voluntary activities by suppliers
*1
•
Round-table conference for corporate executives
• A regular event intended to encourage corporate executives to take a
leading role in promoting activities.
• In 2021, participants from Toyota Motor Corporation also attended to
discussions about carbon neutrality which included information sharing,
issue identication, and response considerations.
•
Kyohokai Environmental Research Group and Eihokai SDGs Study
Group
• Suppliers engage in dialog with each other to achieve mutual awareness,
better understanding, and the promotion of initiatives.
•
Volunteer activities
*1 Carried out by Toyota’s supplier associations Kyohokai and Eihokai
Other initiatives with suppliers
P.59 Initiatives for Migrant labor (forced labor)
P.62 Responsible Mineral Procurement
P.62 Responsible Cobalt Procurement
P.79 Quality – Initiatives with Suppliers
P.83 Information Security – Initiatives for Supply Chains
Initiative with Dealers
Aim
•
Based on the “Customer First, Dealer Second, Manufacturer Third” concept,
we will work with dealers to meet customer expectations and increase
customer satisfaction.
Initiative
Support for Toyota Dealers
*2
to Enhance Compliance
*2 The Toyota National Dealers’ Advisory Council (TNDAC) is an organization comprised of Toyota dealers in
Japan
TNDAC
initiatives
•
Dealers implement activities related to priority topics every month in
accordance with “The Legal Compliance Manual
*3
”
•
Details: Overview and checklists related to the following laws:
• Laws related to dealers’ duties including sales talks and responses to
customers (Act on the Protection of Personal Information, Act Against
Unjustiable Premiums, Misleading Representations, Copyright Act,
Consumer Contract Act, Insurance Business Act, Installment Sales
Act, Act on Specied Commercial Transactions, Garage Act, civil law,
and criminal law)
• Laws related to safety and the environment
(Road Transport Vehicle Act, End-of-life Vehicle Recycling Law)
• Laws related to labor and employment of employees
(Labor Standards Law, Industrial Health and Safety Act, Act on
Securing, etc. of Equal Opportunity and Treatment Between Men and
Women, laws and ordinances related to harassment)
• Laws related to transactions (Antimonopoly Law, Subcontracting Law)
*3 Tools to support voluntary legal compliance activities by dealers
•
TNDAC Helpline
•
Repeated notices to dealers and employees to prevent and quickly
detect any legal or regulatory violations
Support
from
Toyota
•
Implemented the following initiatives in response to designated vehicle
maintenance violations and improper handling of personal information by
dealers. (From FY2021 onward)
•
Compliance seminars for dealer representatives and other personnel
•
Supporting improvement activities at dealers by disseminating TPS
(Toyota Production System) know-how and holding training sessions
•
Supporting dealers’ initiatives through the distribution of a Privacy
Governance Guidebook reecting amendments of the Act on the
Protection of Personal Information made in April 2022
•
Disseminating Toyota Motor Corporation’s Human Rights Policy to dealers
•
The policy has a particular focus on appropriate management of foreign
technical internship trainees and creating harassment-free workplaces
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Initiative with Suppliers
｜
Initiative with Dealers
｜
Sustainability Data Book
7474
Fundamental Approach
Aim
•
Toyota’s ultimate goal – Zero Casualties from Traf c Accidents.
Initiative
•
Promotion of our integrated three-part initiative for people, vehicles, and the traf c
environment.
•
Pursuing real-world safety by learning from actual accidents and incorporating that
knowledge into vehicle development.
•
Moving forward with the development of technologies for accident prevention, collisions,
and emergency rescue based on our integrated safety management concept.
SDGs
Contri-
butions
Integrated
Three Part
Initiative
Accident
investigation
and analysis
Investigation and
analysis of actual
accidents
People
Vehicles Trafc Environment
Simulations
Development and assessment
Pursuing
Real-world
Safety
Raising awareness of trafc safety
through education
Development of technologies
for accident avoidance and
driver/passenger protection
in collisions
Information on trafc jams,
and maintenance and
management of trafc lights
and roads
Evaluation of actual vehicles
to work toward safe vehicles
and incorporate preventive
technologies into our vehicles
Accident simulations to
develop preventive
measures
74 Fundamental Approach
74 Integrated Safety Management Concept
75 Active Safety
76 Passive Safety
76 Emergency Response
77 Automated Driving Technology
77 Initiatives to Improve Traffic Safety
Awareness
Vehicle
Safety
GRI
203-2, 416-1
Updated in October 2022
Integrated Safety Management Concept
Aim
•
Toyota’s approach to pursue high levels of safety by reinforcing links between vehicle
safety systems rather than thinking about each system as a separate component system.
- Integrated Safety Management Concept
Initiative
•
Toyota provides optimum driver support for reasonable safety in each stage of driving,
from parking to normal operation, the moment before a collision, during a collision,
and post-collision emergency response.
Integration of Individual Technologies and Systems
Drive-start
Control
Safe Exit Assist
Lane Tracing
Assist
Lane Change
Assist
Intelligent
Speed Assist
Radar Cruise
Control
Lane Departure
Alert
Blind Spot
Monitor
Road Sign
Assist
Proactive Driving
Assist
Advanced
Drive
Emergency
Driving Stop
System
Big Data Utilization
Software Updates
Front Cross
Traffic Alert
Cooperative ITS
(ITS Connect)
Navigation & Map
Cooperative
System
Secondary
Collision Brake
Vehicle Dynamics
Control
Parking Support
Brake
Advanced
Park
Panoramic View
Monitor
Back Monitor
Adaptive High Beam
System
Automatic
High Beam
Intelligent
AFS
Body
Structure
Pop-up Hood
Seatbelts
Airbags
Seats
GOA
Automatic
Collision
Notification
(HELPNET
®
)
Advanced
Automatic
Collision
Notification
(D-Call Net
®
)
Parking
Optimal support in each stage of driving Linked safety systems
Active Safety
Pre-collision System
Passive Safety
Emergency Response
Emergency
Steer Assist
Intersection
Assist
Low Speed
Acceleration
Suppression
Collision
Rapid
Acceleration
Suppression
Pre-Collision
System (PCS)
Pre-Collision
Braking for
Collision
Avoidance and
Impact Mitigation
Preceding Vehicle,
Pedestrian,
Bicycle,
Motorcycle
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Integrated Safety Management Concept
｜
Active Safety
｜
Passive Safety
｜
Emergency Response
｜
Automated Driving Technology
｜
Initiatives to Improve Traffic Safety Awareness
｜
Sustainability Data Book
7575
Aim
•
Contributing to a reduction in serious trafc accidents causing death or injury
by utilizing safety functions focusing on assistance to avoid collisions with cars
and reduce damage, assistance to prevent accidents caused by leaving the
lane, and support ensuring optimal forward visibility during nighttime driving.
Initiative
•
Toyota Safety Sense (Active Safety Package)
•
A package of multiple active safety functions that help reduce serious trafc
accidents causing death or injury.
Pre-Collision Safety (PCS)
Designed to assist in avoiding and
mitigating damage from collisions with cars
ahead or pedestrians
Lane Departure Alert (LDA)
Contributes to preventing accidents caused
by the vehicle leaving the lane
Automatic High Beam (AHB)
Helps to ensure optimal forward visibility
during nighttime driving
Radar Cruise Control (RCC)
Detects the vehicle in front to support
adjusting distance and speed
Lane Tracing Assist (LTA)
Helps to keep the vehicle in the middle of
the lane when using RCC
Road Sign Assist (RSA)
Detects road signs to help keeping the
driver updated with the latest information
•
Toyota Safety Sense (TSS) has been installed in more than 32.5 million
vehicles globally since it was launched on to the market in 2015 (gure
as of July 2022).
•
TSS is now available on nearly all passenger car models (as standard or
option) in the Japanese, United States, and European Markets. It has also
been introduced in a total of 120 countries and regions in major markets
including China and other selected Asian countries, the Near and Middle
East, and Australia.
•
Toyota Teammate (Advanced driver support)
•
Toyota Teammate is an advanced driver support system developed based
on Mobility Teammate Concept*. It is now available on models in the
popular price range to further contribute to a safe society.
P.77 Automated Driving Technology
Advanced Drive (support during
trafc congestion)
Provides support to reduce driver fatigue caused by
driving on congested highways
Advanced Park
Assists smooth and easy parking in a range of
situations
Active Safety
Advanced Drive (support during trafc congestion) Advanced Park
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｜
Integrated Safety Management Concept
｜
Active Safety
｜
Passive Safety
｜
Emergency Response
｜
Automated Driving Technology
｜
Initiatives to Improve Traffic Safety Awareness
｜
Sustainability Data Book
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Emergency
D-Call Net® System
HELPNET® Service
Emergency services
dispatched
Automatically notifies when airbags are deployed
Sends vehicle data such as position
EMS helicopter
base hospital
Police
Sends injury extent data
Fire
Department
Coordination
HELPNET
Center
or
*6 Air ambulances may not be available due to location, time of day, weather, etc. D-Call Net
®
will not respond
when the HELPNET
®
button is pressed
*7 HELPNET
®
is a registered trademark of Japan Mayday Service Co., Ltd. D-Call Net
®
is a registered
trademark of HEM-Net (Emergency Medical Network of Helicopter and Hospital)
Notifies with a touch in an
accident or sudden illness
Estimates
extent of
injuries to
patients based
on vehicle
data
Dispatches air
ambulance
*7
if needed
Dispatches doctor to
site
Emergency Response
Aim
•
Contributing to a reduction in traf c accident fatalities by facilitating the rapid
response and the rapid rescue of people involved in traf c accidents.
Initiative
•
HELPNET
®
service – Toyota’s emergency reporting system (Japan)
•
In the event of an accident or sudden illness, a dedicated operator
contacts police, re, or ambulance services to ensure the rapid dispatch of
emergency vehicles.
•
When airbags deploy, vehicle data is automatically sent to the HELPNET
center to assess the situation inside the vehicle. This system is compatible
with the D-Call Net
®
system in Japan that sends data to hospitals or re
departments to facilitate rapid decisions to dispatch air ambulances or
other support.
HELPNET
®*6
(Airbag-linked Type) Illustration
External Safety Evaluations (2021)
Figures in brackets: (Number of vehicles receiving the highest ranking/Number of vehicles evaluated)
Five Star Award (the highest
ranking) in the JNCAP
*1
Corolla/Corolla Touring, Aqua
(2/3)
TSP+
*2
(the highest ranking) in the
Car Assessment Program of the
Insurance Institute for Highway
Safety (IIHS)
*3
in the U.S.
Camry, Highlander, Sienna, Lexus ES,
IS, NX
(6/6)
TSP
*2
(the highest ranking) in the
Car Assessment Program of the
Insurance Institute for Highway
Safety (IIHS)
*3
in the U.S.
C-HR, Corolla HB, Corolla SD, RAV4,
RAV4 Prime, Venza, Lexus RX, UX
(8/8)
Five Star Award (the highest
ranking) in the NCAP
*1
in the U.S.
Avalon, Camry, Corolla SD, Corolla HB,
Highlander, Prius, Prius Prime, RAV4,
Sienna, Venza, Lexus ES, IS, NX, UX
(14/19)
Five Star Award (the highest
ranking) in the Euro NCAP
*1
in
Europe
Mirai, Yaris Cross
(2/2)
Five Star Award (the highest
ranking) in the ANCAP
*1
in
Australia
Kluger/Highlander, MIRAI,Yaris Cross
(3/3)
Good (the highest ranking) in
occupant protection, pedestrian
protection, and prevention in the
C-IASI
*4
in China
C-HR
(1/1)
Five Star Award (the highest
ranking) in the CNCAP
*1
in China
Allion, Corolla, Highlander
(3/3)
* Evaluation Period: Japan - April 2021 to March 2022; US IIHS – December 2020 to November 2021 (2021
TSP+/TSP winners), US NCAP – 2021 model year, Other – January to December 2021
*1 NCAP (New Car Assessment Program): New car assessment programs carried out by different countries and
regions
*2 TSP+: A ranking given to the most outstanding TSP-ranked vehicles
*3 IIHS: Insurance Institute for Highway Safety
*4 C-IASI: China Insurance Automotive Safety Index
Aim
•
Minimizing collision damage by combining vehicle bodies that absorb
the energy of collision with devices that provide support to protect drivers,
passengers, and pedestrians.
Initiative
•
GOA (Global Outstanding Assessment)
•
Toyota’s unique, stringent internal targets related to passive safety
performance.
⇒ Toyota has continued to advance GOA, continuously pursuing the real-
world safety performance of its vehicles in a wide variety of accidents.
•
THUMS (Total HUman Model for Safety)
•
A virtual model of the human body jointly developed by Toyota and Toyota
Central R&D Labs, Inc. to analyze injuries to the human body caused by
vehicle accidents.
•
The model is used to research and develop various safety technologies
including safety devices such as seatbelts and airbags, and vehicle
structures that mitigate injuries in accidents involving pedestrians.
⇒ In January 2021, Toyota made the THUMS software available on its
website free of charge in the hope that as many users as possible will
bene t from it.
THUMS
Passive Safety
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Fundamental Approach
｜
Integrated Safety Management Concept
｜
Active Safety
｜
Passive Safety
｜
Emergency Response
｜
Automated Driving Technology
｜
Initiatives to Improve Traffic Safety Awareness
｜
Sustainability Data Book
7777
Models Equipped with Advanced Driver Support
Technology
•
Lexus LS and Mirai models launched in April 2021 are equipped with the
new Advanced Drive function integrated into the Lexus Teammate or Toyota
Teammate advanced driver support technologies.
Technology Details
Advanced Drive for Driving
Support on Highways
•
The on-board system will appropriately detects
the vehicle’s surrounding, make decisions, and
assist driving under the driver’s supervision
according to actual trafc conditions. It can keep
the vehicle in its lane, maintain the distance from
other vehicles, navigate a lane split, change lanes,
and overtake other vehicles until leaving the
roadway for the destination
•
The system achieves high levels of safety and
peace-of-mind, reducing driver fatigue and
providing a pleasant journey to the driver’s
destination
Deep Learning-Focused AI
Technologies
•
Supports driving by predicting and responding to
a wide variety of situations that could occur when
driving
Software Updates
•
Even after the vehicle has been delivered to the
customer, the system continues to add features
and improve performance to enhance the
driving experience and provide the latest safety
technologies
Woven Planet
Initiatives to Improve Traffic Safety Awareness
Aim
•
Implementing educational initiatives to raise awareness among drivers
and pedestrians and prevent trafc accidents.
Initiative
(Toyota Motor Corporation)
Target
Audience
Activities
Drivers
•
Toyota Driver Communication (safe driving technique seminar):
•
Regular seminars at the Toyota Safety Education Center Mobilitas
at the Fuji Speedway
•
Happy Driving Seminar and Nerve Stimulation Exercises – a
trafc safety program for elderly drivers and pedestrians:
Held in collaboration with local governments and dealers to improve
safe driving skills, boost safety awareness, and improve the brain
function of elderly drivers
•
Sapo-Car (Safety Support Car) Program:
Toyota implements activities in collaboration with dealers nationwide
to ensure safely and assurance for all road users in conjunction with
the roll-out of the Safety Support Car program endorsed by the
Japanese government
Pedestrians
•
Since 1969, Toyota has provided trafc safety teaching materials
to children at kindergartens and daycare centers all over Japan in
collaboration with Toyota dealers nationwide
•
Providing information to children and their parents/guardians using
digital content on the Toyota Trafc Safety for Kids website
•
Elderly attendees at events can receive pamphlets to raise their
trafc safety awareness as well as a variety of reective items for
safety at night
Aim
•
Achieving a society where everyone, including elderly people and people
with disabilities, can enjoy mobility safely, smoothly, and freely using
automated driving technology.
Initiative
Development of Automated Driving Technology
•
Began implementing research and development into automated driving
technology in the 1990s.
•
Toyota’s unique approach to automated driving, known as the “Mobility
Teammate Concept”, seeks to create a friendly relationship between people
and vehicles that allows them to communicate and assist each other.
•
Automated driving technology is not intended to take driving away from
humans or replace human drivers. Instead, it is designed to achieve true
safety, peace-of-mind, and freedom of mobility by establishing people and
cars as trusted partners that can share the joy of driving, and take over
driving duties as necessary.
•
Toyota is advancing R&D into automated driving technologies not only for
personally owned vehicles (POVs), but also in the eld of mobility as a service
(MaaS).
•
One of the rst companies to launch advanced automated driving
technology into the market for vehicles sold to corporate customers.
•
Data collected from these vehicles will then be collected, analyzed, and fed
back into development to further evolve automated driving technologies
for POVs.
Automated Driving Technology
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｜
Fundamental Approach
｜
Integrated Safety Management Concept
｜
Active Safety
｜
Passive Safety
｜
Emergency Response
｜
Automated Driving Technology
｜
Initiatives to Improve Traffic Safety Awareness
｜
Sustainability Data Book
7878
Fundamental Approach
Aim
•
The quality of the work performed by each employee provides the foundation for the
quality of our products and the quality of our sales and service. The combination of
these three elements allows Toyota to provide products and services that our customers
can use with con dence.
Initiative
•
Individual employees involved in each process including development, purchasing,
production, sales, and after-sales service, integrate quality into their work. Each process
is linked with other processes to maintain the momentum of the quality assurance cycle.
Quality Assurance Cycle
•
Initiatives Based on the Quality Function Policy
•
Each year, Toyota formulates a policy to address company-wide quality issues and
ensure quality corresponding to new business ventures and new technologies. This
policy is then deployed globally.
•
The policy is also shared with af liated group companies and suppliers to promote
collaborative actions for ensuring quality.
•
Information about initiatives implemented under the policy is reported to senior
management, including directors.
Audit and improvement
Production
●
Manufacturing quality assurance
●
Process maintenance and control, etc.
Purchasing
●
Verication of supplier capabilities
●
Conclusion of business contracts, etc.
Quality Assurance
Development
Logistics
Sales and after-sales service
Product planning
Production preparation
Inspection
●
Product basic plan formulation
●
Design quality assurance
●
Prototype evaluation, etc.
●
Product plan formulation
●
Development target setting
●
Quality target setting, etc.
●
Gathering quality information from
the market
●
Dealer training and guidance
●
Service parts warranties, etc.
●
Process and equipment planning
●
Process capability allocation
●
Establishing inspection methods and
measuring initial products, etc.
●
Establishment and instruction of
transportation standards
●
Quality Deterioration prevention, etc.
●
Inspection planning and
implementation
●
Checking and maintenance of
inspection facilities, equipment, etc.
Organizational Structure
Aim
•
Promote regionally-led quality improvement activities so that decisions and taking
actions are made as close as possible to local customers.
•
Be attentive to the increasingly diversi ed mobility needs of our customers and guarantee
the quality of customers’ experiences (quality of experiences) obtained through mobility
services.
Initiative
•
Appointment of a Global Chief Quality Of cer (G-CQO) in charge of global quality
assurance and Chief Quality Of cers in charge of quality in each region of the world.
•
Quality Function Board: Discussion and decision-making on quality-related policies
and important issues.
•
Participants: Company presidents and of cers of relevant groups
•
Several times a year, CQOs from each region gather together to evaluate the achievement
of the targets stipulated in quality function policies. New policies and target are then
discussed and determined based on these evaluations.
•
Each region has a variety of quality-related conferences. Meetings chaired by regional
CQOs are attended by the Global CQO or a member of the administration at Toyota
Motor Corporation to facilitate further communication and collaboration.
Global Policy Implementation Structure and the Quality Conference
•
Our company will guarantee: (1) the quality and security of our telecommunications that
allow vehicles to connect to people, things, and cities; and (2) the quality of the information
telecommunications platforms and servers that are used to operate our services.
•
A review of our quality assurance regulations is being implemented and making company-
wide efforts to strengthen the quality assurance process.
78 Fundamental Approach
78 Organizational Structure
79 Product Safety Initiatives
79 Quality Risk Management
79 Fostering Quality-oriented Awareness and
Culture
80 Coping with Quality Problems
80 After-sales Service
81 Customer Feedback System
Quality and
Service
GRI
416-1,2, 417-1
Updated in October 2022
Chief: CQO
Chief: CQO
Chief: CQO
Chief: CQO
Collaboration
Global
Policy Management
Policy
Quality
Conference
Policy Management
Region
Quality Function Board
Quality Function Policy
Responses to global issues
Regional Quality Function Board
Regional Quality Function Policies
Responses to regional issues
Coordination
of actions
Collaboration
Reciprocal
participation, sharing
progress information
Chairperson: Customer First Promotion
Group Chief Ofcer
Participants: Chief ofcers and company presidents
Chairperson: Regional CQO
Participants: Representatives of individual
afliates and functions
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｜
Organizational Structure
｜
Product Safety Initiatives
｜
Quality Risk Management
｜
Fostering Quality-oriented Awareness and Culture
｜
Coping with Quality Problems
｜
After-sales Service
｜
Customer Feedback System
｜
Sustainability Data Book
7979
Fostering Quality-oriented Awareness and Culture
Aim
•
Developing human resources and improving work quality
Initiative
•
Annual initiatives to boost quality awareness among all employees, and quality-
related training designed for employees at each job level.
Toyota Restart Day
•
February 24 was designated as Toyota Restart Day after
President Akio Toyoda attended a US Congressional hearing
on that date in relation to a series of recalls in 2010. Toyota
is committed to creating better mechanisms and carrying out
awareness-raising activities to ensure that the lessons learned
from this experience are never allowed to fade away.
Customer Quality
Learning Centers
•
Established in 2014, the Customer Quality Learning Centers
are educational facilities for conveying the experiences and
lessons Toyota learned from the series of recall issues to future
generations of employees
•
The Center is updated every year to reect recent issues to
ensure that the lessons learned are not forgotten
•
Customer Quality Learning Centers unique to individual plants
and overseas sites have also been established, and they are
working to ensure employees in each region and each plant
thoroughly understand the importance of quality
•
As of FY2022, 12,840 employees have participated in activities
at our Centers (within Toyota Motor Corporation)
All-Toyota TQM
Convention
“ Akio Toyoda’s
Roundtable on
Quality”
•
President Akio Toyoda held a roundtable with employees in 2021 to
communicate his commitment to quality and the values he promotes
•
The event was a dialogue open to all employees who wished to
hear him speak, regardless of their rank or job description
•
5,000 employees participated in the event (including remote
participants from dealers, suppliers and Toyota Motor Corporation)
Product Safety Initiatives
Aim
•
Engaging in car manufacturing while giving due consideration to safety
and security throughout the entire process from design to production.
In addition to achieving regulatory conformity in each country, we listen to
the voices of customers around the world and utilize their opinions to make
ever-better cars.
Initiative
•
Development phase:
•
Maintaining our constant pursuit of world-class reliability and durability
• Setting targets geared to vehicle longevity through, for example, surveying
the environments where our vehicles are used and analyzing recovered
parts.
• Carrying out durability tests based on Toyota standards.
•
Incorporating fail-safes to ensure that customers can stop and evacuate
from a vehicle safely in the event of a failure. Development to ensure
customer peace-of-mind by dening quantitative indices of vehicle behavior
that might make our customers feel uneasy.
•
Production phase
•
With regard to equipment, operations and inspections at plants associated
with product safety, including our supply chain, we visualize how the
equipment is managed and how the operations and inspections are
conducted. Through particularly focused management, we make sure to
prevent problems.
Akio Toyoda’s Roundtable on Quality
Quality Risk Management
Aim
•
Sharing information about quality risks worldwide, implementing proper
actions from the standpoint of local customers, and ensuring streamlined
responses to emergencies on a global scale.
Initiative
Organizational Enhancement
•
Appointment of a Regional-Product Safety Executive (RPSE).
•
Develop quality risk management structure that represent the voices of local
customers.
Auditing
•
Conducting internal audits at each plant at least once a year to further
enhance proper quality assurance activities in accordance with the laws and
regulations of each country as well as our internal rules.
•
Our auditing teams are comprised of internal auditors with comprehensive
knowledge of ISO 9001, Toyota’s quality assurance rules and systems, and
various auditing methods. These teams conduct audits focusing on audit
points that have been determined based on internal and external changes
to the business environment, quality indicators, and other factors.
•
Audit results are shared with relevant parties so that improvement measures
can be implemented promptly.
•
Toyota listens sincerely to the opinions of third parties, including the certication
organizations of each country, and reects them in the enhancement of our
quality assurance activities.
Initiatives with Suppliers
•
Working in close cooperation with suppliers to ensure the level of quality that
Toyota aims to achieve.
•
New suppliers:
• Before doing business with a new supplier, we conrm the technical
capabilities of the supplier (including their design development and quality
management capabilities) to create a rm foundation for ensuring quality.
•
Existing suppliers:
•
Toyota provides suppliers with manuals compiling the necessary actions to be
taken by the suppliers and Toyota as well as checklists for self-inspection of
the quality management structure and production processes, for every stage
from production preparation to mass production, specifying the actions that
need to be carried out by both Toyota and the supplier.
• Inspection results and improvement plans are also conrmed by Toyota
on a regular basis.
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Fundamental Approach
｜
Organizational Structure
｜
Product Safety Initiatives
｜
Quality Risk Management
｜
Fostering Quality-oriented Awareness and Culture
｜
Coping with Quality Problems
｜
After-sales Service
｜
Customer Feedback System
｜
Sustainability Data Book
8080
Coping with Quality Problems
Aim
•
Early detection and rapid resolution of quality-related issues to ensure
that our customers can use our vehicles safety.
•
Ensuring constant legal compliance and making recall decisions from the
customer’s perspective, putting safety and assurance rst and making it possible
to implement rapid responses and minimize inconvenience to the customer.
Initiative
•
Recall decision-making process
•
Clarifying response procedures and persons in charge based on internal rules.
•
Feedback from customers in the region is always re ected in responses, and
regional representatives located closest to the customer are also involved.
•
Responses when a recall has been made
•
The customer’s safety and security will be our the highest priority and
the following steps will be taken to ensure rapid repairs and encourage
customers to bring their vehicles in for repairs:
• Noti cation will be sent in a prompt and fair manner by postal mail to
customers who own vehicles covered by the recall. Dealers will also
contact customers, if necessary.
• Recall information will be posted on the company’s website on the same
day as the r
ecall noti cation.
• We also make the required reports, including noti cations to the authorities
in accordance with the laws and regulations of each country, and report the
ratio of the number of repaired vehicles to the number of recalled vehicles.
FY2022 Recalls
Country/Region Number of Recalls Number of Units
Japan 10 330,000
North America 12 990,000
Europe 13 790,000
Other 26 1,980,000
Global 35
*1
4,090,000
*2
*1 The gures above include recalls that cover multiple countries and regions, therefore totals for recalls and units
in each country/region may differ from global gures.
*2 Scope of recalls listed above: Toyota or Lexus branded vehicles for which Toyota Motor Corporation has issued a
recall notice (including OEM by Toyota Motor Corporation)
Aim
•
Providing continuous safety, peace of mind, and comfort to customers
through regular servicing, legally mandated vehicle inspections, and repairs
following breakdowns or accidents, enabling customers use their vehicles for
many more years than they did before.
Initiative
•
Providing more precise, more rapid, and more reasonably priced services
through Toyota’s 3S Spirit (Seikaku + Shinsetsu = Shinrai: precise and
courteous service creates trust).
Better Service and Supporting Factors
Better Service
(Maintenance and Repairs)
Accuracy Affordable
Service engineers
Tools and equipment
Repair techniques
(information)
Cars (serviceability)
Parts sharing
Promptness
Cars
(serviceability)
Parts supply
•
Incorporating ease of maintenance and repair into our vehicle
development based on market feedback and past r
epairs to ensur
e
that our customers can use our vehicles safety for many years to
come
•
Based on the Toyota Production System concepts, we have
established a system to deliver vehicle parts when and where they
ar
e needed worldwide to ensure more ef
cient parts inventory
management and distribution
Service
engineers
•
Training facilities have been established in each region and the
T
ajimi Service Center in Gifu Prefectur
e, Japan also plays a
central role in enhancing the knowledge and technical skills of our
approximately 180,000 service staff worldwide.
Tools and
equipment
•
The speed of repairs has been accelerated by expanding
the number of diagnostic codes used by on-board computer
diagnostics to detect faults and identify the parts and causes
responsible
Repair
techniques
(information)
•
Servicing, technical, and sales divisions work in close cooperation
on initiatives to cr
eate vehicles that are easier to r
epair and establish
a system to ensure that accurate information is available when
needed to make repairs quick and easy.
•
Helping Customers Use Their Vehicles Safely
•
User manuals and information about the latest models are available on our
website.
•
Promote utilization of the product information provision tools for distributors
and dealers as well as the company website to accurately communicate
the risks resulting from operational errors.
After-sales Service
SASB
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Fundamental Approach Organizational Structure Product Safety Initiatives Quality Risk Management Fostering Quality-oriented Awareness and Culture Coping with Quality Problems After-sales Service Customer Feedback System
Sustainability Data Book
8181
Japan Service
Division
Dealer
Japan Sales
Business
Group
Dealer
Design and
Manufacturing
Customer Assistance
Center
Customer
Quality
and
Products
Sales
Quality Div. and
Customer Quality
Engineering Div.
Customer Feedback System
Number and type of calls received by the Toyota Customer Assistance Center in FY2022
Internal Awareness-Raising Activities (Toyota Motor Corporation)
Initiatives related to
Customer’s Month
•
A range of activities are carried out within the company to establish the Customer First approach
Initiatives in FY2023
•
Training materials focusing on how to provide sincere and considerate customer service are compiled based
on the experience and know-how of employees working at the Customer Assistance Center and other
related staff. These materials were distributed throughout the company.
•
Employees at each workplace discuss the importance of maintaining constant awareness of caring about
customers, as well as the importance of engaging with customers
Experience and
learn from customer
feedback
•
Employees visit our Customer Assistance Center to learn about how it functions
•
A Customer Feedback Board has been made available on the company’s intranet to inform employees about
recent feedback from customers
Consumer Affairs
Advisor quali cation
•
Our company actively encourages employees to obtain the Consumer Affairs Advisor quali cation, which is
certi ed by the Japanese Prime Minister and the Minister of Economy, Trade and Industry.
•
Employees who acquire this quali cation become part of the Toyota Consumer Affairs Advisor Group which
carries out evaluations of facilities and vehicles from the customer’s perspective
Opinions and complaints
Salesperson support
Consultations
Breakdown of call content
Number of calls received: 224,000 (Japan)
9
％
12
％
79
％
Other
Navigation/audio-related
Vehicle-related
25
％
21
％
54
％
Content of Consultations
Aim
•
Our Customer Assistance Center provides prompt, accurate, and courteous responses based on our Customer First
principle. Customer feedback and information from dealers is accepted with honesty and humility, and such information is
used to create Ever-Better Cars, Sales, and Service.
Initiative
•
Establishing Customer Assistance Centers at Toyota distributors all over the world, including in the United States,
Europe, and Asia.
•
Toyota Customer Assistance Center (Japan)
•
The Toyota Customer Assistance Center, the Lexus Information Desk, and the Lexus Owners Desk are available to
respond to customer inquiries. (The Center’s sign language interpreter service began in February 2022)
•
Inquiry Line for Dealers (Japan)
•
The Salesperson Support Desk, an inquiry line especially for sales staff at Toyota dealers, has been established within
Toyota Motor Corporation and provides support for staff to implement Customer First responses.
•
Customer feedback received through our Customer Assistance Center and Salesperson Support Desk is used in activities
to create Ever-Better Cars, Sales, and Service.
Customer Feedback Flowchart (Japan)
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｜
Fundamental Approach
｜
Organizational Structure
｜
Product Safety Initiatives
｜
Quality Risk Management
｜
Fostering Quality-oriented Awareness and Culture
｜
Coping with Quality Problems
｜
After-sales Service
｜
Customer Feedback System
｜
Sustainability Data Book
8282
Fundamental Approach
Aim
•
Protect information assets and ensure the safety and security of our customers
from the threats and risks of cyber attacks, which target con dential corporate information
and information systems, the networks of systems that control plant facilities and vehicles
(such as on-board device systems), and even supply chains.
Initiative
•
Based on the Information Security Policy, Toyota Motor Corporation and its consolidated
subsidiaries work together to prevent information leaks.
Information Security Policy
Organizational Structure
Aim
•
Share and discuss details of activities in each security eld and overall common issues.
•
Assure readiness for potential cases of serious incidents.
Initiative
•
Hold Information Security Management Meetings under the Chief Information &
Security Of cer (CISO) and security of cers are assigned to individual security elds.
•
If a serious incident occurs:
Promptly con rm the facts of the incident → Report to management, including Board of
Directors → Analyze the causes and take countermeasures
82 Fundamental Approach
82 Organizational Structure
83 Information Security Measures
83 Preparing for Information Leaks and
External Attacks
84 Security for Automobiles
Information
Security
GRI
416-1, 418-1
Updated in October 2022
Subsidiaries, suppliers, dealers
Condential
information
management
Information
systems
Connected
vehicles
Facilities control
systems
Operation and support
Internal departments
Application of measures
(Set up according to the risk to information security)
Security Area
Board of Directors
Information Security Management Meeting
Chairperson: CISO
Financial
services
Supply chain
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Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Organizational Structure
｜
Information Security Measures
｜
Preparing for Information Leaks and External Attacks
｜
Security for Automobiles
｜
Sustainability Data Book
8383
Initiatives at Consolidated Subsidiaries, Dealers, and Car
Rental Companies
•
Promoting level-up activities based on the ATSG like at Toyota Motor
Corporation.
•
Toyota Motor Corporation’s specialized team carries out on-site audits of
consolidated subsidiaries, dealers (Japan), and car rental companies (Japan)
(to check responses to ATSG and the status of implementation of physical
security measures).
Initiatives for Supply Chains
•
In recent years, cyber-attacks targeting supply chains have been increasing.
(Hacking and ransomware attacks actually happened to suppliers.)
•
Establish a structure for security measures of supply chains and implement
initiatives to reinforce security of the entire automotive industry.
⇒ Promote initiatives using JAMA/JAPIA Cybersecurity Guidelines, the
standards of the industry, for suppliers
Aim
•
Preventing leaks of con dential information and protecting information assets
from cyber attacks.
Initiative
Initiatives in Toyota Motor Corporation
•
Level up activities based on All Toyota Security Guidelines (ATSG)
Complied/reference
guidelines
•
ISO 27001/27002
•
US National Institute of Standards and Technology (NIST)
Cybersecurity Framework
•
Cyber/Physical Security Framework by the Ministry of
Economy, Trade and Industry
•
JAMA/JAPIA Cybersecurity Guidelines, etc.
Contents
* Revised periodically to cope
with environmental changes
•
Organizational management measures
•
Human resource management measures
•
Technical management measures
•
Physical management measures
•
Establishment of incident/accident response
Self-inspection based
on ATSG
•
Once a year
•
Major Activities for Information Security Education
•
Carrying out activities, which all employees are required to take part in,
to raise awareness in Information Security Reinforcement Month (twice a
year).
•
Displaying educational or warning information at startup of personal PCs.
•
Providing information security training for new employees and special
training when a new law is enforced to ensure information is distributed in a
timely manner (e-learning).
•
Sending targeted-attack-type emails without notice to all employees,
including executives. (once or twice each year)
Information Security Measures Preparing for Information Leaks and External
Attacks
Aim
•
Preparing for potential cyber-attacks to company information asset,
information system, networks of systems that control plant facilities and
taking proper and prompt action in case of a serious issue.
Initiative
•
Information gathering and monitoring by a specialized team
•
Share information on security threats with each regional headquarters.
Regional headquarters ensure that the information is shared within the
region and promptly take necessary measures.
•
Conduct training
•
Assuming increasingly complex and sophisticated cyber-attacks, the
specialized team conducts training at least once a year and prepares
scenarios for early recovery to be prepared for a large-scale issue.
•
Third-party evaluations
•
Regarding the status of security measures for management and technical
aspects of internal security systems, receive third-party evaluations based
on NIST SP800-82/53, ISO 27001/2, IEC 62443, etc. For the problems
pointed out, implement necessary measures to raise the security level.
•
Response to serious incidents
•
Formed a response team including members in management positions
(TMC-SIRT*) to settle the situation properly and promptly.
* Toyota Motor Corporation-Security Incident Response Team
Toyota Motor Corporation
2. Self-inspection
5. Improvement initiatives
1. Request for ATSG
introduction/inspection
4. Improvement advice and support
6. On-site inspection of subsidiaries
3. Report of inspection results
Consolidated subsidiaries,
dealers in Japan, car
rental companies
Process of ATSG inspection and audit
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｜
Fundamental Approach
｜
Organizational Structure
｜
Information Security Measures
｜
Preparing for Information Leaks and External Attacks
｜
Security for Automobiles
｜
Sustainability Data Book
8484
Security for Automobiles
Aim
•
Ensure safety of customers with the world’s top-level countermeasures.
Initiative
•
Compliance with international regulations and standards
In addition to compliance with the international rules and standards below,
implement initiatives for the entire vehicle life cycle, such as development in
consideration of security by design
*1
and layered defense
*2
and gathering and
monitoring of information on threats and vulnerabilities.
•
United Nations regulations concerning automobile cyber security (UN
R155
*3
).
•
International standards concerning cyber security of electrical/electronic
systems of automobiles (ISO/SAE 21434).
•
Be a member of the Automotive Information Sharing & Analysis Center
(Auto-ISAC) in Japan and the U.S.
•
Learn promptly about cases that occur within the industry and put them to
use in responding to serious incidents.
•
Implement measures to enhance capabilities of the entire industry to tackle
security issues.
•
Collaboration with external specialists
•
By proactively collaborating with external specialists, utilize external know-
how to enhance cyber security of automobiles.
•
Introduce a vulnerability reporting system to clarify the contact point for
reporting security problems from outside.
*1 Security by design: Design approach that denes the security requirements needed for safe system operations,
beginning from the planning and design phases of an information system, and which aims to reliably incorporate
these requirements into the information system through the development processes, moving away from the
approach of implementing security countermeasures only after a problem has been discovered.
*2 Layered defense: Security practice of combining multiple defense “layers” to enhance security so that an attack
is not successful even if one layer is penetrated.
*3 UN R155: Regulations concerning cybersecurity, which were adopted at the World Forum for the Harmonization
of Vehicle Regulations (WP29) in June 2020
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Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Organizational Structure
｜
Information Security Measures
｜
Preparing for Information Leaks and External Attacks
｜
Security for Automobiles
｜
Sustainability Data Book
8585
Board of Directors
Members in management positions ・CPO
Privacy and governance
promotion depts.
Finance
System
security
R&D
Quality
assurance
Distributors
Connected
vehicles
Human
resources
Major elds
(To be set in accordance with privacy risk levels in Toyota)
Privacy Governance Management
Meeting
(Chairperson: CPO)
• Decisions on important matters and policies
• Reporting on initiatives and issues
• Decisions on specic measures
• Legal review • In-house training • Developing a healthy corporate culture
• Providing support in major elds • Formulation of rules
• Implementation of governance
・Privacy protection is handled within each eld
SubsidiariesInternal departments
Advice
Advisory Board
• Advice on various
initiatives
Fundamental Approach
Aim
•
In line with Toyota's Customer First philosophy, respect privacy as a member of the
international community, through compliance with the laws and regulations of each
country and region.
•
Assure appropriate management and correct utilization of information to contribute to
creating Ever-Better Cars and enriching the lives of communities.
Initiative
•
Establishment and Operation of a Privacy Governance System
•
Appropriate management and protection of personal information based on the Basic
Policy on the Protection of Personal Information and the Privacy Code of Conduct.
•
Compliance with the Act on the Protection of Personal Information and other related
laws and ordinances.
•
Utilization of information to solve social issues and provide ever-better products and
services.
Privacy
Basic Policy on the Protection of Personal Information
Data Utilization Initiatives
85 Fundamental Approach
85 Organizational Structure
86 Respect for Privacy and Protection of
Personal Information
Privacy
GRI
416-1, 418-1
Updated in October 2022
Organizational Structure
Aim
•
Building a privacy governance structure applied throughout the company while integrating
the perspectives of those outside the company.
Initiative
•
Decision-making regarding important matters, policies, and speci c measures at Privacy
Governance Management Meetings under the supervision of the Chief Privacy Of cer
(CPO).
•
Establishment of an Advisory Board
•
Re ecting advice based on the perspectives of external third parties, such as experts
outside the company, into in-house initiatives.
•
If a serious incident occurs, the nature of the incident will be promptly identi ed and
reported to the CPO and members in management positions. The incident will then be
analyzed to facilitate the implementation of responses.
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｜
Fundamental Approach
｜
Organizational Structure
｜
Respect for Privacy and Protection of Personal Information
｜
Sustainability Data Book
8686
Privacy Code of Conduct (Excerpt)
Rules for the Handling of Personal Information
Aim
•
Carrying out duties and developing human resources with awareness of the
need to respect privacy and protect personal information.
Initiative
Compliance with Laws, Ordinances, and Internal
Regulations
•
The Privacy Code of Conduct, based on the Toyota Philosophy and Toyota
Way 2020, clari es Toyota's aims for the handling of information that includes
personal information, as well as the direction that should be taken by the
company and each employee.
•
Necessary procedures including the gathering, utilization, and management
of personal information are stipulated and operated in accordance with
company regulations, while also complying with the laws and regulations of
each country and region such as GDPR
*1
(Europe) and CCPA
*2
(California,
USA).
•
Information that requires more secure handling will undergo a risk assessment
in advance to facilitate the implementation of appropriate measures.
*1 GDPR: The EU General Data Protection Regulation
*2 CCPA: The California Consumer Privacy Act
Training
•
Implementation of training to suit each job type and job description.
•
In-house awareness-raising activities for all company employees during
Privacy Month (once a year).
•
Implementing training for new employees and on-demand training.
•
Special training sessions will be carried out when a new law comes into
force or an existing law is revised to ensure that the relevant information is
disseminated throughout the company in a timely manner.
P.73 TNDAC and Dealer Compliance Activity Support (Initiatives to ensure appropriate
management of customers' personal information by dealers)
Listen to customers’ voice carefully and sincerely.
Customer first
Respect customers privacy in the development and
operation of products and services. (Privacy by design)
Quality first
When using customer-related information, create services
and products that suit each individual customer to achieve
customer happiness.
Product and Experience
Information management based on complying with laws
and regulations
Compliance
Cooperation with our stakeholders to respect our
customers privacy and comply with laws and regulations
Stakeholder
Achieve a high standard of privacy governance
Human resource development
What Toyota employees should strive for
We will comply with laws and regulations when handling personal information. We will
respect privacy. In addition, in order to provide products and services that delight our
customers through the appropriate handling of information, we will establish a sustainable
and superior information management system and aim to be a company that sets a global
standard.
Respect for Privacy and Protection of Personal Information
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Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Organizational Structure
｜
Respect for Privacy and Protection of Personal Information
｜
Sustainability Data Book
8787
Fundamental Approach
Aim
•
Protect and utilize intellectual property such as invention, know-how and brands, which
are Toyota’s important management resources, in an appropriate manner. Endeavor to
conduct research and development that is one step ahead, thereby enhancing product
appeal and technological prowess, which are the source of Toyota’s competitiveness.
Initiative
•
Carry out intellectual property activities in line with Toyota's focus areas, toward the
realization of a future mobility society.
•
Distribute resources mainly to such areas as carbon neutrality, including the development
of electri ed vehicles and batteries, and Software & Connected Initiatives. Enhance the
obtainment and use of intellectual property rights.
87 Fundamental Approach
87 Organizational Structure
87 Intellectual Property Activities
Intellectual
Property
Updated in October 2022
Organizational Structure
Aim
•
Promote activities that incorporate management, R&D, and intellectual property in one.
Initiative
•
Support technology development globally by securing organic, systematic coordination
between R&D activities and intellectual property activities.
•
Establish intellectual property functions at the R&D centers in Japan, the United States,
Europe, and China.
•
Discuss and make decisions at the Intellectual Property Management Committee on
policies for obtaining and utilizing important intellectual property conducive to management
and for responding to management risks related to intellectual property.
•
Work in collaboration with approximately 110 law rms around the world to collect
intellectual property information and take measures suitable for each country/region.
Intellectual Property Activities
Aim
•
Protect and utilize Toyota’s intellectual property, including invention, know-how, and
brands, in an appropriate manner.
Initiative
•
Number of patents held by Toyota in major countries around the world: Approx. 69,000
(as of March 2022)
•
Toyota is ling approximately 14,000 patent applications a year in Japan and overseas.
•
It held the most patents among car manufacturers in Japan, the United States, and other
countries (in 2021).
•
It has been ranked top in the ranking list of companies lling patent applications
concerning decarbonization-related technologies to the Japan Patent Of ce, which was
released by an external institution.
Electried vehicles 14%
Batteries 7%
Automated driving 3%
Connected 1%
Other vehicle technologies 75%
(Engine, body, chassis, etc.)
Batteries 19%
Electried vehicles 18%
Connected 9%
Automated driving 5%
Other vehicle technologies 49%
(Engine, body, chassis, etc.)
2012 Percentage of Registered Patents by Technological Field
2022 Percentage of Patents* by Technological Field
*Total of patents under application and registered patents in Japan and overseas
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｜
Fundamental Approach
｜
Organizational Structure
｜
Intellectual Property Activities
｜
Sustainability Data Book
8888
Fundamental Approach
Aim
•
Develop human resources based on the belief that “monozukuri (manufacturing) depends
on human resource development.”
•
Develop human resources with the ability to continuously think and act for the bene t of
others and to win supporters in order to advance transformation into a mobility company
and ful ll the corporate mission of “Producing Happiness for All” in face of the once-in-
a-century transformation period.
Initiative
•
Develop companywide human resources with compassion* and expertise that have a
positive impact on others and are capable of winning trust and con dence along with the
“ability to act” to move things forward.
•
Promote skills development and ensure the placing of the right person in the right position
by identifying the roles and abilities of each individual regardless of their nationality,
gender, year of employment, type of employment, academic background,
occupation, etc.
•
Initiatives supporting Toyota’s transformation into a Mobility Company
•
Promptly shifting resources from existing car manufacturing and sales businesses to new
areas such as CASE and value chain.
•
Building a software development structure on a 3,000-person scale for Toyota, Woven
Planet, and Toyota Connected and on a 18,000-person scale for the entire Group.
•
To achieve the above, expand the percentage of software personnel in mid-career hiring
from 22% in scal 2019 to 50% in scal 2023, and further strengthen hiring of software
personnel.
•
Creating an in-house development environment and reskilling education including
dispatching personnel to different industries and supply chains.
•
Dispatch more than 400 people to Woven Planet and other software development areas,
as of 2021.
•
Plan to increase the number of participants in reskilling education to 9,000 by 2025.
* Ability to make the best efforts for others, such as customers and colleagues, and to improve oneself from respectfully learning
from others
Recruitment
Aim
•
Recruitment of diverse human resources with a greater emphasis on compassion and
enthusiasm for realizing dreams at Toyota.
•
Reinforcement of recruitment of personnel who are attractive for others to work with.
•
Review of work processes and workstyles, incorporating external knowledge.
Initiative
Enhancing mid-career recruitment
•
Before: 90% new graduates and 10% mid-career hires
•
Increase mid-career hiring from 10% to 39% (FY2022: Toyota Motor Corporation,
administrative and engineering positions)
•
Increase to 50% in the medium term
•
Introduced recruitment methods such as referrals (recommended from employees).
Hiring new graduates with diverse backgrounds
•
Promote recruitment of diverse people from universities from which no graduates have
been hired by Toyota, technical colleges, vocational schools and high schools.
Course speci c recruitment of new graduates
•
Hire students who have a concrete vision of what they want to do at Toyota (termination of
school recommendation program).
•
Promoting the recruitment of diverse human resources suited to the characteristics of
speci c workplaces, such as with IT related personnel.
88 Fundamental Approach
88 Recruitment
89
Education and Career Development
91 Evaluation of and Feedback to Employees
91 Employee Satisfaction Survey
GRI
404-1~3
Human
Resource
Development
Updated in October 2022
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｜
Fundamental Approach
｜
Recruitment
｜
Education and Career Development
｜
Evaluation of and Feedback to Employees
｜
Employee Satisfaction Survey
｜
Sustainability Data Book
8989
Aim
•
Develop human resources who can act in line with the Toyota Philosophy
with the aim of transforming into a mobility company.
Initiative
Global Executive Human Resource Development:
"GLOBAL 21" Program
•
The program enables talented global employees to acquire the skills and
insights necessary for global Toyota executives and enables them to leverage
their strengths in their respective area of responsibility.
1. Teaching of management philosophy and what is expected of
executives
•
Disseminating Toyota Philosophy and incorporating it into global human
resource system and training.
2. Human resource management
•
Applying appropriate personnel evaluation standards and processes in
each region based on Toyota’s common values.
3. Training deployment and training programs
•
Global assignments and executive training.
•
Holding regional succession committees to accelerate identi cation and
training of next-generation leaders.
Global Executive Human Resource Development
Global 21 Program
Global human resources
Toyota Motor Corporation (TMC) human resources
Overseas afliate human resources
Shop Floor Employee Human Resource Development
•
OJT is conducted by supervisors and experienced employees at the worksite
through daily operations in the eld. Deployment cycle: formulation of
development plans, assignment for development, and evaluation/feedback.
•
While focusing on OJT, human resource development is accelerated by
conducting OFF-JT at important stages in employees’ careers.
•
To help employees speedily acquire new technical skills, we direct our
energies into establishing a culture of human resource development and
start-up seminars are also held to support transferred employees in ef ciently
acquiring work skills
•
Supporting aspiring employees through, for example, practical training at
worksites and improving web learning programs for those wishing to grow
through self-learning.
•
Supporting diverse employees, including post-retirement career seekers
after the age of 60, female shop oor employees, and persons with
disabilities.
Overseas Af liate Human Resource Development
•
Temporarily transfer employees from overseas af liates to Toyota Motor
Corporation for OJT to promote self-suf ciency in overseas af liates
•
Learn skills, know-how and Toyota’s way of thinking and work processes
for 6 months to 3 years
•
General Manager-level:
Also, learn decision-making processes and form networks with other
employees as general managers or department managers at Toyota Motor
Corporation
Education and Career Development
TMC Human Resource Development
Management-level development
•
All personnel who are promoted to senior professional/senior management or
professional/management undergo one-year, rank-speci c training.
•
General manager-class employees serve as instructors for group training
and seminars that include discussions in small groups, with the aim of
strengthening the culture of “learning and teaching.”
•
Training is provided for performance review to improve evaluation and
feedback skills
•
Toyota encourages the promotion of young employees to important positions.
•
This creates opportunities for top management to directly observe personnel
in these positions and to foster executive minds in the candidates.
Administrative, Engineering, “Gyomushoku” Human Resource
Development
•
OJT with a focus on genchi genbutsu (onsite, hands-on experience),
along with OFF-JT*
* OFF-JT (Off the-job training): training conducted outside the workplace
Timing Major items
After entry
•
Acquire basic knowledge of various areas required after assignment
(OFF-JT)
After
assignment
•
OJT human resource development programs based on genchi-
genbutsu
2nd year
•
Thoroughly learn the basics skills required as Toyota employees in
training at dealers and plants (administrative and engineering personnel)
3rd year
•
Specialized group OFF-JT training (administrative and engineering
personnel)
4th year
and
beyond
•
Training Dispatch Program:
•
Increase the number of employees dispatched abroad to quickly
develop and further enhance their capabilities
•
Dispatch for one to two years training to overseas subsidiaries,
overseas graduate schools (including MBA), domestic af liates, etc.
•
Providing deeper understanding of practices and culture as well as
improving language skills
FY2022 results
•
309 new employees (207 overseas, 102 in Japan) dispatched
6th to 8th
year
•
Specialized group OFF-JT training (administrative and engineering
personnel)
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Overview Promoting Sustainability
Environmentへの取り組み
Governance Content Index
Social
｜
Fundamental Approach
｜
Recruitment
｜
Education and Career Development
｜
Evaluation of and Feedback to Employees
｜
Employee Satisfaction Survey
｜
Sustainability Data Book
9090
For assistant managers and those in ranks below (FY2022 results)
Total man-hours: 125,486 hours/year
Total Expense: 199,186 Thousands of Yen/year
Training program Target
Breakdown
No.
Training time
[hours]
Expenses
[Unit: Thousands of Yen]
Career design training
Those promoted
to assistant
manager
Instructor
120 3.360
28,241
Trainee
1,390 16,680
Those promoted
to “shidoshoku”
Instructor
36 576
17,861
Trainee
291 4,656
Special
training
to solidify
foundation
in the third
year
Problem
Solving
Candidates for
promotion to
“shidoshoku”
Instructor
75 1,463
40,904
Trainee
615 3,690
Philosophy
Instructor
68 1,258
Trainee
615 6,765
Program to
thoroughly
solidify
foundation
in the rst
year
Group
training in
April
New
administrative
and engineering
employees
Instructor
240 6,240
52,175
Classroom teacher
60 1,500
Instructor
318 53,424
Group
training in
July
Instructor
30 840
Trainee
318 5,088
Training for experienced
mid-career recruits
Experienced mid-
career recruits
Instructor
22 440
10,424
Trainee
195 3,120
Special training for
grade 1 ”gyomushoku”
Candidates for
promotion to
grade S
Instructor
26 1,092
14,643
Trainee
81 1,782
Special training for
grade 2 ”gyomushoku”
Candidate for
promotion to
grade 1
Instructor
50 2,100
22,046
Trainee
306 6,732
Introductory
training for
grade 2
”gyomushoku”
Problem
solving
Those promoted
Instructor
18 432
11,022
Trainee
140 1,680
Seminar
activity
Instructor
24 288
Trainee
140 1,120
Introductory training for
grade 3 ”gyomushoku”
Newly employed
“gyomushoku”
Trainee
29 1,160 1,870
Hours of Company-wide Rank-specic Training & Number of Trainees
For management (FY2022 results)
Total man-hours: 45,941 hours/year
Total Expense: 73,026 Thousands of Yen/year
Training program Target Breakdown No.
Training time
[hours]
Expenses
[Unit: Thousands of Yen]
Training for
newly appointed
division general
managers
Newly appointed
division general
managers (senior
professional/senior
managers)
Newly
appointed
division
general
managers
32 2,208 27,667
Upskilling
program
for senior
professional/
senior
management
Senior professional/
senior management
Those
promoted
to senior
professional/
senior
management
142 8,520
20,249
(Including *1)
Training for
performance
reviewers
Senior professional/
senior management
Division
general
managers,
department
general
managers
541 836 9,740
Upskilling
program for
professional/
management
Professional/
management
Those
promoted to
professional/
management
425 25,500
*1
Training for
evaluators
Senior professional/
senior management,
professional/
management
(including some
assistant managers)
Group
managers
807 8,877 15,370
*1 Expenses for the Upskilling program for senior professional/senior management include expenses for the
upskilling program for professional/management
For technical jobs (results for FY2022)
Total man-hours: 344,429 hours/year
Total Expense: 98,986 Thousands of Yen/year
Training program Target
Breakdown
No.
Training time
[hours]
Expenses
[Unit: Thousands of Yen]
Training for newly
appointed professional/
management and section
general managers
Those promoted
to professional/
management and
newly appointed
manufacturing
section general
managers
Instructor
11 352
3,216
Trainee
70 2,240
Training for newly
appointed CX
*2
Those promoted
to CX
Instructor
17 544
3,524
Trainee
142 4,544
50 Special training
*3
Qualied SX
*4
class
Instructor
22 800
3,631
Trainee
118 4,720
Training for newly
appointed SX
Those promoted
to SX
Instructor
69 816
5,988
Trainee
410 9,840
60 Special training
*3
Qualied EX
*5
class
Instructor
161 2,632
7,823
Trainee
395 22,120
Training for newly
appointed EX
Those promoted
to EX
Instructor
169 2,040
7,646
Trainee
1,099 26,376
70 Special training
*3
Qualied mid-career
shop oor employees
Instructor
344 7,168
12,051
Trainee
1,019 57,064
90 Training
*3
Qualied junior shop
oor employees
Instructor
394 10,624
15,213
Trainee
1,408 90,112
SU (step-up) training
Junior shop oor
employees in their
second year
Instructor
65 720
5,045
Trainee
468 7,488
Irregular training for new
employees
Mid-career
recruits
Instructor
22 9,120
3,625
Trainee
166 61,680
Regular New Employee
Training
New employees
Instructor
79 880
12,971
Trainee
514 6,640
Training to be trainers
TPS (standardized
work and kaizen
(improvement))
TPS trainer
candidates
Trainee
67 9,514 10,263
TJI (job instruction)
TJI trainer
candidates
Trainee
60 4,140 4,686
TCS (creation of
a positive and
fullling workplace)
TCS trainer
candidates
Trainee
55 2,255 3,304
*2 CX (Chief Expert) *3 Checking of the status of acquired abilities, and the development of awareness and
abilities with an eye toward obtaining the next qualication *4 SX (Senior Expert) *5 EX (Expert)
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Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Recruitment
｜
Education and Career Development
｜
Evaluation of and Feedback to Employees
｜
Employee Satisfaction Survey
｜
Sustainability Data Book
9191
Employee Satisfaction Survey
Aim
•
Conduct employee questionnaires as a starting point for each employee
to act based on the idea of creating a work environment where each
employee can maximize his/her ability.
Initiative
•
Use Employee Satisfaction Survey analysis for planning and implementing
measures to make a better workplace.
•
Share feedback results in the workplace to promote dialogue and improve
activities in each organization.
Percentage of employees who feel satisfied with the company ［％］
FY2020 FY2021 FY2022
Toyota Motor Corporation 76.4 78.7 78.2
*1
FY2017 FY2019 FY2022
Overseas Administrative
and engineering
employees
74.0 77.0 70.0
*2
Shop oor
employees
72.0 70.0 72.1
*2
*1 Administrative, engineering, “gyomushoku” employees (not including shop oor employees)
*2 weighted averages of 18 companies
Percentage of employees who feel personal growth ［％］
FY2020 FY2021 FY2022
Toyota Motor Corporation 77.7 82.1 85.1
Evaluation of and Feedback to Employees
Aim
•
Developing human resources through evaluations and feedback based
on close communication between employees and managers.
Initiative
•
Determine roles and themes at the beginning of each scal year and consult
with supervisors periodically.
•
Promote human resource development through a cycle in which supervisors
assess self-evaluations of their subordinates and provide feedback to them.
•
Implementation of 360-degree feedback
•
Gather information on employees’ strengths and weaknesses and provide
feedback to them.
•
Reect half-year results into bonuses and full-year performance into salary
raises for the following year.
Year Content
2019
•
Revised human resource system to allow hard workers to be
rewarded regardless of age or rank
2020
•
Introduced a system capable of centrally managing employees’
individual information, including employees’ evaluations, the results
of consultations with their supervisors and questionnaire results
regarding workplace management
⇒ This makes it possible to refer to previous evaluations, personal
information and employees’ career goals
Enhance the development and allocation of human resources
with consistency through job assignment based on a better
understanding of employees’ aptitude and career goals
2021
•
Started providing feedback to senior professional/senior management
or professional/management on the results of their evaluations
2022
•
Started providing feedback to assistant managers and those in ranks
below (administrative, engineering, gyomushoku) on the results of their
evaluations.
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Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Recruitment
｜
Education and Career Development
｜
Evaluation of and Feedback to Employees
｜
Employee Satisfaction Survey
｜
Sustainability Data Book
9292
GRI
403-1~10
92 Fundamental Approach
93 Organizational Structure
93 Health and Safety Education
94 Initiative for Health
95 Initiative for Safety
Health and
Safety
Updated in October 2022
Aim
•
Create workplaces that ensure the physical and mental well-being of all people
working at each Toyota location, providing a safe environment where everyone can
work to their full potential.
Initiative
•
Promoting health and safety initiatives for all on-site personnel including employees and
contractors based on the following philosophy and policy:
•
Health and safety philosophy: Toyota Motor Corporation’s Declaration of Health
Commitment and the Basic Philosophy for Safety and Health.
•
Health and safety policy: Health through mutual awareness-raising and the
establishment and enhancement of a safety-focused work culture. This policy is
expanded globally.
Basic Philosophy for Safety and Health
Safe work
Reliable work
Skilled work
Safe work is “the gate” to all work.
Let us pass through this gate.
Safety and Health Function Policy KPI
Category 2021 Results 2022 Target
Health Absentees Manpower of 897
employees
Manpower of 801
employees or fewer
Healthy lifestyle
challenge 8
Average number of challenge 8
habits practiced
6.3/8 habits 6.4/8 habits
Accident Type 2021 Results 2022 Target
Safety Fatal accidents on company premises 0 0
All accidents 508 Down 50%
compared to 2021
Social Recognition
Details
Year(s)
Awarded
•
Acknowledged and certi ed as a Health and Productivity
Company for encouraging employees to improve their
health-related practices and promoting initiatives focusing
on prevention by promoting exible workstyles and
providing support for a better work/life balance
•
Certi ed by the Ministry of Economy, Trade and Industry of
Japan (METI) and the Tokyo Stock Exchange
2021
•
Certi ed as a White 500 Health & Productivity Management
Outstanding Organization
•
Certi ed by the Ministry of Economy, Trade and Industry
(METI) and the Japan Health Council
2018 to 2022
•
Certi ed as a Safety and Health Outstanding Company
for maintaining a high level of health and safety and
implementing improvements
•
Certi ed by the Ministry of Health, Labour and Welfare
(MHLW) (renewed every 3 years)
2015 to 2024
Fundamental Approach
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Organizational Structure
｜
Health and Safety Education
｜
Initiative for Health
｜
Initiative for Safety
｜
Sustainability Data Book
9393
Organizational Structure
Aim
•
Promote better work environments through collaboration with the
administrative divisions of of ces, labor unions and business partners
including suppliers, in-plant contractors and others.
•
Promote initiatives based on daily collaboration, sharing and improvement of issues.
Initiative
•
Person in charge: Company safety and health supervising manager
(Chief Of cer of the Production Group)
•
The Safety and Health Function Policy and KPI are formulated in view of
technological innovations and changes to the business environment.
•
The results of health and safety promotion initiatives are reported to
managements together with gures related to diseases and accidents.
•
The Safety and Health Promotion Division takes a leading role in building
collaboration with administrative divisions of of ces, labor unions, health
insurance societies, regional af liated companies, suppliers, etc.
Management
Employees
General Manager
Management Meeting (monthly),
auditing and instructions as needed
Discussion, information sharing,
etc. (twice a month)
Dialog, notification (divisional liaison
meetings, etc. (monthly))
Company-
wide
functions
Global Health
and Safety
Function Policy
Office
functions
Office Policy
Workplaces
Group Policy
General Manager
Policy
TSAM (South Africa)
Global Safety Meeting
(6 times a year)
TDV
(South
America)
TDB, TASA (South America)
TMNA (North America)
TME
(Europe)
TTCC (China)
TDEM
(Australia
and Asia)
Toyota Motor Corporation (Japan)
Group companies
All Toyota Safety and Health
Cooperation Association
(17 companies)
Parts and
materials suppliers
Kyohokai Safety and Health
Committee (228 companies)
Equipment,
installation, and
logistics suppliers
Eihokai safety and health
committee (128 companies)
Toyota Motor Corporation Safety
and Health Cooperating
Association (573 companies)
Overseas afliated companies
Organizational Structure Suppliers and Afliated Companies
*TME（Toyota Motor Europe NV/SA）
TTCC（Toyota Motor Technical Center（China）Co.,Ltd.）
TDEM（Toyota Daihatsu Engineering & Manufacturing Co., Ltd.
）
TSAM（Toyota South Africa Motors (Pty) Ltd.）
TMNA（Toyota Motor North America）
TDV（Toyota de Venezuela Compania Anonima）
TDB（Toyota do Brasil Ltda.）
TASA
（
Toyota Argentina S.A.
）
Discussion, notification
(Office Safety and Health
Committee meetings, etc.
(monthly))
*Members
[Company]
Office safety and health
managers, general managers,
industrial physicians, health
managers, etc.
[Labor Union]
Branch chiefs, workplace
committee chiefs
Company Safety and Health
Supervising Manager (Chief Ofcer of
the Production group (operating ofcer)
Safety and Health Promotion Division
Plant general managers, site
general managers, departments
in charge of safety and health
Aim
•
Educate all employees, from new recruits to executives, to establish
awareness of their individual roles in maintaining health and safety
(every year).
Initiative
Company-wide Education Initiatives (Toyota Motor Corporation)
Safety
Inheritance
Month
(January)
•
Lessons learned from serious incidents and accidents occurring
within the company are used to communicate the importance of
safety to all employees. Managers speak about their commitment
to safety and meetings are held to encourage the prevention of
accidents in all workplaces
Safety Month
(July)
•
All company of cers send out messages about safety and managers
express their commitment to safety, making the month an opportunity
for all workplace personnel to review their daily operations
Health Month
(October)
•
All company of cers send out messages about the importance of
health and each workplace holds health-related seminars
Education Programs for Managers
•
Discussions about workplace management tips and examples
•
Reaf rmation of the importance of daily communication
•
Early identi cation of any health problems of their subordinates by
Managers, provide proposals to predict accidents before they happen, etc.
Rank-speci c Education Programs
(Staff starting in new positions)
2021 Results (Toyota Motor Corporation)
Trainees Training Hours No. of Participants
Of cers 3.5 hours 9
Division general managers 6 hours 52
Section general managers 6 hours 189
CX* 4 hours 160
Workplace leaders 12 hours 1,500
General and new employees 1 hour 3,100
*CX: Chief Experts
Education for Improvement of Hazardous Operations/Skills
•
Skills training based on the requirements of the Industrial Safety and Health Act
•
Experienced instructors provide training on actual equipment in addition to
legally-required skills training
2021 Results (Toyota Motor Corporation)
Trainees No. of Participants
Production division members involved in hazardous operations 2,053
Education for Safety and Health Staff Members
•
Seminars are held to improve employees’ knowledge and practical skills
relating to responses to accidents and occupational diseases, procedures for
handling workers’ accident compensation insurance, the work environment,
risks related to high-pressure gas usage, and other issues.
2021 Results (Toyota Motor Corporation)
Trainees No. of Seminars No. of Participants
Safety and health staff members 5 85
Education Programs for Advancement
2021 Results (Toyota Motor Corporation)
Details Trainees
No. of Participants/
Seminars
On-site health
education
Expert instructors provide support
for health and safety-related
activities. Seminars are held to
boost health literacy and provide
accident simulation training
All
employees
154 seminars
Virtual safety
education
Participants can experience
potential risks in relation to the
safety, environment, protective gear,
etc. of each production engineering/
manufacturing worksite or of ce
through virtual online training
10,140 participants
Online
health-related
learning
Online educational content is
provided to boost awareness and
knowledge about mental health and
the prevention of lifestyle diseases
Accessed
114,815 times
Health and Safety Education
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Social
｜
Fundamental Approach
｜
Organizational Structure
｜
Health and Safety Education
｜
Initiative for Health
｜
Initiative for Safety
｜
Sustainability Data Book
9494
Aim
•
Further promotion of lifestyle disease prevention, mental health,
improvements to create better, more fullling work environments. By
prioritizing health as our policy, we ensure that our employees can grow
along with the company, and each employee can contribute to boosting the
company’s overall productivity.
Initiative
Physical Examination and Health Guidance
•
Carrying out physical examinations provided by full-time medical staff
in accordance with each employee’s age and risk factors. Encouraging
voluntary screening tests (neurological or gynecological tests, etc.) and
providing specic health guidance.
•
Once an employee turns 36 years old, the employee and their (dependent)
spouse undergo a health screening equivalent to a thorough physical
examination once every four years and attend health briengs about their
individual health status. (approximately 20,000 persons undergo screening
per year at Toyota Motor Corporation)
•
Individual guidance will be provided if the employee’s health does not
improve after follow-ups within the company and/or outpatient treatment
at a medical facility.
2021 Results (Toyota Motor Corporation)
Results
Rate of employees who have received
physical examinations
100%
Specic health guidance implementation
rate
24.9%
*1
*1 The implementation rate has declined because face-to-face health guidance is more difcult to implement due
to the COVID-19 pandemic
Responses to Infectious Diseases
P.107 Response to Infectious Diseases
Initiative for Health
Initiatives for Health Improvement
(Toyota Motor Corporation)
Details
T-CaRS
（TOYOTA -Communication and
Refreshment Support）
•
Offering multiple training programs that encourage trainees to work in a happy and highly productive manner
•
Periodically providing mental wellness tips useful for business people by e-mail magazine
•
Consultations with a psychology expert are available for health advice etc.
Healthy Lifestyle Challenge 8
•
Promoting eight healthy lifestyle habits
*2
to prevent mental and physical diseases. This initiative encourages employees to adopt as many of
these good habits as they can and prompts them to take a closer look at their current habits and lifestyles
•
Since 2017 some global afliates have been included in this company-wide initiative
* 2. Appropriate weight (BMI), 2. Eating breakfast, 3. Reducing alcohol, 4. Reducing snacking, 5. Exercise, 6. Quitting smoking, 7. Better sleep habits, 8. Stress management
Health and Fitness Program
•
An initiative intended to maintain the physical strength of employees aged 60 or above so that they can continue working to their full potential
•
From the age of 36, employees undergo measurements of their weight, muscle mass, and body fat every four years. Advice is provided at
the exercise guidance sessions based on these results
Health support for employees stationed
overseas
•
Pre-departure support
•
Pre-departure physical examinations are provided to the employee as well as their accompanying family members
•
Vaccinations against hepatitis A and B, tetanus, Japanese encephalitis, etc. (includes employees going on overseas business trips)
•
Health guidance related to everyday life including the risk of malaria, HIV/AIDS and other infections
•
Support while posted overseas
•
Physical examinations and guidance are provided in the local area and advice is given based on examination results
•
Various tools are available to counsel on troubles or access health-related information
•
Periodically sending industrial physicians or nurses to local worksites to check the medical conditions and local lifestyle of each region, and
providing other support to help employees stationed overseas and their accompanying family members feel at ease (currently on hold due to
the COVID-19 pandemic)
Health checks for employees working
long hours
•
Offering a health check (interview) and consultation with an industrial physician to allow employees to work in comfort during a temporarily
busy period or when troubleshooting
•
Providing careful follow-ups, such as more detailed physical checkups than the statutory level, and work adjustment (the number of workers
working long hours has been decreasing)
Food and nutritional education through
the company cafeteria
•
Healthy menu items (low-salt dishes, vegetable dishes, dishes reecting the Healthy Lifestyle Challenge 8) are provided. Calories and
nutritional information are also displayed
•
Visualization of food intake and nutritional value using an app on the employee’s smartphone
Responses to second-hand smoking
and smoking bans on company
premises
•
Initiatives to create a smoke-free environment are currently being expanded including an indoor smoking ban, a ban on smoking during
working hours, and regular quit smoking days
•
From April 2025, a total ban on smoking at all premises will be implemented (a ban is already in place at selected locations)
•
Smoking rates: 2019:24.6%; 2020: 23.7%; 2021: 22.1%
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｜
Fundamental Approach
｜
Organizational Structure
｜
Health and Safety Education
｜
Initiative for Health
｜
Initiative for Safety
｜
Sustainability Data Book
9595
Examples of Three Pillars Initiatives
•
Safe Work: Employee movement zones and industrial vehicle movement
zones are separated to prevent collisions between workers and industrial
vehicles.
Before improvement After improvement
•
Safe Place Environments: Heat mitigation is carried out by creating cool air
ows throughout the worksite to improve the work environment.
Initiatives for Mental Health Care
•
Employees, workplace managers, industrial healthcare staff, including
psychology experts, and staff in charge of personnel and labor affairs
respectively engage in various activities to prevent mental issues from
either occurring or recurring.
(Toyota Motor Corporation)
Total prevention of
issues and/or rst-
stage prevention
•
Mindfulness and meditation training
•
Self-care
•
Encouraging better lifestyles and habits (Healthy Lifestyle
Challenge 8)
•
Providing Stress checks (2021 participation rate: 96.2%) to
raise awareness
•
Rank speci c education (new recruits and young employees)
•
Line care
•
Workplace management (support and communication from
supervisors and co-workers)
•
Workplace-speci c and individual support provided by
workplace counsellors
•
Rank-speci c education (for managers)
•
Care by experts
•
Training by psychology expert staff
Second-stage
prevention (rapid
identi cation
and response to
issues)
•
Screening at physical examination
•
Setting up a full-time internal health counselling service
Third-stage
prevention
(preventing
reoccurrence and
re-absence)
•
Follow-ups for return to work in accordance with the guidelines
•
Care by experts
•
Advice for relevant employees and industrial health staff
at a counselling center where a psychiatric specialist is
permanently stationed
Lost Workdays Due to Absences
(Toyota Motor Corporation)
Absence rate (%)
［
Manpower］
2017
2018 2019 2020 2021
［
Year
］
200
400
800
600
000
1,000
1.1051.105
1.1471.147
1.0681.068
852852
885885
908908
880880
897897
1.104
1.104
1.139
1.139
Target 801
Aim
•
Promoting safety and health activities rooted in each worksite toward achieving
the target of “ultimately achieving zero accidents and the continuation of
zero accidents at all worksites”.
•
Scope: employees, secondees, assistant secondees, dispatched employees,
employees of in-house contract companies, and employees of suppliers
related to plant construction work, under the Occupational Safety and Health
Rules.
Initiative
Initiatives for The Three Pillars of Safety
The Three Pillars of Safety
Safe People
•
Promoting the development of human resources who
are capable of predicting risks and thinking and acting in
compliance with rules
•
Workplace leaders demonstrate a safety- rst attitude on a
daily basis. Safety education focuses on the experiences
and past actions of former employees, and is designed to
encourage current employees to look at their awareness and
behavior on a daily basis to ensure that all employees are
“safe people ”
Safe Work (Risk
Management)
•
Reducing and managing high-risk tasks to eliminate all serious
accidents
•
Employees implement the 4S methodology: seiri (sorting),
seiton (straightening), seiso (cleaning), and seiketsu (clean).
They also evaluate safety risks in the workplace before
implementing standardization based on the workability of
each task
Safe Place/
Environments
•
Aiming to build positive and worker-friendly processes, nd
troubles and take quick decisions and actions
•
The work environment, which is managed by statutory
environmental measurement, is signi cantly affected by the
production equipment, season and other factors. Therefore,
measures for equipment are implemented according to the
predetermined priority order
Initiative for Safety
After improvement
(Image)
Before improvement
(Image)
Robot
Air-conditioner Air-conditionerAir-conditioner Air-conditioner
WBGT*
：
28˚C
WBGT
：
25˚C
6m
4m
Robot Robot
Air-conditioner Air-conditioner
Air-conditioner
Air-conditioner Air-conditioner Air-conditioner
Air ow
*WBGT (Wet bulb globe temperature): Environmental assessment indicator to prevent heatstroke that
considers both temperature and humidity
All process take place
in air-conditioned areas
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｜
Organizational Structure
｜
Health and Safety Education
｜
Initiative for Health
｜
Initiative for Safety
｜
Sustainability Data Book
9696
Example of improvement: A power assist device to reduce arm fatigue (North America)
Work-related Accidents and Injuries
2021 Results
Scope Target [cases] Result [cases]
All accidents Global
*2
283 (down 50%
compared to 2019)
508
Toyota Motor
Corporation
24 31
Fatal accidents on company premises
Global
*2
0 0
Serious accidents (accidents that may
result in death)
Global
*2
10
２１
Serious injuries (musculoskeletal
diseases that require employees to
take a leave of absence for two weeks
or longer, or impose work limitations )
Global
*2
440（down 20%
compared to
2020）
348
*2 Global: Toyota Motor Corporation n and 52 overseas locations
All accidents by year (Global
*3
)
［
Cases］
2017
2018 2019 2020 2021
［
Year
］
600
800
400
1,000
543543
508
508
768
768
665
665
567
567
*3 Global: Toyota Motor Corporation and 52 overseas locations
Safety Risk Assessment
•
Global Roll-out of Occupational Safety and Health Management System
(OSHMS)
•
Using OSHMS, weaknesses are identied by genchi genbutsu (onsite
hands-on experience) inspections.
•
Conrming whether measures are being implemented to avoid accidents
that have occurred at other afliates, and that a system has been created
to ensure efforts are active and continuing.
•
Acquisition of ISO 45001
*1
Certication
•
Eight global plants have acquired ISO 45001 certication (as of December
31, 2020). Further acquisition of certication by afliates will be considered
depending on the needs of the region and the plant concerned.
•
Global Safety Meeting
•
Managers in charge of health and safety in each region attend a meeting
(six times a year).
•
Attendees discuss responses to common issues and share examples of
effective responses.
•
When a new ofce is established, the company works together with suppliers
to advance safety measures in terms of premises, buildings, and equipment
installation while ensuring compliance with both legal requirements in the
relevant country and construction work safety rules and equipment safety
standards, both of which are common to global Toyota.
*1 ISO 45001: The international standard for occupational safety and health management systems established by
the ISO (International Organization for Standardization)
Initiatives to Create a More Worker-friendly Workplace
Environment (Preventing Musculoskeletal Disorders)
•
Enhancing initiatives to create workplace environments that are more
friendly to workers in every region with consideration for all those
involved in production activities, regardless of age, gender, or physical
characteristics
•
Measures to prevent lower back and hand pain from repetitive tasks include
easy-to-assemble components and worker-friendly production equipment
and work methods. We also visualize the condition of employees by offering
physical care to employees on-site and a system to provide support when
pain occurs.
Work-related Injuries (Lost Time Incident Rate
*4
)
2017 2018 2019 2020 2021
Global
*5
0.34 0.23 0.25 0.24 0.23
Japan 0.07 0.08 0.04 0.10 0.03
North America 1.49 0.93 1.01 0.89 0.93
Europe 0.69 0.35 0.42 0.27 0.13
China 0.20 0.19 0.07 0.11 0.08
Asia-Pacic 0.04 0.02 0.05 0.02 0.07
Other 0.18 0.12 0.23 0.23 0.31
All industries (Japan)
*6
1.66 1.83 1.80 1.95 2.09
Manufacturing industry
(Japan)
*6
1.02 1.20 1.20 1.21 1.31
Japan Automobile
Manufacturers
Association, Inc (14
companies)
*7
0.07 0.09 0.09 0.09 0.07
*4 Lost Time Incident Rate: Number of deaths and injuries per 1 million hours actually worked in total (No. of
deaths and injuries /Actual hours worked) × 1,000,000
*5 Global: Toyota Motor Corporation 52 overseas locations
*6 Source : Statistical tables from the Ministry of Health, Labour and Welfare
*7 Source: Japan Automobile Manufacturers Association, Inc
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｜
Organizational Structure
｜
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｜
Initiative for Health
｜
Initiative for Safety
｜
Sustainability Data Book
9797
Social Contribution Activities
Aim
•
Contribute to achieving the SDGs by taking concrete actions from the perspective of “what
we want to be like in the future.”
Initiative
•
4 areas in which Toyota will focus its efforts
•
Contribution to a harmonious society
•
Human capital development
*1
•
Community co-creation
•
Mobility for All (offer free and safe mobility for all people, through its business)
*1 Based on the belief that each individual is a being with diverse and essential potential, Toyota intends to develop such potential.
Example
•
Social contribution programs (e.g. contribution to a harmonious society, human
capital development and community co-creation)
• Promotion of employee volunteer activities (Toyota Volunteer Center)
• Support of activities by NPOs, NGOs, etc. (donations and sponsorship)
• Activities to promote understanding of automobile culture and Toyota corporate
culture
Social Contribution Activities
Expenditure for Social Contribution Activities (FY2022)
97 Fundamental Approach
97 Organizational Structure
97 Social Contribution Activities
Fundamental Approach
Aim
•
Toyota actively promotes social contribution activities to contribute to sustainable social
vitality by working with stakeholders and using its resources effectively, while concentrating
on initiatives that address real social needs, including the need for fostering human
resources.
Initiative
•
For the issues in each contribution area, we will take action with a sense of ownership
and genchi genbutsu (onsite hands-on experience) basis. We will work together with
our partners who share the same aspirations in addressing issues that are dif cult to solve
solely by ourselves.
Basic Principles and Policies of Social Contribution Activities
Toyota Social Contribution Activities
Organizational Structure
Aim
•
Promote social contribution activities and discuss and report activity policies.
Initiative
•
The direction and challenges of sustainability initiatives are reported to and
discussed at the Sustainability Subcommittee. Key issues are then reported to the
Sustainability Meeting for consideration and decision making. (The Sustainability
Meeting thus supervises Toyota’s sustainability initiatives.)
P. 6 Promoting Sustainability
•
The Corporate Citizenship Division plays the lead role in promoting activities in cooperation
with regional headquarters in the United States, Europe, Asia and China.
GRI
201-1, 203-2, 413-1
Social
Contribution
Updated in October 2022
*2 Toyota Motor Corporation and major subsidiaries (60 companies)
Major subsidiaries’ results have been converted to yen based on the average exchange rate for FY2022.
Percentages are rounded to the nearest whole number and thus totals may not add to exactly 100%.
Environment 6
％
Trafc safety 4
％
Education 39
％
Society and culture 17
％
Other 33
％
Approx.
16.7
billion yen
*2
SDGs
Contri-
butions
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Fundamental Approach
｜
Organizational Structure
｜
Social Contribution Activities
｜
Sustainability Data Book
9898
A
Employees
TMC: Toyota Motor Corporation
FY2020 FY2021 FY2022
Employees (Consolidated) 359,542 366,283 372,817
Employees (TMC) 74,132 71,373 70,710
Male 65,007 62,335 61,571
Female Persons 9,125 9,038 9,139
Newly-hired employees (TMC) 1,567 1,028 1,122
Male 1,093 750 840
Female 474 278 282
Average age (TMC) 39.7 39.2 40.5
Male Years old 41.0 39.8 41.4
Female 36.4 35.1 36.4
Average period of employment (TMC) 17.6 16.2 16.4
Male Years 18.2 16.6 16.8
Female 13.6 13.2 13.4
Turnover rate (TMC, voluntary resignation due to personal reasons)
％
1.1 1.0 1.0
Re-employed retirees (TMC)
*1
Persons 958 1,000 1,288
Local management employees at overseas af liates
*2
％
71.4 72.0 78.4
Non-Japanese CEOs/COOs in major overseas subsidiaries
*3
56.9 58.0 60.7
Number of managers (TMC) Persons 10,499 10,504 10,534
Percentage of managerial positions held by
women
Global
*4
％
12.1 15.1 12.0
TMC 2.5 2.7 3.0
Number of female assistant managers (TMC)
Persons
697 733 762
Number of female managers (TMC) 263 283 315
Percentage of female new recruits (TMC) Administrative employees 40.3 38.3 40.0
Engineering employees 12.6 15.2 12.7
Shop oor employees
％
32.7 32.8 31.5
Female turnover rate (TMC, voluntary
resignation due to personal reasons)
Administrative and
Engineering employees
1.5 1.7 1.8
Shop oor employees 3.2 2.3 3.6
Number of employees using the childcare and
nursing care leave program (TMC)
624 767 923
Male Persons 149 296 495
Female 475 471 428
Social Data
Updated in October 2022
*1 Number of re-employed administrative and engineering retirees
*2 Scope of calculation: 32 overseas companies
*3 Scope of calculation: 112 overseas companies
*4 TMC and 46 overseas companies
GRI
102-8, 204-1, 401-1,3, 405-1
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Employees
｜
Supply Chain
｜
Quality
｜
Social Contribution Activities
｜
Sustainability Data Book
9999
*5 Percentage of male employees who took more than a half-day or full day of leave
within two months of the birth of their child (including annual paid leave and
childcare leave)
*6 Including use of the system other than for childcare or nursing care
*7 Union member average
*8 As a fraction of the number of days given each year. Including days of annual paid
leave carried over from previous years (annual paid leave can be carried over for up
to two years.).
*9 Survey questions revised in FY2022
*10 Survey not conducted
*11 Weighted average of 18 companies
*12 Countries with unionized operations (only countries/regions with manufacturing: 20
out of 22)
*13 Between the 9th of November 2020 and 3rd of March 2021, Toyota Kirloskar
Motors in India experienced a semi lock out condition where a part of the workforce
was affected. During this period there was one work day where no production took
place and for the remaining days production continued on a single shift basis. By
utilizing the SASB denitions for "Idle Days" the value was calculated as 3,394 idle
days. (1 day x 3,394 affected employees)
SASB
TR-AU-310a.2
*14 Toyota Motor Corporation and 52 overseas sites
*15 Number of deaths and injuries per 1 million hours actually worked in total (No. of
deaths and injuries /Actual hours worked) × 1,000,000
D
Social Contribution Activities
FY2020 FY2021 FY2022
Total expenditure for social contribution activities
*17
Billion yen 19.6 18.7 16.7
*17 TMC and major subsidiaries (60 companies)
B
Supply Chain
FY2020 FY2021 FY2022
Number of suppliers (Tier 1 suppliers) 9,849 8,519 9,762
Japan (parts) 455 457 471
Overseas (parts)
Companies
3,150 2,712 2,791
Number of non-Japanese
suppliers
（1,653） （1,226） （2,032）
Japan (equipment, logistics, etc.) 897 896 1,265
Overseas (equipment, logistics, etc.) 5,347 4,454 5,235
C
Quality
FY2020 FY2021 FY2022
Number of vehicles recalled
Million units
11.8 4.5 4.09
Number of safety-related defect complaints, percentage investigated
％ －
*16
－
*16
100 (Investigations
conducted for
all investigation
requests from
authorities in
each county and
results reported to
relevant authorities)
*16 Disclosure commenced in FY2022
Average period of childcare leave (TMC) Male
Months
2.6 2.3 1.9
Female 16.7 17.0 16.5
Return rate after taking childcare leave (TMC) 98.0 98.7 99.0
Male 100 100 100
Female
％
98.0 98.1 98.1
Rate of male employees taking childcare leave (TMC) 5.1 10.6 19.4
Rate of male employees taking leave after the birth of their child (TMC)
*5
93.1 90.6 91.0
Average number of days leave taken by male employees after the birth of
their child (TMC)
Days 5.3 5.4 6.0
Employment rate of people with disabilities (TMC, including special-
purpose subsidiaries)
％
2.41 2.46 2.50
Number of people with disabilities employed (TMC, including special-
purpose subsidiaries)
Persons
1,368 1,405 1,431
Number of employees using the exible working hours system (TMC)
*6
14,345 30,984 35,654
Percentage of annual paid leave taken (TMC)
*7*8
％
93.4 98.5 93.4
Average monthly overtime per employee (TMC)
*7
Hours/month
20.9 19.8 19.7
Employees who feel personal growth (TMC) 77.7 82.1 85.1
*9
Employees who are satised with company life (TMC) 76.4 78.7 78.2
*9
Administrative and engineering employees who are satised with company
life (18 overseas companies)
％
－
*10
－
*10
70.0
*11
Shop oor employees who are satised with company life (18 overseas
companies)
－
*10
－
*10
72.1
*11
Rate of non-permanent employment (TMC)
－
12.9 14.9
Ratio of employees covered by collective bargaining agreements
*12
91 91 91
Number of work stoppages and total days idle
Cases
(persons-
days)
1（1,598） 1（3,394）
*13
0
Lost-time injury frequency rate Global
*14
*15
0.25 0.24 0.23
TMC 0.04 0.10 0.03
Absence rate (TMC)
％
1.139 1.105 1.147
Stress check implementation rate (TMC) 96.7 96.5 96.2
FY2020 FY2021 FY2022
SASB
TR-AU-310a.1
Respect for Human Rights Diversity and Inclusion Value Chain Collaboration Vehicle Safety Quality and Service Information Security Privacy Intellectual Property
Human Resource
Development
Health and Safety Social Contribution Social Data
Overview Promoting Sustainability Environment Governance Content Index
Social
｜
Employees
｜
Supply Chain
｜
Quality
｜
Social Contribution Activities
｜
Sustainability Data Book
101101
GRI
102-18~28, 35, 36, 37
101 Fundamental Approach
101 Corporate Governance Structure
102 Board of Directors
103 Audit & Supervisory Board
103 Executive Compensation
103 Internal Control
Corporate
Governance
Updated in October 2022
Corporate Governance Risk Management Compliance Governance Data
Overview Promoting Sustainability Environment Social Content Index
Governance
Fundamental Approach
Aim
•
Establishment of a corporate governance structure that supports sustainable growth and the stable, long-term enhancement of corporate value.
Initiative
•
Establishment and improvement of corporate governance structure and proper operation of the Board of Directors and the Audit & Supervisory Board, etc. to enhance corporate governance.
Corporate Governance Structure
Aim
•
Put in place a structure that enables customer opinions and on-site information to be swiftly
communicated to management in order to realize timely and accurate management decision-
making, and to review whether such management decisions are accepted by the customers
and society.
Initiative
•
Together with the business units (in-house companies and Business Planning & Operation Units),
the operating of cers, mainly consisting of the president, executive vice presidents and chief
of cers, to whom authority is delegated by the Board of Directors, realize prompt decision-
making and promote initiatives.
•
The Board of Directors, which includes Outside Directors, and the Audit & Supervisory Board,
which includes outside Audit & Supervisory Board Members, supervise and audit the execution
of business operations.
｜
Fundamental Approach
｜
Corporate Governance Structure
｜
Board of Directors
｜
Audit & Supervisory Board
｜
Executive Compensation
｜
Internal Control
｜
Corporate Governance Organizational Diagram
Submit/report
audit Supervise
Shareholders’ Meeting
appoint/dismissappoint/
dismiss
appoint/dismiss
audit
audit
cooperate
cooperate
cooperate
discuss
suggest
suggest
Supervise
Submit/report
Submit/report
report
report
Accounting Auditor
Disclosure Committee
Internal Auditing
Department
Operational execution
Operating ofcers
Decision making and management oversight
Board of Directors
(including Outside Directors)
Business Units
In-house Companies
Head Ofce
Audit &
Supervisory Board
(Half of the members are
Outside Audit & Supervisory
Board Members)
Audit of consolidated
nancial statements
and internal control
over nancial reporting
Executive Appointment
Meeting
(Majority of the members are
Outside Directors)
Executive
Compensation Meeting
(Majority of the members are
Outside Directors)
Labor-Management
Council/Joint
Labor-Management
Round Table Conference
Sustainability Meeting
(Directors and Audit & Supervisory Board
Members [including Outside Directors])
Sustainability Data Book
102102
～2010
Number of Directors
(total)
27 2017: 9
2011-2016: between 11 and 16 (temporarily increased due to
the introduction of Outside Directors)
2013: 3
7 2014: 6
4 2014: 3
Outside Directors
Executives
Executive vice
presidents
Audit & Supervisory
Board Members (total)
Outside Audit & Supervisory
Board Members
Executive
Appointment
Compensation
Sustainability
Meetings
2011～2015 2016～2020 2021～
Senior managing/
Managing ofcers
2022/8: 7
Operating ofcers
Advisors/
Senior advisors
64
2011-2017: between 55 and 68
Current (As of August 2022)
2011-2020: between 4 and 7
April 2022
2011-2018: between 42 and 49
2018: Sustainability Meeting2014: Corporate Governance Meeting2007-2014: CSR Committee
2017: Outside
members
accounting for half
2019: Outside
members accounting
for a majority
2018: 9 due to organizational
changes, July 2020: 0
(excluding president and
executive vice presidents)
Position newly established with
revised roles (3 persons)
Changes in Governance Structure
April 2011
•
Reduced the number of Members of the
Boar
d of Directors from 27 to 11(curr
ently 9
members)
•
Reduced decision making layers (discontinuing
the positions of executives r
esponsible for the
operations involved and intr
oduced the two-
tiered arrangement of Executive Vice President
and Chief Of
cer)
•
Made exible assignment of Senior Managing
Of
cer or Managing Of cer to Chief Of
cer
post (abolition of Senior Managing Dir
ector)
•
Established the role of Executive General
Manager
•
Stationing of, in principle, regional chief
of
cers in their respective regions
April 2013
•
Established business units
•
Reorganized region groups
•
Appointed Outside Board Members
April 2015
•
Changed the roles of of cers
•
Enhancement of diversity (appointing non-
Japanese executives and female executives)
April 2016
•
Established in-house companies, shift from
functional to pr
oduct-based focus
April 2017
•
Further clari cation of the responsibilities of
Members of the Board of Directors as decision
making and management oversight and of
Operating Of cers as operational execution
•
Reduced the number of Members of the Board of
Directors(including Outside Directors) to 9 (June)
October 2017
•
Changed the advisor and senior advisor system
January 2018
•
Increased appointment of people with high
expertise from both within and outside of the
Company (the Toyota Group, people with technical
positions, backgrounds, etc.)
•
Executive Vice President, in addition to supporting
the President, personally leads the eld as an in-
house company president and organizational group
chief of cers
•
Newly established a fellow system to secure people
with high level of specialist expertise and expand the
breadth of executive human resource development
January 2019
•
Created a new classi cation: “senior professional/
senior management,” integration of Managing
Of cer, Executive General Manager, (sub-executive
managerial level] Senior Grade 1 and Senior Grade
2 Manager, and Grand Master
January 2020
•
Discontinued use of Field General Manager rank,
shifting to Senior General Manger and Fellow
April 2020
•
Integrated the roles of Executive Vice President
and Operating Of cer into Operating Of cer
July 2020
•
Further clari ed the roles of Operating Of cers
April 2022
•
Reorganized the roles of operating of cers and
newly established the position of executive vice
president to create a position for focusing on
management perspectives with the president
Board of Directors
Aim
•
Carry out acceleration of decision-making and appropriate supervision to realize sustainable growth through transformation
into a “mobility company”.
Initiative
•
Internal executives who have been long engaged in and have deep knowledge of manufacturing and outside executives who are
capable of pr
oviding advice for the creation of new value from a br
oad perspective participate in well-balanced decision making
at the Boar
d of Directors’ meetings.
•
Establishment of “Executive Appointment Meeting” and “Executive Compensation Meeting,” of which a majority of the
members ar
e Outside Members of the Board of Directors, in order to enhance the governance system.
(As of June 2022)
Composition 9 members (Independent Outside Directors: 3, Female: 1, Non-Japanese: 2)
Chairperson Chairman of the Board of Directors
Tenure as Director Average tenure: 7.6 years (0-4 years: 6 persons, 5-9 years: 1 person, over 10 years: 2 persons)
Composition of the Meetings Executive Appointment
Meeting
Chairperson: Chairperson of the Board of Directors, 5 members (Independent Outside Directors: 3,
Female: 1, Non-Japanese: 1)
Executive Compensation
Meeting
Chairperson: Chairperson of the Board of Directors, 5 members (Independent Outside Directors: 3,
Female: 1, Non-Japanese: 1)
Appointment/dismissal of Directors
The Executive Appointment Meeting discusses and makes recommendations to the Board of Directors
Independence of Outside
Directors
Considered in accordance with the requirements for Outside Members of the Board of Directors set out in the Companies Act
and the independence standards established by the relevant nancial instruments exchanges
Diversity of the Board of Directors
The Board of Directors is to consist of members with abundant knowledge, deep insight and the highly professional expertise needed by
Toyota, and members are appointed in consideration of Board diversity
Members’ career summary
Executives
Attendance rate at Board of
Directors’ meetings
Notice of Convocation “Attendance at the Board of Directors Meetings (No. of meetings attended)”
Skills matrix
Notice of Convocation “Skills Matrix of Members of the Board of Directors and Audit & Supervisory Board Members”
Measures to make full use of the
insight of Outside Members of the
Board of Directors and the Audit
& Supervisory Board
•
Review the criteria for submission of proposals to the Board of Directors as needed to reduce the number of proposals
submitted, so that suf cient time can be secured to discuss each proposal
•
Provide an explanation of all proposals in advance to help ensure thorough understanding of the background of the proposals
•
Remove the time limit for discussions at Board of Directors’ meetings to ensure suf cient discussion can be held
•
Besides the Board of Directors meetings, set periodic opportunities for two-way communication between Outside Members of
the Board of Directors and the Audit & Supervisory Board and the operational execution side on important management issues
and medium-to long-term issues
Analysis/evaluation of the
effectiveness of the Board of
Directors
Frequency Once a year
Subject of evaluation Members of the Board of Directors and Audit & Supervisory Board Members
Matters to be evaluated
Matters including
•
composition and operation of the Board of Directors
•
management strategy and business strategy
•
corporate ethics and risk management
•
communication with stakeholders such as shareholders
Method
•
Self-evaluation through surveys and interviews
Summary of the ndings
(in 2022)
•
Effectiveness is con rmed
•
Further improvements to be made: secure more opportunities to discuss important topics, provide
more information to Outside Members of the Board of Directors and Audit & Supervisory Board
Corporate Governance Risk Management Compliance Governance Data
Overview Promoting Sustainability Environment Social Content Index
Governance
Fundamental Approach Corporate Governance Structure Board of Directors Audit & Supervisory Board Executive Compensation Internal Control
Sustainability Data Book
103103
Audit & Supervisory Board
Aim
•
Appropriately conduct audits of Toyota, which aims to achieve global
sustainable growth by transforming itself into a “mobility company”.
Initiative
•
The Audit & Supervisory Board is composed of full-time Audit & Supervisory
Board Members, who are well-informed of Toyota’s internal matters, and
Outside Audit & Supervisory Board Members, who have a high level of
expertise and knowledge.
•
Each Audit & Supervisory Board Member can exercise his/her audit &
supervisory authority independently.
(As of June 2022)
Composition 6 members (Outside Audit & Supervisory Board Members: 3,
Female: 1, Non-Japanese: 1)
Appointment/
dismissal of Audit &
Supervisory Board
Members
The Executive Appointment Meeting discusses and makes
recommendations to the Audit & Supervisory Board
Independence of
Outside Audit &
Supervisory Board
Members
Considered in accordance with the requirements for Outside
Members of the Board of Directors set out in the Companies
Act and the independence standards established by the
relevant nancial instruments exchanges
Members’ career
summary
Executives
Attendance at Board
of Directors’ meetings
Notice of Convocation “Attendance at the Board of Directors
Meetings (No. of meetings attended)”
Skills matrix
Notice of Convocation “Skills Matrix of Members of the Board of
Directors and Audit & Supervisory Board Members”
Executive Compensation
Aim
•
An important means to encourage executives to contribute to decision-
making aimed at sustainable growth into the future, to transforming Toyota
into a “mobility company”, and to resolving social challenges including the
SDGs through various initiatives.
Initiative
•
Toyota’s executive compensation system is determined based on the following policy.
•
It should be a system that encourages Members of the Board of Directors
to work to improve the medium- to long-term corporate value of Toyota.
•
It should be a system that can maintain compensation levels that will allow
Toyota to secure and retain talented personnel.
•
It should be a system that motivates Members of the Board of Directors to
promote management from the same viewpoint as our shareholders with a
stronger sense of responsibility as corporate managers.
Remuneration system
•
The Board of Directors decides by resolution the policy for
determining remuneration for and other payments to each member
of the Board of Directors
•
Remuneration is effectively linked to corporate performance
while reecting individual job responsibilities and performance
Remuneration standards in each member’s home country are also
taken into account when determining remuneration levels and
payment methods
•
Remuneration for Outside Members of the Board of Directors and
Audit & Supervisory Board Members consists only of xed payments.
As a result, this remuneration is not readily impacted by business
performance, helping to ensure independence from management
Remuneration
for Members
of the Board
of Directors
Maximum cash
compensation
3.0 billion yen per year (of which, the maximum amount payable to Outside
Members of the Board of Directors is 0.3 billion yen per year)
Maximum share
compensation
4.0 billion yen per year
Remuneration for Audit &
Supervisory Board Members
30 million yen or less per month
Method of determining remuneration
Directors with
Japanese Citizenship
(excluding Outside
Members of the
Board of Directors)
•
The total amount of remuneration (total amount of xed remuneration
and performance-based remuneration) received by each member of
the board of directors in a year is determined based on consolidated
operating income, the uctuation of the market capitalization of
Toyota, and individual performance evaluation
Directors with Foreign
Citizenship (excluding
Outside Members
of the Board of
Directors)
•
Fixed remuneration and performance-based remuneration are set
based on the remuneration levels and structures that allow Toyota to
secure and retain talented personnel
•
Performance-based remuneration is set based on consolidated
operating income, the uctuation of the market capitalization of
Toyota, and individual performance
•
There are cases where Toyota provides income tax compensation for
certain members of the Board of Directors in light of the difference in
income tax rates with those of his or her home country
Securities Report “Executive Compensation, etc.”
Internal Control
Aim
•
Establish a system for ensuring the appropriateness of business
operations as a corporate group and the proper implementation of that
system in accordance with the “Basic Policies on Establishing Internal
Controls.”
Initiative
•
Integrate the principles of problem identication and continuous
improvement into the business operation process and train employees
who will put these principles into practice.
•
Inspect the establishment and implementation of internal controls, each
business year.
•
Conrm that the organizational units responsible for implementing internal
controls are functioning autonomously and are enhancing internal controls
as necessary.
Corporate Governance Risk Management Compliance Governance Data
Overview Promoting Sustainability Environment Social Content Index
Governance
｜
Fundamental Approach
｜
Corporate Governance Structure
｜
Board of Directors
｜
Audit & Supervisory Board
｜
Executive Compensation
｜
Internal Control
｜
Sustainability Data Book
104104
Fundamental Approach
Aim
•
Reinforcing our risk management to handle the increasing uncertainty while
responding to expectations to take on new challenges amid a period of tremendous
change in the conditions and values of the automotive industry, including the push toward
carbon neutrality and CASE*.
* CASE: Connected, Autonomous/Automated, Shared, and Electric
Initiative
•
Protecting the interests of our stakeholders, including customers and employees, even in
the event of a risk occurrence, through the improvement of the organizational structure and
the operation of the risk management system.
Organizational Structure
Aim
•
Preventing, mitigating, and reducing risks that could arise in Toyota’s business activities
from a global perspective through collaboration and mutual support among regions,
functions, and in-house companies.
Initiative
•
Persons responsible for risk management: Chief Risk Of cer (CRO), Deputy CRO
(DCRO)
•
Person supervising risk management in each region: Regional CRO
•
Person responsible/in charge of risk management by function: Chief of cer/risk manager
of each division within the head of ce
•
Person responsible/in charge of risk management by product: Company president/risk
manager of each division in each in-house company
•
Signi cant risks requiring quick response are reported by CRO and DCRO and discussed
in the board meeting and/or other needed management meetings.
Organizational Structure
Shareholders’ Meeting
Board of Directors
CRO/DCRO
Presidents
Risk Manager by division
Chief Ofcers
Risk Manager by division
Regional CRO
Regional Functions
Collaboration Collaboration
Collaboration
<Respective Head> <Respective in-house Company>
Risk
Management
GRI
102-11, 15, 30, 31, 33
104 Fundamental Approach
104 Organizational Structure
105 Risk Management System
105 Business Continuity Management (BCM)
Updated in October 2022
Overview Promoting Sustainability Environment Social Content Index
Governance
Corporate Governance Risk Management Compliance Governance Data
｜
Fundamental Approach
｜
Organizational Structure
｜
Risk Management System
｜
Business Continuity Management (BCM)
｜
Sustainability Data Book
105105
Aim
•
Assure quick recovery in business operations despite limitations on
resources in preparation for large-scale disasters such as earthquakes and
oods.
Initiative
Formulation of the Business Continuity Plan (BCP)
•
Developing risk-resilient organizations and workplaces
•
Improving the effectiveness of the BCP by implementing PDCA through
training and other means in coordination among employees and their
families, Toyota Group companies and suppliers, and Toyota.
•
Developing risk-resilient individuals.
BCM
A
C
D
P
Training,
etc.
Identify
issues
Solve
issues
Employees
and families
Toyota
Toyota Group companies
and suppliers
Coordinated Activities
Formulation and
Review of BCP
Action Plan in
an Emergency
1. Organization
Chart
2. Operational
Flowchart
3. Operational
Procedure Manual
•
Toyota’s Basic Guidelines (priorities during a disaster)
•
In the event of a disaster, we support the recovery of local communities and
then steadily resume in-house production while making the protection of
employees’ safety the highest priority.
Toyota’s Basic Guidelines (priorities during a disaster)
Humanitarian aid
(lifesaving rst, relief)
1
Early recovery of the affected
areas (communities)
2
Restoration of Toyota’s
operations and production
3
•
Disaster risk reduction system and implementation of emergency drills
•
Establishment of an initial response system divided into three levels:
company-wide, of ce, and workplace levels.
⇒ Through company-wide emergency drills (once a year), in which these
three levels are linked together, and emergency drills held by each
disaster risk reduction block organized at the office level, we work
toward improving the accuracy and effectiveness of our initial responses.
Organizational Structure
Company-wide initial response headquarters
Disaster risk reduction block headquarters
Workplace disaster risk reduction team
Overseeing the company-wide disaster risk reduction system, gathering internal and
external information in the event of an emergency, and determining response polices
Controlling the evacuation of the members of the workplace, giving first aid to the
sick and wounded, first-aid firefighting, etc.
Overseeing the block, gathering information about damage, supporting stranded
commuters, operating a first-aid station, etc.
Company-wide
Office
Workplace
Company-wide initial response headquarters
Disaster risk reduction block headquarters
Workplace disaster risk reduction team
Overseeing the company-wide disaster risk reduction system, gathering internal and
external information in the event of an emergency, and determining response polices
Controlling the evacuation of the members of the workplace, giving first aid to the
sick and wounded, first-aid firefighting, etc.
Overseeing the block, gathering information about damage, supporting stranded
commuters, operating a first-aid station, etc.
Company-
wide
Office
Workplace
Business Continuity Management (BCM)
Risk Management System
Aim
•
Identifying, assessing, and handling signi cant risks through the
development of Toyota’s globally common risk management policy, structure,
and operating procedures.
Initiative
•
Estimating, identifying, and assessing risks in accordance with the Toyota
Global Risk Management StandardTGRS , a company-wide risk
management framework based on the ISO and COSO (Committee for
Sponsoring Organizations of the Treadway Commission).
Signi cant risks
•
Advancing company-wide initiatives in terms of the following matters:
climate change, natural disasters, and geopolitical con icts to supply
chains, business continuity management (BCM) at the head of ce, Toyota
Group companies, and business partners to respond to a wide range of
risks, cybersecurity risks, privacy protection, and internal control risks.
Overview Promoting Sustainability Environment Social Content Index
Governance
Corporate Governance Risk Management Compliance Governance Data
｜
Fundamental Approach
｜
Organizational Structure
｜
Risk Management System
｜
Business Continuity Management (BCM)
｜
Sustainability Data Book
106106
•
Utilization of the Safety Con rmation System
•
In case that a large-scale disaster or incident occurs in Japan, the system
enables employees working, living or staying in the affected area to report
if they and their family members are safe to the company using their
computers or smartphones.
•
Conducting a safety con rmation drill for all employees every year in tandem
with the company-wide emergency drill.
2021 results
•
Safety reporting rate at company-wide drill: 99% (Toyota Motor Corporation)
•
Enhancing awareness of disasters (Toyota Motor Corporation)
Distribution of the
Emergency Handbook
•
Main contents of the Emergency Handbook
•
Safe evacuation behaviors in the event of an
earthquake, a typhoon, heavy rainfall, re or any other
disaster; the provision of rst aid to the injured; and
means to contact family members
•
How to use the Safety Con rmation System
•
The handbook can be viewed on a smartphone
Raising awareness by
displaying information on
computer screen
•
Basic knowledge in consideration of recent years’
increased severity of extreme weather events
•
The “Information for Severe Weather Preparedness”
issued by the Japan Meteorological Agency, and
evacuation information issued by the relevant local
government
•
How local residents should act and evacuate
Discussions at each
workplace
•
Discussions on simulations for disasters
Building a Disaster-resilient Supply Chain
•
Enhancing prompt initial action and early recovery
•
Working with suppliers in each country and region to build a disaster-
resilient supply chain and pushing forward the visualization of supply
chain information and the implementation of measures as precautions
against disasters even in normal times.
•
Visualization of supply chain information: Building the RESCUE* system
•
Building a database based on highly con dential information from
suppliers.
•
Conducting training with suppliers on a regular basis to ensure effective
utilization of the system in the event of a disaster while strictly protecting
suppliers’ con dential information.
⇒ This system is shared with other companies through the Japan
Automobile Manufacturers Association, helping to build a disaster-
resilient supply chain.
•
Advancing equivalent initiatives together with suppliers in each country and
region.
*RESCUE: REinforce Supply Chain Under Emergency
RESCUE System to Store Supply Chain Information
Toyota Motor Corporation RESCUE
Supply chain information database
Sharing of supply chain information
Suppliers
Tier 1
suppliers
Tier 2
suppliers
Tier 3
suppliers
TOYOTA
Registration of supply chain information
Initiatives to Mitigate the Impact of Disasters on
Buildings and Equipment
•
We work to mitigate the impact of disasters on buildings and equipment
in order to reduce any human injury and property damage in the event of a
disaster and resume production immediately after shifting to the business
restoration phase.
•
Buildings:
Our new buildings in Japan suf ciently meet the latest earthquake-resistance
standards. Furthermore, each of our buildings built according to former
earthquake-resistance standards has received earthquake-resistance testing
and been retro tted as needed.
•
Production equipment and the like:
We constantly identify hazards, such as collapse, re and a loss of power
in the event of a disaster, and risks that may affect manufacturing quality
while taking work processes and the characteristics of the machinery
into consideration. To eliminate the identi ed hazards and risks, we make
continuous efforts to incorporate reasonable measures into equipment
speci cations and operational procedures.
•
The know-how regarding the mitigation of the impact of disasters on buildings
and equipment is being put to use in assessing risks and devising measures
at af liates in each country and region.
Humanitarian Aid and Early Recovery for Disaster-
affected Regions
•
Toyota has concluded comprehensive disaster support agreements
with local governments (Toyota City, Miyoshi City, Tahara City, Hekinan City,
and Susono City).
•
Humanitarian support and regional recovery assistance are to be provided
under mutual cooperation with local governments. Toyota is preparing
relevant structures by incorporating necessary provisions in its BCP and
conducting joint training with the local governments.
•
Details of the major support items
•
Rescue and relief in a disaster
•
Provide temporary evacuation facilities to local residents
•
Provide food, drinking water, and daily necessities for distribution through
local governments (local residents)
•
Support cargo handling at municipal relief supply facilities
•
Provide space necessary for restoration of local infrastructure (water
supply and drainage, roads, etc.)
•
Employee participation in local recovery activities
Overview Promoting Sustainability Environment Social Content Index
Governance
Corporate Governance Risk Management Compliance Governance Data
｜
Fundamental Approach
｜
Organizational Structure
｜
Risk Management System
｜
Business Continuity Management (BCM)
｜
Sustainability Data Book
107107
Response to Infectious Diseases
•
Infection prevention and support for frontline medical workers
•
We work to prevent infection and support frontline medical workers while
placing the highest priority on the safety and security of our employees and
their families, customers, suppliers, and other stakeholders.
•
The internal emergency headquarters takes various measures in line with
the instructions of national and local governments in Japan and other
countries/regions.
•
In preparation for any employee or anyone working with us being infected,
a manual that indicates where to report the infection and the method of
disinfection is distributed to all workplaces.
•
We examine and implement various measures that make effective use of
our manufacturing and logistics know-how and the global supply chains of
the automobile industry.
COVID-19 vaccination
Community
support
•
Use of our facilities as vaccination sites
•
Dispatch of our staff members to support doctors, other medical
workers, and vaccination site operators
•
The total number of vaccine doses administered: 122,400 (from the
end of May to the end of October 2021)
Workplace
vaccination
•
Administration of vaccines to our suppliers in the neighborhood and
our employees
•
Use of 17 internal facilities as vaccination sites
1st and 2nd doses: 164,471 doses administered (June to October
2021)
3rd doses: 53,372 doses administered (March to June 2022)
Overview Promoting Sustainability Environment Social Content Index
Governance
Corporate Governance Risk Management Compliance Governance Data
｜
Fundamental Approach
｜
Organizational Structure
｜
Risk Management System
｜
Business Continuity Management (BCM)
｜
Sustainability Data Book
108108
Fundamental Approach
Aim
•
Carry out the Guiding Principles at Toyota* and ful ll the corporate social responsibility
expected of Toyota.
* Honor the language and spirit of the law of every country and region, and undertake open and fair business activities to be a strong
corporate citizen of the world.
Guiding Principles at Toyota
Initiative
•
Formulation of the Toyota Code of Conduct that outlines the basic mindset that all
members of Toyota should have and that shows concrete guidelines for the Guiding
Principles at Toyota.
•
Distribute the booklet to all employees, including secondees and dispatched employees,
to ensure that they are thoroughly familiar with the Toyota Code of Conduct.
•
Provision of various training and education programs, operation of the Speak up Hotline,
and strengthening of compliance through checks.
•
Appointment of Chief Compliance Of cer (CCO) and Deputy Chief Compliance Of cer
(DCCO) (April 2022).
•
Promote compliance activities to ensure that under the support and guidance of CCO
and DCCO, all people working at Toyota act responsibly and in compliance with the
Guiding Principles at Toyota, Toyota Way and the Toyota Code of Conduct.
Toyota Code of Conduct
Compliance Education
Aim
•
Ensure that awareness of compliance extends throughout the company from top
management to each employee.
Initiative
•
For employees:
•
Familiarize employees with various laws and regulations that they must understand when
carrying out their tasks.
•
The Business Compliance Seminar, in which lectures are given by the responsible
division (held every year).
•
e-learning-based training.
•
Individual training courses tailored to speci c needs of in-house divisions and
subsidiaries in Japan.
•
Training at career milestones, such as at the time of joining the company, promotion
and overseas assignment.
Major Training Themes
• Contracts • Antimonopoly Law • Subcontracting Law
• Act against Unjusti able Premiums and Misleading Representations
• Insider Trading Regulations • Act on the Protection of Personal Information
• Intellectual Property (trademarks) • Product Liability Act • Taxation
• Con dentiality Management • Bribery/Corruption Prevention • Safety and Health
• Labor • Export Operations Management etc.
•
For of cers: Thoroughly inform of cers, including members of the Board of Directors, with
basic matters that they must abide by.
Legal Handbook for Corporate Of cers
•
The Handbook explains the various laws, regulations and points that of cers must
observe while performing their duties. It pr
ovides a compr
ehensive explanation of how
to pr
event corruption, including regulations with regar
d to bribery/corruption, insider
trading, con
ict-of-interest transactions and competitive transactions.
•
The Handbook is posted on the company intranet for of cers, and relevant explanations
ar
e provided for newly-appointed of cers.
•
The Handbook is revised annually to re ect amendments to the relevant laws.
Code of Ethics for Directors and Operating Of cers
•
It is a code of ethics that de nes the basic matters that of cers must comply with while
performing their duties, together with inter
nal r
egulations such as the Guiding Principles
at T
oyota and the T
oyota Code of Conduct.
•
It has been formulated by the Board of Directors and is thoroughly informed to of cers.
Compliance
GRI
102-17,30,31,33, 205-1~3, 207-1~3
108 Fundamental Approach
108 Compliance Education
109 Bribery / Corruption Prevention Measures
109 Initiatives for Taxation
109 Speak-up
110 Checks to Enhance Compliance
Updated in October 2022
Overview Promoting Sustainability Environment Social Content Index
Governance
Corporate Governance Risk Management Compliance Governance Data
｜
Fundamental Approach
｜
Compliance Education
｜
Bribery / Corruption Prevention Measures
｜
Initiatives for Taxation
｜
Speak-up
｜
Checks to Enhance Compliance
｜
Sustainability Data Book
109109
Initiatives for Taxation
Aim
•
Conduct tax-related duties of high quality by maintaining compliance on
taxation.
Initiative
•
Formulation of the Toyota Tax Policy
•
Communicate Toyota’s stance on tax payment and taxation policy in an
easily understandable manner and promote stakeholders’ understanding
of it.
•
Disseminate the Tax Policy to all subsidiaries.
Tax Policy
Speak-up
Aim
•
Quickly and appropriately respond to workplace- and duty-related
concerns, complaints or questions that employees and other relevant parties
may have.
Initiative
Speak-up Hotline
•
In the past: Several hotlines were used depending on the type of issue,
including a Compliance Hotline, which allowed employees to
report compliance-related issues, and hotlines for harassment.
At present: These hotlines have been integrated into the “Speak up”
Hotline (since April 2020).
Persons
eligible to use
the hotline
•
As long as the topics of the consultation are matters related to
employees or workplaces
of T
oyota Motor Corporation, the hotline
is open to
not only its employees but also any other thir
d parties,
including employees’ family members and business partners
•
The hotline can also be used anonymously
Methods for
disseminating
information
on the hotline
•
Through various media including the intranet
Handling
•
Applications for consultation can be made through a law rm, the
website and by email or telephone. (Applications through the website
and by email can be made on a 24-hour basis.)
•
The content of a consultation is passed to the division responsible
either anonymously or openly upon r
equest and the details ar
e
investigated car
efully to ensur
e that the person who voiced the
concern is not identied if they wish to remain anonymous
•
It is stipulated in relevant company regulations that unless the
purpose is malicious, seeking a consultation through the hotline and
taking other r
elated actions will
not disadvantage the person who
voiced the concern
•
For cases where an issue is actually identied, appropriate measures
will be taken in accor
dance with company r
egulations such as the
W
ork Regulations
Number of
consultations
received
(FY2022)
•
727 (approx. 1.2 times the number the previous year)
Br
eakdown
• V
iolation of laws, r
egulations and rules: 92
• Financial wrongdoing: 3 • Harassment: 229
• W
orkplace environment/personnel matters: 124
• Opinions/inquiries: 136 • Other issues: 143
Bribery / Corruption Prevention Measures
Aim
•
Promote the eradication of bribery/corruption.
Initiative
•
Formulation of Anti-bribery Guidelines (2012)
•
Formulated the guidelines for internal divisions and for business partners.
Anti-bribery Guidelines (For Business Partners)
Guidelines for internal divisions
Guidelines for business
partners
Major
items
stipulated
•
Prohibition of bribing public ofcials, etc.
•
Prohibition of bribery/corruption of those
who ar
e not public of
cials
•
Preparation and retention of accurate
accounting r
ecor
ds
•
Reporting of improprieties when they are
found
•
Cooperation when investigations are
carried out
•
Points to follow when entering business
partnerships (detailed audits, execution
of contracts)
•
Points to follow related to the payment
of various expenses (gifts, donations,
remunerations, etc.)
•
Reporting impropriety when found/who
to consult
•
Penalties for violation and internal
disciplinary measur
es
•
Prohibition of bribing
public of
cials, etc.
•
Prohibition of bribery/
corruption of those who
ar
e not public of
cials
•
Preparation and retention
of accurate accounting
r
ecords
•
Reporting of improprieties
when they ar
e found
•
Cooperation when
investigations are carried
out
Posted on: The company intranet The company’
s ofcial
website
•
Raise and enhance awareness through various training programs and
activities.
•
In the payment process, ensure that an authorizer (manager) conrms that
the act is not considered bribery.
•
Incorporate bribery/corruption prevention into inspection activities (from
2013), and promote improvement activities aimed at strengthening anti-
bribery systems which include subsidiaries.
FY2022 results
•
No cases involving bribery/corruption-related penalties or dismissal. (Toyota
Motor Corporation)
Overview Promoting Sustainability Environment Social Content Index
Governance
Corporate Governance Risk Management Compliance Governance Data
｜
Fundamental Approach
｜
Compliance Education
｜
Bribery / Corruption Prevention Measures
｜
Initiatives for Taxation
｜
Speak-up
｜
Checks to Enhance Compliance
｜
Sustainability Data Book
110110
Checks to Enhance Compliance
Aim
•
Assess the compliance status of Toyota Motor Corporation and its
subsidiaries in and outside Japan, and make improvements.
Initiative
•
Select elds to be checked by making assessments of risk levels and
importance for Toyota, and conduct checks. (Conducted every year)
•
For issues identi ed through checks and points that need to be improved,
incorporate them into the next scal year’s action plans to ensure continuous
attention and improvement.
•
Conduct interviews with subsidiaries to understand their compliance efforts
and provide support when needed.
Checks carried out in FY2022
Checks in terms of compliance with the Antimonopoly Law, bribery/
corruption prevention, violations of the Act on the Protection of
Personal Information, etc.
Activity
Individual
divisions
Within Toyota Motor
Corporation
Secretarial and
responsible divisions
Divisions managing subsidiaries
Self-inspection
Self-improvement
Reect in hoshin
(annual plan)
P
A D
C
Feedback
Support for
improvement
Self-inspection
Self-improvement
Reect in hoshin
(annual plan)
P
A D
C
Subsidiary
Self-inspection
Self-improvement
Reect in hoshin
(annual plan)
P
A D
C
Second-tier Subsidiary
Distribution
and collection
of inspection
sheets
Report and response procedures
No issue is identied.
An issue is identied.
Holding of consultation and conrmation of the contents
Investigation into the details (taking of evidence, interviews with parties concerned, etc.)
Judgment on whether or not the claimed violation of law, harassment or the like was the case
Corrective action, recurrence prevention
measures, etc. against the violation
Provision of feedback to the person who voiced the concern
(except in the case where the person who voiced the concern
is unknown or does not wish to receive feedback)
Toyota Consolidated Helpline
•
Employees of Toyota’s subsidiaries in Japan and their family members may
use this hotline as an option other than the hotline of their own companies
when they have compliance-related questions regarding their companies.
(The Helpline is run by an outside law rm as a subcontractor.)
Overview Promoting Sustainability Environment Social Content Index
Governance
Corporate Governance Risk Management Compliance Governance Data
｜
Fundamental Approach
｜
Compliance Education
｜
Bribery / Corruption Prevention Measures
｜
Initiatives for Taxation
｜
Speak-up
｜
Checks to Enhance Compliance
｜
Sustainability Data Book
111111
A
Governance
TMC: Toyota Motor Corporation
FY2020 FY2021 FY2022
Number of Directors
Persons
9 9 9
Male 8 8 8
Female 1 1 1
Outside Directors (independent of cers) 3 3 3
Number of cases involving bribery/corruption-
related penalties or dismissal (TMC)
Cases
ー
*1
0 0
Number of consultations to the Speak-up
Hotline (TMC)
179
*2
624 727
*1 Disclosure commenced in FY2021
*2 Number of consultations to the Compliance Hotline
In April 2020, several hotlines, including the Compliance Hotline, which allowed employees to report compliance-related issues,
and hotlines for harassment, were integrated into the “Speak up” Hotline.
Governance Data
Updated in October 2022
Overview Promoting Sustainability Environment Social Content Index
Governance
Corporate Governance Risk Management Compliance Governance Data
Sustainability Data Book
113
Topic
Accounting Metric
Code
Response
Product Safety Percentage of vehicle models rated by NCAP programs with an overall 5-star
safety rating, by region
TR-AU-250a.1
Vehicle Safety
>
External Safety Evaluations
Number of safety-related defect complaints, percentage investigated
TR-AU-250a.2
Quality and Service
>
Quality Risk Management
Quality and Service
>
Coping with Quality Problems
Social Data
>
Quality
Number of vehicles recalled
TR-AU-250a.3
Quality and Service
>
Coping with Quality Problems
Social Data
>
Quality
Labor Practices Percentage of active workforce covered under collective bargaining
agreements
TR-AU-310a.1
Respect for Human Rights
>
Initiatives for Freedom of Association
(1) Number of work stoppages and
(2) total days idle
TR-AU-310a.2
Social Data
>
Employees
Fuel Economy & Use-phase Emissions Sales-weighted average passenger fleet fuel economy, by region
TR-AU-410a.1
Environmental Data [E] Average CO
2
Emissions from New Vehicles: Global
Number of
(1) zero emission vehicles (ZEV),
(2) hybrid vehicles, and
(3) plug-in hybrid vehicles sold
TR-AU-410a.2
New Vehicle Zero CO
2
Emissions Challenge
>
Promoting widespread use of electrified vehicles
Environmental Data [F] Electrified Vehicles Sales: Global
Discussion of strategy for managing fleet fuel economy and emissions risks
and opportunities
TR-AU-410a.3
Climate-related Financial Disclosures Based on TCFD Recommendations
>
Strategy
New Vehicle Zero CO
2
Emissions Challenge
Materials Sourcing Description of the management of risks associated with the use of critical
materials
TR-AU-440a.1
Respect for Human Rights
>
Investigation and disclosure on the use of Conflict Minerals
Materials Sourcing Total amount of waste from manufacturing, percentage recycled
TR-AU-440 b.1
Environmental Data [R] Waste: Global
Weight of end-of-life material recovered, percentage recycled
TR-AU-440b.2
Environmental Data [O] Information on Vehicles Recycled in Accordance with SASB Standards: Toyota Group
Average recyclability of vehicles sold
TR-AU-440b.3
Environmental Data [M] Vehicles Recycled in Accordance with the End-of-life Vehicle Recycling Law: Toyota Motor Corporation
Number of vehicles manufactured
TR-AU-000.A
Company Profile
Number of vehicles sold
TR-AU-000.B
Company Profile
Overview Promoting Sustainability Environment Social Governance
Content Index
SASB Content Index GRI Content Index
SASB Content Index
Updated in October 2022
Sustainability Data Book
114
2. Strategy
G102-14
Statement from senior decision-maker
Message from Management
G102-15
Key impacts, risks, and opportunities
Risk Management
Climate-related Financial Disclosures Based on TCFD
Recommendations
>
Strategy
New Vehicle Zero CO
2
Emissions Challenge
Plant Zero CO
2
Emissions Challenge
Life Cycle Zero CO
2
Emissions Challenge
Challenge of Minimizing and Optimizing Water Usage
Challenge of Establishing a Recycling-based Society and Systems
Challenge of Establishing a Future Society in Harmony with Nature
Form 20-F "KEY INFORMATION"
3. Ethics and integrity
G102-16
Values, principles, standards, and norms of behavior
Vision & Philosophy
Toyota Earth Charter
G102-17
Mechanisms for advice and concerns about ethics
Compliance
4. Governance
G102-18
Governance structure
Corporate Governance
Promoting Sustainability
G102-19
Delegating authority
Promoting Sustainability
General Disclosures
Code
Requirements
Publication Pages
1. Organizational profile
G102-1
Name of the organization
Overview
G102-2
Activities, brands, products, and services
Profile
G102-3
Location of headquarters
Overview
G102-4
Location of operations
Facilities
G102-5
Ownership and legal form
Overview
G102-6
Markets served
Profile
G102-7
Scale of the organization
Profile
G102-8
Information on employees and other workers
Social Data
>
Employees
G102-9
Supply chain
Value Chain Collaboration
>
Initiatives with Suppliers
Policy and Environmental Management
>
Initiatives with Suppliers
G102-10
Significant changes to the organization and its supply chain
Form 20-F "KEY INFORMATION", "INFORMATION ON THE COMPANY"
G102-11
Precautionary Principle or approach
Toyota Environmental Challenge 2050
Climate-related Financial Disclosures Based on TCFD
Recommendations
>
Metrics and Targets
Risk Management
Form 20-F "KEY INFORMATION", "INFORMATION ON THE COMPANY"
G102-12
External initiatives
Promoting Sustainability
>
Stakeholder engagement
Respect for Human Rights
G102-13
Membership of associations
Promoting Sustainability
Respect for Human Rights
Code
Requirements
Publication Pages
Code
Requirements
Publication Pages
Code
Requirements
Publication Pages
GRI Content Index
Updated in October 2022
Overview Promoting Sustainability Environment Social Governance
Content Index
SASB Content Index GRI Content Index
Sustainability Data Book
115
G102-20
Executive-level responsibility for economic, environmental,
and social topics
Promoting Sustainability
G102-21
Consulting stakeholders on economic, environmental, and
social topics
Promoting Sustainability
G102-22
Composition of the highest governance body and its
committees
Corporate Governance Reports
EXECUTIVES
G102-23
Chair of the highest governance body
Corporate Governance Reports
G102-24
Nominating and selecting the highest governance body
Corporate Governance
Corporate Governance Reports
G102-25
Conflicts of interest
Corporate Governance Reports
G102-26
Role of highest governance body in setting purpose, values,
and strategy
Message from Management
Vision & Philosophy
Promoting Sustainability
G102-27
Collective knowledge of highest governance body
Promoting Sustainability
Corporate Governance
>
Corporate Governance Structure
G102-28
Evaluating the highest governance body's performance
Corporate Governance Reports
G102-29
Identifying and managing economic, environmental, and
social impacts
Promoting Sustainability
Corporate Governance Reports
Policy and Environmental Management
>
Environmental Management
Climate-related Financial Disclosures Based on TCFD
Recommendations
>
Governance
G102-30
Effectiveness of risk management processes
Risk Management
Compliance
Corporate Governance Reports
Climate-related Financial Disclosures Based on TCFD
Recommendations
>
Governance
G102-31
Review of economic, environmental, and social topics
Risk Management
Compliance
Corporate Governance Reports
G102-32
Highest governance body's role in sustainability reporting
Promoting Sustainability
Climate-related Financial Disclosures Based on TCFD
Recommendations
>
Governance
G102-33
Communicating critical concerns
Risk Management
Compliance
Corporate Governance Reports
Climate-related Financial Disclosures Based on TCFD
Recommendations
>
Governance
G102-34
Nature and total number of critical concerns
ー
G102-35
Remuneration policies
Corporate Governance
>
Executive Compensation
G102-36
Process for determining remuneration
Corporate Governance
>
Executive Compensation
Form 20-F "DIRECTORS, SENIOR MANAGEMENT AND EMPLOYEES",
"CORPORATE GOVERNANCE"
G102-37
Stakeholders' involvement in remuneration
Form 20-F "DIRECTORS, SENIOR MANAGEMENT AND EMPLOYEES",
"CORPORATE GOVERNANCE"
G102-38
Annual total compensation ratio
ー
G102-39
Percentage increase in annual total compensation ratio
ー
5. Stakeholder engagement
G102-40
List of stakeholder groups
Promoting Sustainability
>
Stakeholder engagement
G102-41
Collective bargaining agreements
Respect for Human Rights
G102-42
Identifying and selecting stakeholders
Promoting Sustainability
>
Stakeholder engagement
G102-43
Approach to stakeholder engagement
Promoting Sustainability
>
Stakeholder engagement
G102-44
Key topics and concerns raised
Promoting Sustainability
>
Stakeholder engagement
Code
Requirements
Publication Pages
Code
Requirements
Publication Pages
Overview Promoting Sustainability Environment Social Governance
Content Index
SASB Content Index GRI Content Index
Sustainability Data Book
116
Challenge of Establishing a Recycling-based Society and Systems
Challenge of Establishing a Future Society in Harmony with Nature
G103-2
The management approach and its components
Promoting Sustainability
Toyota Earth Charter
Climate-related Financial Disclosures Based on TCFD
Recommendations
>
Risk Management
2030 Milestone
Seventh Toyota Environmental Action Plan-2025 Target
Results of the Seventh Toyota Environmental Action Plan (Detail)
Policy and Environmental Management
>
Environmental Management
Policy and Environmental Management
>
Initiatives with Suppliers
G103-3
Evaluation of the management approach
External Recognition
Promoting Sustainability
2030 Milestone
Results of the Seventh Toyota Environmental Action Plan (Detail)
Policy and Environmental Management
>
Environmental Management
Policy and Environmental Management
>
Initiatives with
Suppliers
>
CDP Supply Chain Program
Economic
Code
Requirements
Publication Pages
Economic Performance
G201-1
Direct economic value generated and distributed
Social Contribution Activities
G201-2
Financial implications and other risks and opportunities due
to climate change
Climate-related Financial Disclosures Based on TCFD
Recommendations
>
Strategy
6. Reporting practice
G102-45
Entities included in the consolidated financial statements
Form 20-F "INFORMATION ON THE COMPANY"
G102-46
Defining report content and topic Boundaries
Editorial Policy
G102-47
List of material topics
Promoting Sustainability
>
Materiality (key issues)
G102-48
Restatements of information
Editorial Policy
G102-49
Changes in reporting
Editorial Policy
G102-50
Reporting period
Editorial Policy
G102-51
Date of most recent report
Update History
G102-52
Reporting cycle
Editorial Policy
G102-53
Contact point for questions regarding the report
Sustainability Management Dept.
G102-54
Claims of reporting in accordance with the GRI Standards
Sustainability Data Book has been prepared in accordance with the GRI
Standards: Comprehensive option
G102-55
GRI content index
GRI Content Index
G102-56
External assurance
Third-party Verification
Management Approach
Code
Requirements
Publication Pages
G103-1
Explanation of the material topic and its Boundary
Promoting Sustainability
>
Materiality (key issues)
New Vehicle Zero CO
2
Emissions Challenge
Plant Zero CO
2
Emissions Challenge
Life Cycle Zero CO
2
Emissions Challenge
Challenge of Minimizing and Optimizing Water Usage
Code
Requirements
Publication Pages
Code
Requirements
Publication Pages
Overview Promoting Sustainability Environment Social Governance
Content Index
SASB Content Index GRI Content Index
Sustainability Data Book
117
Anti-competitive Behavior
G206-1
Legal actions for anti-competitive behavior, anti-trust, and
monopoly practices
ー
Tax
G207-1
Approach to tax
Compliance
>
Initiatives for Taxation
G207-2
Tax governance, control and risk management
G207-3
Stakeholder engagement and management concerns related
to tax
G207-4
Country-by-country reporting
ー
Environmental
Code
Requirements
Publication Pages
Materials
G301-1
Materials used by weight or volume
Environmental Data [L] Raw Materials Used and Recycled Materials Use
Rate: Global
Environmental Data [N] Remanufactured and Used Parts Supplied (for
Repair and Replacement): Toyota Motor Corporation
G301-2
Recycled input materials used
Environmental Data [L] Raw Materials Used and Recycled Materials Use
Rate: Global
Environmental Data [N] Remanufactured and Used Parts Supplied (for
Repair and Replacement): Toyota Motor Corporation
G301-3
Reclaimed products and their packaging materials
Challenge of Establishing a Recycling-based Society and
Systems
>
Toyota Global Car-to-Car Recycle Project―A Resource
Recycling Initiative that Considers the Entire Vehicle Life Cycle
Environmental Data [P] Parts Recycled: Toyota Motor Corporation
Environmental Data [M] Vehicles Recycled in Accordance with the End-
of-life Vehicle Recycling Law: Toyota Motor Corporation
Environmental Data [N] Remanufactured and Used Parts Supplied (for
Repair and Replacement): Toyota Motor Corporation
New Vehicle Zero CO
2
Emissions Challenge
Plant Zero CO
2
Emissions Challenge
Life Cycle Zero CO
2
Emissions Challenge
G201-3
1.Defined benefit plan obligations and other retirement plans
Form 20-F "FINANCIAL INFORMATION"
G201-4
2.Financial assistance received from government
ー
Market Presence
G202-1
1.Ratios of standard entry level wage by gender compared to
local minimum wage
ー
G202-2
2.Proportion of senior management hired from the local
community
ー
Indirect Economic Impacts
G203-1
Infrastructure investments and services supported
Challenge of Establishing a Recycling-based Society and
Systems
>
Toyota Global 100 Dismantlers Project to Establish Social
Systems for Appropriate Treatment of End-of-life Vehicles
Challenge of Establishing a Recycling-based Society and
Systems
>
Toyota Global Car-to-Car Recycle Project―A Resource
Recycling Initiative that Considers the Entire Vehicle Life Cycle
G203-2
Significant indirect economic impacts
Vehicle Safety
Social Contribution
Procurement Practices
G204-1
Proportion of spending on local suppliers
Social Data
>
Supply Chain
Anti-corruption
G205-1
Operations assessed for risks related to corruption
Compliance
Form 20-F "DIRECTORS, SENIOR MANAGEMENT AND EMPLOYEES",
"CORPORATE GOVERNANCE"
G205-2
Communication and training about anti-corruption policies
and procedures
Form 20-F "DIRECTORS, SENIOR MANAGEMENT AND EMPLOYEES",
"CORPORATE GOVERNANCE"
Value Chains Collaboration
Compliance
G205-3
Confirmed incidents of corruption and actions taken
Compliance
Code
Requirements
Publication Pages
Code
Requirements
Publication Pages
Overview Promoting Sustainability Environment Social Governance
Content Index
SASB Content Index GRI Content Index
Sustainability Data Book
118
Emissions
G305-1
Direct (Scope 1) GHG emissions
Environmental Data [A] CO
2
Emissions & CO
2
Emissions Intensity Scope 1
(Direct Emissions) & Scope 2 (Energy Indirect Emissions): Global
Environmental Data [B] Greenhouse Gases Emissions from Sources
Other Than Energy Source CO
2
Scope 1 (Direct Emissions) & Scope 2
(Energy Indirect Emissions): Global
G305-2
Energy indirect (Scope 2) GHG emissions
Environmental Data [A] CO
2
Emissions & CO
2
Emissions Intensity Scope 1
(Direct Emissions) & Scope 2 (Energy Indirect Emissions): Global
G305-3
Other indirect (Scope 3) GHG emissions
Life Cycle Zero CO
2
Emissions Challenge
Environmental Data [C] CO
2
Emissions: Scope 3 (Other indirect emissions);
Global
G305-4
GHG emissions intensity
Environmental Data [A] CO
2
Emissions & CO
2
Emissions Intensity Scope 1
(Direct Emissions) & Scope 2 (Energy Indirect Emissions): Global
G305-5
Reduction of GHG emissions
New Vehicle Zero CO
2
Emissions Challenge
>
Average CO
2
Emissions
from New Vehicles: Global, Chart
New Vehicle Zero CO
2
Emissions Challenge
>
Promoting widespread use
of electrified vehicles
Plant Zero CO
2
Emissions Challenge
>
CO
2
Emissions at Global Plant, Chart
Plant Zero CO
2
Emissions Challenge
>
Reducing CO
2
Emissions in
Production Activities
Environmental Data [E] Average CO
2
Emissions from New Vehicles: Global
G305-6
Emissions of ozone-depleting substances (ODS)
Policy and Environmental Management
>
Environmental
Management
>
Major Targets and Progress
G305-7
Nitrogen oxides (NOX), sulfur oxides (SOX), and other
significant air emissions
Environmental Data [T] VOC Emissions: Global
Environmental Data [U] Water Discharge: Global
Waste
G306-1
Waste generation and significant waste-related impacts
ー
G306-2
Management of significant waste-related impacts
Challenge of Establishing a Recycling-based Society and Systems
Environmental Data [Q] Bulk Supply System Oil Supply Rate: Toyota
Motor Corporation
Policy and Environmental Management
>
Environmental
Management
>
Risk Management and Compliance
Policy and Environmental Management
>
Environmental
Management
>
Major Targets and Progress
Energy
G302-1
Energy consumption within the organization
Environmental Data [G] Energy Used & Energy Intensity: Global
G302-2
Energy consumption outside of the organization
―
ー
G302-3
Energy intensity
Environmental Data [G] Energy Used & Energy Intensity: Global
G302-4
Reduction of energy consumption
Environmental Data [G] Energy Used & Energy Intensity: Global
Plant Zero CO
2
Emissions Challenge
G302-5
Reductions in energy requirements of products and services
New Vehicle Zero CO
2
Emissions Challenge
>
Reduce global―average
CO
2
emissions from new vehicles
New Vehicle Zero CO
2
Emissions Challenge
>
Promoting widespread use
of electrified vehicles
Environmental Data [E] Average CO
2
Emissions from New Vehicles:
Global
Water
G303-1
Interactions with water as a shared resource
Challenge of Minimizing and Optimizing Water Usage
G303-2
Management of water discharge-related impacts
Challenge of Minimizing and Optimizing Water Usage
G303-3
Water withdrawal
Environmental Data [H] Water Withdrawal: Global
G303-4
Water discharge
Environmental Data [I] Water Discharge: Global
G303-5
Water consumption
Environmental Data [J] Water Consumption: Global
Biodiversity
G304-1
Operational sites owned, leased, managed in, or adjacent to,
protected areas and areas of high biodiversity value outside
protected areas
ー
G304-2
Significant impacts of activities, products, and services on
biodiversity
ー
G304-3
Habitats protected or restored
ー
G304-4
IUCN Red List species and national conservation list species
with habitats in areas affected by operations
ー
Code
Requirements
Publication Pages
Code
Requirements
Publication Pages
Overview Promoting Sustainability Environment Social Governance
Content Index
SASB Content Index GRI Content Index
Sustainability Data Book
119
G403-5
Worker training on occupational health and safety
Health and Safety
G403-6
Promotion of worker health
G403-7
Prevention and mitigation of occupational health and safety
impacts directly linked by business relationships
G403-8
Workers covered by an occupational health and safety
management system
G403-9
Work-related injuries
G403-10
Work-related ill health
Training and Education
G404-1
Average hours of training per year per employee
Human Resource Development
G404-2
Programs for upgrading employee skills and transition
assistance programs
G404-3
Percentage of employees receiving regular performance and
career development reviews
Diversity and Equal Opportunity
G405-1
Diversity of governance bodies and employees
Corporate Governance Reports
Social Data
>
Employees
G405-2
Ratio of basic salary and remuneration of women to men
ー
Non-discrimination
G406-1
Incidents of discrimination and corrective actions taken
ー
Freedom of Association and Collective Bargaining
G407-1
Operations and suppliers in which the right to freedom of
association and collective bargaining may be at risk
ー
Child Labor
G408-1
Operations and suppliers at significant risk for incidents of
child labor
ー
Forced or Compulsory Labor
G409 -1
Operations and suppliers at significant risk for incidents of
forced or compulsory labor
Respect for Human Rights
G306-3
Waste generated
Environmental Data [R] Waste: Global
G306-4
Waste diverted from disposal
Environmental Data [L] Raw Materials Used and Recycled Materials Use
Rate
Environmental Data [N] Remanufactured and Used Parts Supplied (for
Repair and Replacement): Toyota Motor Corporation
G306-5
Waste directed to disposal
ー
Environmental Compliance
G307-1
Non-compliance with environmental laws and regulations
Policy and Environmental Management
>
Environmental
Management
>
Risk Management and Compliance
Supplier Environmental Assessment
G308-1
New suppliers that were screened using environmental
criteria
Policy and Environmental Management
>
Initiatives with Suppliers
G308-2
Negative environmental impacts in the supply chain and
actions taken
Policy and Environmental Management
>
Initiatives with Suppliers
Social
Code
Requirements
Publication Pages
Employment
G401-1
New employee hires and employee turnover
Social Data
>
Employees
G401-2
Benefits provided to full-time employees that are not
provided to temporary or part-time employees
ー
G401-3
Parental leave
Social Data
>
Employees
Labor/Management Relations
G402-1
Minimum notice periods regarding operational changes
ー
Occupational Health and Safety
G403-1
Occupational health and safety management system
Health and Safety
G403-2
Hazard identification, risk assessment, and incident
investigation
G403-3
Occupational health services
G403-4
Worker participation, consultation, and communication on
occupational health and safety
Code
Requirements
Publication Pages
Code
Requirements
Publication Pages
Overview Promoting Sustainability Environment Social Governance
Content Index
SASB Content Index GRI Content Index
Sustainability Data Book
120
Marketing and Labeling
G417-1
Requirements for product and service information and
labeling
Quality and Service
>
Helping Customers Use Their Vehicles Safely
G417-2
Incidents of non-compliance concerning product and service
information and labeling
ー
G417-3
Incidents of non-compliance concerning marketing
communications
ー
Customer Privacy
G418-1
Substantiated complaints concerning breaches of customer
privacy and losses of customer data
Information Security
Privacy
Socioeconomic Compliance
G419-1
Non-compliance with laws and regulations in the social and
economic area
ー
Security Practices
G410-1
Security personnel trained in human rights policies or
procedures
ー
Rights of Indigenous Peoples
G411-1
Incidents of violations involving rights of indigenous peoples
ー
Human Rights Assessment
G412-1
Operations that have been subject to human rights reviews
or impact assessments
Respect for Human Rights
G412-2
Employee training on human rights policies or procedures
G412-3
Significant investment agreements and contracts that include
human rights clauses or that underwent human rights
screening
Local Communities
G413-1
Operations with local community engagement, impact
assessments, and development programs
Social Contribution Activities
Results of the Seventh Toyota Environmental Action Plan (Detail)
Environment
G413-2
Operations with significant actual and potential negative
impacts on local communities
ー
Supplier Social Assessment
G414-1
New suppliers that were screened using social criteria
Value Chain Collaboration
>
Initiatives with Suppliers
G414-2
Negative social impacts in the supply chain and actions taken
Value Chain Collaboration
>
Initiatives with Suppliers
Respect for Human Rights
Public Policy
G415-1
Political contributions
ー
Customer Health and Safety
G416-1
Assessment of the health and safety impacts of product and
service categories
Vehicle Safety
Quality and Service
Information Security
Privacy
G416-2
Incidents of non-compliance concerning the health and
safety impacts of products and services
Quality and Service
>
Coping with Quality Problems
Code
Requirements
Publication Pages
Code
Requirements
Publication Pages
Overview Promoting Sustainability Environment Social Governance
Content Index
SASB Content Index GRI Content Index
