CSR Report 2011

Contents
■Toyota A uto B ody Profile
2
■Top Message
5
■Corporate Princ iples
7
■Topic s
Editorial Policy
In 1999, Toyota Auto Body Co., Ltd. first published
an Environment Report that later became the
11
■Environmental A spec ts
Envir onm e nt a l Policies
14
Energy and Global Warming 15
Environment and Social Report. In 2010, the report
name was changed to CSR Report, which is the
13th yearly report that Toyota Auto Body has
published.
This year in particular, we at Toyota Auto Body
have structured special features of our CSR
R esour ce R ecycling
17
Subst a nces of C once r n
18
Environmental Management 19
Environmental Topics
21
activities to make efforts easy to understand in
talking about “the way we desire to be“ and
“considerations”for each theme.
Furthermore, for those interested in learning more,
detailed data is now available for viewing from the
■Soc ial A spec ts
Cust om e r R e la t ions
22
main report text.
Business Partner Relations 27
On the last page of this report, we welcome all
C ommunit y R ela t ions
29
Em ployee R ela t ions
32
opinions through an electronic survey.
■Financ ial Data
38
Report Scope and Period
Report scope
: Toyota Auto Body Co., Ltd., and consolidated companies
Reported Period : In principle, this report is to cover from April 2010 through March, 2011;
however, this period is extended for items in progress that may lead to a deeper
understanding of our activities.
1
■Toyota Auto Body Profile
Overview
Toyota Auto Body Co., Ltd.
Head Office
100, Kanayama Ichiriyama-cho, Kariya City, Aichi Prefecture, Japan
Established
August 31, 1945
Representative
President, Takuji Amioka
Paid-in Captal
10.371 billion yen
Total sales
1,462.6 billion yen(FY2010 consolidated)
Number of employees
16,872 (End of March 2011 consolidated)
Manufacturing facilities
Head Office ／ Fujimatsu Plant
Inabe Plant、Yoshiwara Plant、Kariya Plant、
Kotobuki New Development Center
Re l ated
I n fo r ma tion
Company Name
Main Products
Company Outline
Product Lineup
Mini Van
Alphard
Vellfire
Commercial Vehicles / commuter
Hiace
Special-Purpose
Vehicles
Freezer & Refrigerator
vehicle
Coaster
Estima
Voxy
SUV
Land Cruiser 200
Sedan
Land Cruiser 70
Pickup (Export model)
Welfare Vehicles (WelCab)
Wheelchair-accessible
Vehicle
Side Lift-up Seat Vehicle
Noah
Prius
Electric Vehicle
Specially-equipped
Friend-Matic Vehicle
（Well Carry）
Electric Vehicle COMS
2
■Toyota Auto Body Profile
Main Business Sites
Production Bases
Development Bases
Head Office･Fujimatsu Plant
Development Center
100, Kanayama Ichiriyama-cho,
Kariya City, Aichi Prefecture
Inside Head office / Fujimatsu Plant
Main products
Estima、Estima HV
Voxy、Noah、Prius
Kariya Plant
2-1, Showa-cho, Kariya City,
Aichi Prefecture
Production Technology Center
Inside Head office / Fujimatsu Plant
Main products
Welfare vehicles (Welcab)
Inabe Plant
10, Ichinohara Inabe-cho, Inabe City,
Mie Prefecture
Main products
Alphard、Vellfire
Hiace、Regius Ace
Hiace for Europe (Export model）
Kotobuki
New Development Center
1-36-1, Kotobuki-cho, Toyota City,
Aichi Prefecture
Yoshiwara Plant
25, Kamifujiike Yoshiwara-cho,
Toyota City, Aichi Prefecture
Main products
Land Cruiser 200
Lexus LX570（Export Model）
Land Cruiser 70（Export Model）
Coaster
Domestic and Overseas Consolidated Subsidiary Companies
Domestic Consolidated Subsidiary Companies / Production Company
Gifu Auto Body Co., Ltd.
Tokai Utility Motor Co., Ltd.
Ace Industry Co., Ltd.
Tokai Parts Industry Co., Ltd.
Toyota Body Seiko Co., Ltd.
3
■Toyota Auto Body Profile
Domestic Consolidated Subsidiary Companies / Others
TABMEC Co., Ltd.
Toyota Auto Body R&D Co., Ltd.
Life Service & Security Corporation
Inatec Co., Ltd.
Life Creation Co., Ltd.
Life Support Co., Ltd.
Overseas Consolidated Subsidiary Companies / Production Company
P.T.Sugity Creatives
（Indonesia）
PT.TOYOTA AUTO BODY-TOKAI
EXTRUSION
（Indonesia）
Chun Shyang Shin Yeh
Industry Co., Ltd.
Thai Auto Conversion Co., Ltd.
（Republic of China（Taiwan））
（Thailand）
Auto Parts Manufacturing
Mississippi Inc.
TOYOTA AUTO BODY(MALAYSIA)
SDN. BHD.
（Malaysia）
（U.S.A.）
Related
Information
Overseas Subsidiary
4
■Top Message
Contributing to Society Through Vehicle Manufacturing
That Satisfies Customer Expectations
Takuji Amioka
President,
Toyota Auto Body Co., Ltd.
Dramatic decreases in demand in the global automotive market resulting from the economic
recession originating from the U.S. financial crisis of 2008 saw unprecedented expansion of vehicle
production to more than 75 million units in 2010 in new market countries, such as China. With such
demand continuing to recover, record sales gained further momentum in newly developing countries
which made up 50% of worldwide new vehicle sales. Moreover, against a backdrop of heightened
awareness of environmental issues, competition to develop environmentally-oriented vehicles is now
severe with rising crude oil prices and systems of preferential taxation in countries throughout the
world. For us at Toyota Auto Body as well, a central management concern hereafter is our awareness
of“business expansion overseas”and“development of environmental technology”which centers
on newly developing countries.
The Toyota Auto Body 2020 vision calls for“aiming to be a complete vehicle manufacturer, adding
specially-equipped vehicles and welfare vehicles to our core of commercial vehicles, minivans, and
SUVs. Toyota Auto Body, mainly responsible for the product range in development and production
within the Toyota Group, has secured market share and displayed our strength domestically; however,
we have not yet fully reached overseas in regions with greatly expected future market growth.
In 2011, we at Toyota Auto Body further strengthened activities for initiating market research of
markets in newly-developing countries in Central and South America, Africa, the Association of South
East Asian Nations(ASEAN), and China by progressing with creation of a system that allows making
proposals, grasping customer needs, and swiftly planning products.
We further combine these activities with continuously calling on our employees to“better know the
world”in order to achieve heightened global awareness.
In providing quality products at reasonable prices, we must further localize production. Even though
our first North American base of production will begin production this fall, we will strengthen our
coordination with Toyota Motor Corporation and business base abroad where markets grow.
5
■Top Message
In addition, with the need to further develop environmental technology amidst severe global
competition in which it is not possible to survive, it is imperative to progress with improvement
efforts and technologic developments in all processes ranging from raw materials to methods of
manufacturing. Toyota Auto Body is directing efforts into creating plants which harmonize with
nature and coexist with our communities in progressing to reduce CO2 and save energy during
production. We are also making efforts to research and develop very small electric next generation
models and plant materials with the aim to become carbon neutral. Our efforts also promote
planned light-weight vehicle bodies to meet more stringent mid-to long-term environmental
regulations in Europe and other regions.
Great damage resulted from the March 2011 the Great East Japan Earthquake. We at Toyota
Auto Body Group are doing all we can to provide support those who suffered in the quake and
ensuing tsunami, and we genuinely seek a rapid recovery for the safety of all people in the
disaster areas. The strength of Japanese to assist one another was strongly felt in this disaster.
We at Toyota Auto Body firmly believe Japan will overcome such unprecedented challenges.
Industry is said to be a public institution of our society. Indeed, Toyota Auto Body provides a
useful service in society, and we will hereafter provide vehicles which meet our expectations, as
well as those of the elderly, the handicapped, and our customers throughout the world in looking
to continue as a corporation needed by society.
We at Toyota Auto Body have compiled this CSR report for our CSR activities to be understood
by many in society. We welcome and appreciate all opinions concerning our efforts.
June 2011
The Estima welfare vehicle developed and manufactured at Toyota Auto Body
6
■Corporate Philosophy
Company Motto
（Created in 1963）
Fundamental Principles （Created in 1995、revised in 2004）
Company Motto
Toyota Auto Body stand in the view of the
world with the aim to support research and
manufacturing while contributing to society
with our fine products with tireless efforts
to advance the work of our company.
Development:
Respect for timing and innovative
thinking and to always be ahead
of current trends and styles.
Peace and Amity:
Measure cooperation and
openness by loyalty and trust.
Appreciation:
Reflection should be the nourisment
for the enterprising spirit, and one
should live happily with one’s
diligent labor.
1. Toyota Auto Body is a corporation that contributes to
building a plentiful society and also gains trust from the
international community, which are both based on
open and fair corporate ethics in harmony with the
environment.
2. Toyota Auto Body will provide “fine products” to
enrich our living environment through research and
manufacturing, while placing priority on the customer.
3. Toyota Auto Body will invigorate the organization and
its workers, and also create a corporate climate of
creative power and energy for growth of the enterprise
and happiness of company employees.
4. Toyota Auto Body will build relationships of trust with
our business partners and make efforts to strengthen
management practices, thereby creating prosperous
coexistence and long-term stable growth.
CSR Policy “Contribution Towards Sustainable Development”
Positioning of the CSR policy
Basic Principles
CSR Policy
Toyota Auto Body 2020 Vision
Contribution towards
Sustainable Development
Toyota Way
CSR Policy
Mid-term Management Plans
Company Policies and
Departmental Policies
Daily Business
“CSR Policy”
“Our Promise”
CSR Policy
(Toyota AutoBody Group Action Policy)
Since 2009, Toyota Motor Corporation and
Toyota Auto Body have shared a CSR policy,
which we at Toyota Auto Body are aiming to share
and carry out with our consolidated subsidiary
companies, support the purpose of CSR policy
with our suppliers, and act based on this support.
( Action )
“Our Priorities”
7
■Corporate Philosophy
Corporate Governance
Fundamental Thinking
We at Toyota Auto Body, in raising our fundamental principles of open and fair business activities,
look to improve corporate value through strengthening competition and continuous business
growth, and we also aim to contribute to society which trusts us. To realize these principles, we
place importance on achieving and strengthening corporate governance and we are making
efforts toward personnel development in constructing a sound corporate culture and pursuing
continuous improvement of the system that secures proper business execution.
Establishing Independent Members to Enhance Management Transparency
The arrival of the introduction of an executive member system at Toyota Auto Body allows for swift
decision making in business strategy development and accelerating operations. In addition, we
have established various committees within Toyota Auto Body for enhancing management
transparency in fulfilling our corporate responsibilities. These committees execute monitoring and
discussion concerning management methods and corporate action.
Toyota Auto Body is using an auditing system for managerial monitoring. In June 2010, we
appointed one independent auditing member from among auditors in order to enhance
transparency.
Toyota Auto Body Corporate Governance
Shareholder’s Meeting
Appointment and Oversight
Board of Auditors
Auditing
（From among the
majority of external
Coordination
auditors, one
independent auditor）
Reporting
Board of
Directors
・CSR Commitee
Reporting
・Corporate Ethics Committee
・Product Environment Committee
・Production Environment Committee
Accounting
Audit
Accounting
Auditor
・Social Contribution Committee
Audit
Corporate
Officer
・Central Safety and Health Committee
・Disaster-prevention Committee, etc.
Department
Internal Auditing
Guidance
Reporting
Individual departments
8
■Corporate Philosophy
Compliance
Thorough Compliance and Improved Awareness
The“Corporate Ethics Committee”has been established as a subordinate CSR committee, which
unifies Toyota Auto Body Group corporate action.
Toyota Auto Body is executing the monitoring and discussion for activities in looking to construct
a sound corporate culture and a complete system for observing laws.
Revision and Impact of“Our Priorities”and Rooting of Activities
In aiming to revolutionize human awareness, we revised
the“Our Priorities”(Basic MAP), which indicates our
stance in measuring awareness in ways of thinking on
the job, our actions, and daily administration.
In order to link realistic education (self-development)
through work, we at Toyota Auto Body have reviewed
easily understandable content, and have worked toward
achieving methods which allow use of self-checks for
one’s own actions, which are introduced through
portable pamphlets distributed to all employees.
In addition, our top management is holding a“Top
Management Lecture”for all deputy managers in order
to transmit the spirit of“Our Priorities.”Hereafter, the
workplace will continue to be a pivotal place for
responsible workplace managers to continue to
introduce an understanding of the importance of
transmitting and spreading this spirit.
President Amioka speaking about the importance of
”Our Priorities”from the perspective of a previous
case example (December 2010)
“Our Priorities”
(Revised in December 2010)
Chairman Mizushima speaking about the importance
of“Our Priorities”while sharing actual experiences
(May 2011)
Establishment of a Corporate Ethics Advisory Service
We at Toyota Auto Body have a system that allows for appropriate handling of matters challenging
to consult with superiors and colleagues concerning labor issues, compliance, and issues of
concern. In addition, we have established an external legal advisory“Compliance Hotline”.
9
■Corporate Philosophy
Risk Management
Fundamental Thinking
We at Toyota Auto Body are making appropriate efforts to further enhance risk
management of internal controls and minimize diversified risk.
Approximately 180 Participants at
a Subcontract Law Study Meeting
In May 2010, Toyota Auto Body held a FY2011
company study meeting led by a lawyer guest
speaker who spoke to approximately 180
departmental managers, those responsible for
subcontract law, and managers from related
companies. The guest speaker, Shirou Shida
Esq., spoke on important points, cautionary
items, and case example issues our
representative employees may be potentially
prone to in subcontract law.
Subcontract Law Study Meeting
Implementing a Crisis Management
Public Affairs Seminar in Preparation for
Risks That May Arise From Accidents
and Disasters
In September 2010, we held a crisis management
public affairs seminar for approximately 100
people, including all executive staff, presidents of
wholly-owned subsidiaries, and representative
department managers.
A lecture was held for points concerning initial
responses in crisis management in preparation for
unexpected contingencies.
Risk Management Seminar by an outside lecturer
Nighttime Comprehensive Disaster Training
for All 14,000 Toyota Auto Body Employees
Nighttime Comprehensive Disaster Training
From 2009, in order to conduct realistic disaster
training at three of our plants and at our head
office in unison, we held the training during the
shipping of parts at sundown in the evenings in
November.
Added to this training was delivery of water,
food, and bedding supplies to employees facing
Response training for employees
unable to return home
difficulties returning home. This training is serving
toward improvement of our disaster manual.
Rescue shooter rescue training
10
■Topics
The Toyota Auto Body Response to the Great East Japan Earthquake
We at Toyota Auto Body offer our sincerest condolences for those who lost their lives and for
those affected by the suffering as they recover in the wake of the Great East Japan Earthquake.
We in the Toyota Auto Body Group are offering all possible support and we hope for a rapid
recovery in the disaster area.
Production Recovery Efforts
From the Great East Japan Earthquake that hit Japan on March 11, 2011, at all Toyota Group
companies, including Toyota Auto Body, was halted from March 14th. In the midst of the disaster,
from March 17, we placed priority on resuming production of supply parts for vehicles in need of
repair used in recovery efforts and the disaster area. In addition, in order to assure operation at
overseas plants, we resumed part production. Thereafter, in considering part supply status from
our disaster-effected suppliers, we resumed production from April 18th with complete-vehicle
production done in one daytime shift four days a week at all Toyota Group plants. In May, plants
operated five days a week, and in June, we were able to return to the same levels of production
prior to the disaster by operating under a two-shift production system.
With so many customers waiting due to decreased vehicle supply immediately following the disaster,
our mission is to give every effort to production that allows expediting vehicle delivery to our customers.
Swift Responses From Our Earthquake Disaster Countermeasure Meeting
In order to construct a system that allows for immediate judgment and decision making and
for swift information collecting after the earthquake disaster, we at Toyota Auto Body set up
an Earthquake Disaster Countermeasure Committee from March 14th. President Amioka
chaired the committee and directors and managers from every department including
development, production technology, production, and administration met to deliberate
concerning disaster recovery, and also confirm employee and family safety, the status of all of
Toyota Motor Corporation, and our supplier status. Toyota Auto Body came together in their
daily efforts toward recovery.
Plant Efforts
Our plants made efforts toward improvement and education in strengthening plant production
in resuming complete-vehicle production. In addition, we made several changes, such as
setting non-work days for adjusting our operation down time.
Support and Disaster-Affected Suppliers
The various affects of this earthquake disaster on our extensive supply network not only impacted
our direct suppliers, but also suppliers of raw materials and component parts. Toyota Auto Body,
upon examining the entire supply network for each part and material, confirmed 103
supply-related issues and moved forward in transitioning to alternative parts in concerned internal
departments. Supply issues were resolved in June.
Furthermore, we progressed in recovering production with our suppliers. Through minute
adjustments we were able to manage financing for disaster-hit suppliers. Hereafter, efforts to
maintain a system of stable procurement beginning will continue by reexamining our part and
material supply network in learning from this earthquake disaster.
11
■Topics
Support Activities to the Tohoku Disaster Area
Material Support
Toyota Auto Body donated 100 million yen to disaster relief efforts, and then from contributions
collected from labor cooperatives, we at Toyota Auto Body donated six vehicles, which include
Hiaces, Estimas, and welfare vehicles to Iwate, Miyagi, and Fukushima Prefectures. In addition,
Toyota Auto Body delivered living supplies, such as drinking water, food, and portable-style toilets
in two 11-ton trucks in an effort to do what we could to provide relief to suffering disaster victims.
Welfare vehicle donation ceremony in Fukushima Prefecture
Provision of support supplies to the Tohoku Region
Providing a company bus to the NPO (cooking for disaster victims)
Volunteer Dispatching
Acting alone, Toyota Auto Body has a welfare vehicle shuttle service. Volunteer employees from
our company brought in our welfare vehicles to disaster-area shelters and are offering disaster
victims a shuttle service to supermarkets and hot springs. In addition, our employees are assisting
in removing mud and clearing debris as a member of the Toyota Group Disaster Volunteer Net.
Employee volunteer and shuttle service users
Removing debris
12
■Topics
The Toyota Auto Body Hiace cumulative production
reaches 5,000,000 units. (March 2011)
・Production of the first Hiace model began in 1967 and it
reached 5 million due to worldwide popularity
First Toyota Auto Body Production Center in North America
（*APMM) Preparing to resume production in the fall of 2011
・Coordinated start of production at the new Toyota Motor
Corporation Mississippi plant after resuming production
preparation from July 2010.
※APMM Auto Parts Manufacturing Mississippi Inc.
The environmentally friendly vehicle sent to the world is
manufactured in part by Toyota Auto Body(May 2011)
Prius α
Developed jointly with Toyota Motor Corporation (May 2011)
New model being manufactured at Toyota Motor Corporation
In pursuing comfort and relaxation, Toyota Auto Body offers the customized Hiace (February 2011)
・We achieved a 5-door right-side sliding door van that
allows for easy ingress and
･ Long sliding seats allow multiple seat arrangements
First showing at the International Welfare
Exhibit in China (December 2010）
・Jointly exhibiting products with MINTH, a local Chinese
company, Toyota Auto Body exhibited the welfare vehicles
Alphard and Hiace
･ Crowds excitedly swarm our booth
Sixth Consecutive Dakar Rally Victory (January 2011)
The challenge of using BDF (Biodiesel fuel)
・On the podium, chairman Mizushima and Dakar Rally team
representative Oota and TLC members raising a placard with
messages from employees at our Yoshida Plant
13
■Environmental Aspects
Environmental Action Plan
Progress of Consolidated Environmental Management
Based on the 5-Year Midterm Plan
Since 1993, Toyota Auto Body has continued its planned environmental conservation
activities. The Toyota Auto Body Group worked to achieve all targets promoted in the Fourth
Environmental Action Plan.
In FY2011, Toyota Auto Body is progressing further to undertake new activities with the
establishment of the Fifth Toyota Auto Body Environmental Action Plan (FY2011-2015
activities) for constructing“a low carbon society,”
“recycle-oriented society,”and“a society of
natural coexistence.”
Progression of Toyota Auto Body Environmental Action Plan
Established the
Environmental
Action Plan
・Basic items of
environmental
conservation
consolidated
1993
・Improvement of the
environmental management
system
・Prevention of global warning
・Reduce waste substances
1995
First Action Plan
Expanded selfinitiated action
and range of
activities
Introduced
ISO14001 to
improve the level
of action
・Prevention of global warming
・Effective use of resources
・Savings in water resources
・Reduce substances of
concern (SOCs) in products
2000
Second Action Plan
Efforts toward a
low-carbon society
and a society of
natural coexistence
Globalization and
strengthening
product design to
be environmentally
friendly
production technology
・Energy and global warming,
Global CO2 reduction target
・Develop small EV
・Sustainable plant activities
・Resource recycling
・Product LCA action
2005
Third Action Plan
・Develop low‒emission CO2
2010
Fourth Action Plan
2015
Fifth Action Plan
Fourth“Toyota Auto Body Environmental Action Plan”
Energy and global
warming efforts (P15)
Development
and
Design
・Lightweight design
contributing to improved
Resource recycling
efforts (P17)
・Further introduce and
Substances of Concern
(SOCs) (P18)
・Management and reduction
promote recycle design
of vehicle SOCs
fuel efficiency
・Countermeasures for
Production
and
Logistics
reducing CO2 in production
・Promote efficient use of
resources
activities
Environmental
Management
(P19)
・Reduction of Substance of
concern (SOCs) in production
processes
・Promotion of new businesses that
・Establishment of environmental education
contribute environmental improvement
・Participation in Eco-VAS through coordination
・Strengthen consolidated environmental
with Toyota Motor Corporation
management
・Mutual communication and environmental
・Promotion of coordination activities with suppliers
information disclosure
“The Fourth Environmental Action Plan
Progress Status”
“Environmental Action System”
14
■Environmental Aspects
Energy and Global Warming Efforts (The building of a low-carbon society)
Introduction of Mid-to Long-Term Energy Savings and Measures
Against Global Warming
We at Toyota Auto Body position energy and global warming impact on humans and ecological systems as
important environmental issues. We are making global efforts in all stages of vehicle development, design,
production, and logistics to decrease CO2 through energy conversion and control of energy consumption.
Lightweight Design Contributing to Fuel Efficiency
Weight Savings of 40% Achieved Through
Making Large, Resin Molded Parts Possible
「Prius α」
The new hybrid model of the Prius Wagon
offers a roomy interior.
We achieved top-class
fuel efficiency through
the hybrid system and
also the synergy of
reduced body weight
and body shape results
that pursue aerodynamic
performance.
（Jointly developed with Toyota Industries Corporation）
10 and 15 Mode Efficiency
（Ministry of Land, Infrastructure,
Transport and Tourism survey values）
km/L
40
31
30
20
16
10
※ Vehicle A: Same class
gasoline vehicle
In panorama roofs, we are using lightweight polycarbonate which has
superior insulating properties. Materials in shapes that are a challenge
to manufacture are made possible through technologies such as
injection compression molding and hard coating. This has created
weight savings of approximately 40% (approximately 8kg) over glass
previously used. These weight savings are coupled with a rolling
sunshade, which acts to limit rises in cabin temperature, which in turn
reduces the need for air conditioner use and subsequent resulting
efficiency losses.
Panorama roof that uses polycarbonate
Lightweight resin panorama roof weight reductions
（glass roof comparison）
0
Prius α
Vehicle A
We increased use of high-strength tensile
steel by a new hot press method and we are
actively using new lightweight materials for
the vehicle frame in order to achieve weight
savings.
Weight savings target status
（Targets of Toyota Auto Body achieved）
29.8kg
Target
40%
Good
Comparative thermal conduction ratio
W/(m･k)
2.0
1.5
84
High
insulation
properties
1.4
1.0
0.5
Good
Polycarbonate
Glass
0.2
0
Polycarbonate
Target
Results
Glass
Iron
“Vehicle Fuel Efficiency Improvement Design Efforts”
15
■Environmental Aspects
Energy and Global Warming Efforts (Building a Low-Carbon Society)
CO2 Reductions in Global Businesses
Toyota Auto Body Efforts
We at Toyota Auto Body are promoting CO 2
reductions by introducing energy-saving technologies
for equipment upgrades, performing detailed daily
management for changes in production, and setting
reduction targets at each plant.
CO2 Reductions Through the Introduction
of the Newest Technology
We achieved upgrades in painting processes with
extensive energy savings through the introduction of a
paint spray air ventilation recycle system and methods
for faster spraying.
Air Ventilation Recycle System Flow
（Previous
external air
intake）
Ventilation
equipment
External air
・Improvements in production
Ventilation
equipment
Introduction of revolutionary production technology
(compactness, recyclability), and efficiency through
consolidating low burden production lines
Spraying method by
line worker
・Introduction of energy saving technologies
Energy-saving
effects
（CO2 emissions
volume）
13% reduction
Spraying method by
robots
Installation of small boilers and cogeneration systems
・Energy switches
Previously, adjustment of emitted heat
and humidity and then reuse of air
recycled to the robot spray line
Switching from petroleum fuels to city gas
・Use of recyclable energy
Emitted air
Previous Current
Use of a solar power generation system
Toyota Auto Body Group Efforts
Toyota Body Seiko Co., Ltd.
Through coordinating with domestic and
overseas businesses, our group is promoting
continuous energy-saving activities,
introducing shared daily improvement case
examples, thoroughly eliminating waste, and
reducing non-operation losses.
(Takahama City, Aichi Pref. )
Chun Shyang Shin Yeh
Industry Co., Ltd.
(Taiwan)
(Indonesia)
Use of natural light by installing transparent
plating on factory wall surfaces.
【FY2010 Target】
Toyota Auto Body：Less than 196 thousand tons-CO2
(A similar 10% reduction from FY1990)※
(Thousand tons-CO2)
(Tons-CO2/billion yen)
Toyota Auto Body
300
300
Toyota Auto Body
Group consolidated
222
∼∼
∼
∼
206
Corrections from review of plant inside
lighting secured illumination intensity
(lighting, installation height)
Total CO2 Emission Volume in Production Processes
【FY 2010 Target】
Toyota Auto Body: Less than 185 tons-CO2/billion yen
(10% reduction from FY2003)
Consolidated: Less than 204 tons-CO2/billion yen
(8% reduction from FY 2003)
200
(FY2010: 75 Kw, 113Kw cumulative）
Reductions in electric power consumption
by shortening resin mold cycle time.
P.T.Sugity Creatives
CO2 Emissions Volume Per Sales
Solar Power Generation System
use expanded
172
162
167
155
154
141
159
148
168
FY2010
Target
Domestic and overseas group companies
FY2010 Target
204
200
202
187
191
187
189
180
185
156
100
100
57.1
48.5
43.1
54.7
45.4
48.0
∼
∼
∼
∼∼
0
0
’03
’06
’07
’08
’09
’10 (FY)
※In FY 2010, we achieved our CO2 reduction target;
however, with extreme summer temperatures, emissions
increased from FY2009.
“CO2 Emissions Volume Reduction Effort in Production Processes”
'90
'06
'07
'08
'09
'10 (FY)
Since FY2008, from the target (10% reduction from FY1990) in complete
vehicle production processes, the target changed (5% increase from
1990) in all production processes, including the newly installed chassis
process for which control was transferred from Toyota Motor Corporation.
16
■Environmental Aspects
Resource Recycling Efforts
Thorough Resource Utilization for Building a Recycle-Oriented
Society
Aware of limits of all resources, we at Toyota Auto Body are promoting efforts for
efficient use of resources at each production stage, as well as promoting design that
expedites recycling and dismantlement.
Improved Dismantlement Design
We are promoting activities for improving
interior resin part removal, airbag disposal,
and fuel removal in our research and
development of“construction for ease of
dismantlement”.
Even with an increase of three rows of seats
with an increase in Prius α, we achieved
our target of shortened dismantlement time
set for the Prius.
Construction Allowing 3-Row Seat Dismantlement
Construction ensuring dismantlement of the 3-row
seat Prius allows easy removal of trim without
removing a bolt, which on the side of the deck side
trim, is now done easily by just cutting the seatbelt.
Cutaway trim added
Reductions in Production Process
Emissions Outside of Our Company
In 2001, we achieved“zero landfill waste” ,
which is still continuing.
In addition, we are promoting reductions in
waste emissions outside our company, which
include recycling for profit(materials discarded
that are sold for recycling) from FY2006 for
further promoting effective use of resource in
looking to become a recycle-oriented society.
Trim removed
Cut
“Vehicle Recycle Design Efforts
Emissions Volume Per Sales for External
Waste Substances
FY2010 External Disposal Volume of
Waste Substances
【FY2010 Target】
Less than 126 tons/billion yen
(3％ reduction from FY2003)
Waste substances : 8,000 tons
Tons / billion yen
150
130
Valuable resources：
113,000 tons
Metals： 109,000 tons
Resins：
2,000 tons
Petroleum： 2,000 tons
FY2010 Target
∼
∼
121,000
tons
108 107
100
91
93
95
’08
’09
’10 (FY)
∼
∼
∼
∼∼
“Effective Resources Use Efforts
in Production Processes”
0
’03
’06
’07
17
■Environmental Aspects
Substances of Concern
SOC Reductions From Both Our Products and in Vehicle
Manufacturing
By coordinating with raw material and part supplier affiliated companies, we evaluate
the risks and also grasp the use of SOCs in both our“products”and“production”.
Reductions and Management of Chemical Substances in Vehicles
Actions for European New Chemical
Substance Regulation
Reductions in Cabin Room VOCs
We at Toyota Auto Body have completely eliminated
the four European ELV Regulations SOCs. We are
promoting chemical content volume surveys with
Toyota Motor Corporation and suppliers in response
to the New Chemical Substance Regulation
REACH*1
Toyota Auto Body is reducing toluene, xylene,
and formaldehyde in vehicle interior volatilizing
from new vehicle interior parts by re-examining
VOCs* 2 materials, processing methods, and
adhesives.
*2：VOC：Volataile Organic Compounds
*1：REACH：Registration Evaluation Authorization and Restriction Chemicals
These regulations, through chemical substances, aim to clarify corporate
responsibility for chemical substance management, along with protection of
the environment and the health of people.
Emissions Volume Reduction of Production Process SOCs Through Paint Equipment improvement
Paints and thinner we use when painting
vehicles contain VOC and substances of toluene
and xylene covered under PRTR*3 are emitted.
We are sequentially promoting reductions in
cleaning solvent volume and disposal volume in
switching to waterborne paints.
Cleaning Solvent
Recovery Ratio
Less then 40g/m2
( 60% reduction from FY1998 )
150
100
100
47
%
100
g/m2
10
【FY2010 Target】
g/m2
∼
∼
Volume of
Cleaning Solvent Used
VOC Emissions Per Body Painted Area
50
FY2010
42
40
36
’07
’08
’09
35 Target
90
5
5.1 5.1
4.6
79
80
∼
∼
5.8
80 80
0
’98
73
4.3
’06
’10 FY
70
61
60
PRTR Material Emissions (Atmospheric emissions)
【FY2010 Target】
0
50
’06 ’07 ’08 ’09 ’10
FY
’06 ’07 ’08 ’09 ’10
FY
Integration for Upgrades of Fujimatsu Plant
Primer-Coat Painting Equipment
Tons
3000
Less than 1,100 tons
( 60% reduction from FY1998 )
2780
Cleaning solvent volume reduced
・Introduction of versatile vehicle painting
equipment spray pattern methods
･Elimination of cleaning with similar colors
2000
Reductions in disposed cleaning solvent volume
・Installation of thinner recovery equipment
in all painting processes
1000
FY2010
1170 1080 1020 951 Target
∼
∼∼
*3：PRTR：Pollutant Release and Transfer Register
（Specified chemical substance emission and transfer register）
1300
0
’98
’06
’07
’08
’09
’10 FY
18
■Environmental Aspects
Environmental Management
Promotion of New Businesses Which Contribute to
Environmental Improvement
In looking to control global warming, we at Toyota Auto Body are making efforts toward technical
development and commercialization which places importance on the field of environmental
technology through aiming to reduce CO2 in developing parts for our very small electric vehicle (EV)
COMUS, part development for fuel cell vehicles, and development for recyclable plant materials.
EV Development and Required Elements of EV Technical Development
The very small EV COMUS*1 serves as a pillar
in our progress of environmental technical
development for EV required parts, such as
in-wheel motors.
*1: The COMUS, being a“fuel efficient” and “low-cost”
minimum-sized EV for moving short-distances, serves
toward resolving issues of traffic congestion, parking
space, and saving of resources.
Very small EV COMUS
Fuel Cell Development
In collaborating with Toyota Motor Corporation in
the development of their fuel cell vehicles, we are
promoting development of core fuel cell parts.
Toyota Auto Body
parts in this vehicle
*2: The Toyota FCHV fuel cell vehicle completed the
560km distance between Tokyo and Osaka without
stopping on the way to refuel. Parts developed at
Toyota Auto Body are in this vehicle.
Toyota Motor Corporation FCHV Fuel cell vehicle *2
Plant Material Technological Development
In parting with petroleum-based fuel and for
saving resources, we are progressing in our
material development which harnesses recyclable
plant properties.
Toyota Auto Body
plant materials in the
vehicle body
*3: The Toyota Personal Mobility I-Real, which uses
Toyota Auto Body plant materials for part of the
body, in a demonstrative experiment conducted at
Chubu International Airport.
Personal mobility I-Real *3
19
■Environmental Aspects
Environmental Management
Promotion of Management As the Basis of Environmental Efforts
We at Toyota Auto Body are progressing with environmental measures at all stages of
development, design, production, and logistics in positioning environmental efforts as
important management topics. Fundamentally, these measures aim to be the best domestically
for establishing a management system which coordinates first with Toyota Motor Corporation,
and also our domestic and overseas group companies, suppliers, and communities.
Environmental Management Progress Status
Item
Strengthen consolidated
management
Promote coordinated
activities with our suppliers
Progress Status
・Action items for Toyota Auto Body
Group companies
・Information exchange for case examples
and targets
・Risk prevention by environmental
auditing
Related Documents
・Individual plant efforts
・Completion of changes and application ・Request for Toyota Auto
of a management system toward
Body Group Green
“substances subject to PRTR revision”
Purchasing Guidelines
which are included in parts and
materials (2010/4 ∼ )
・ISO14001 continuously requested
・Improve employee environmental
awareness and continuously promote
environmental improvement education
in actual business (Environmental
e-learning, stratified education, etc.)
・Environmental education
and enlightenment efforts
Reduce life-cycle
environmental burden
through involvement in
Toyota Motor Corporation’s
Eco-VAS.
・Evaluate all life-cycle environmental
・Evaluation of the Prius α
life cycle environmental
burden
A c h i e v e m u t u a l
communication and
disclosure of environmental
information
・Periodic holding (once a year) of ・Mutual communication
“Environmental Discussion Meetings”
and information disclosure
in all of our offices and posting(when
needed) of Toyota Auto Body
environmental activities for
understanding our efforts
Achieve environmental
education
burden through coordinating with
Toyota Motor Corporation for model
changes and new vehicles
Other related environmental data
“Environmental Data Incorporated Into
Products”
“Amount of Resources Invested and Emitted
in Business Activities”
“Toyota Auto Body Hybrid Vehicle
Production Unit Volume”
“Environmental Accounting”
20
■Environmental Aspects
Environmental Topics
Promotion of Coexistence With the Community for Creating
Natural and Harmonious Manufacturing
Humans themselves are a living part of the natural environment of the earth’s air, water, and
ecosystems. For sustaining the earth’s environment, we at Toyota Auto Body, as a member of
community, aim to create production sites which naturally circulate and harmonize in nature.
The Start for Establishing an Eco-road
We are now working with local communities
and local government agencies to promote a
plan to establish an“Eco-road”for study and
learning history. This road would allow one be
in touch with the natural environment while
walking trail around five ponds surrounding
our Fujimatsu Plant.
Minamiike Pond Area
Hanaike Pond Area
Fujimatsu Plant
Main Plan
Creation of a verdant space with contrasting
seasonal flowers
・Greenification of the area around our plants and
a place to relax in growing flowers in fallow fields
Creating places for relaxing
・Setting up benches and making wall murals in pond areas
Nature viewing, local history, and studies of
agricultural products
・Signs erected for wild birds, living
creatures, and the history of the area
Walking trail
Fukidoike Pond Area
Walking trail
guideboard
・Walking trail information signs erected
Event for Establishing Our Eco-Road
In March 2011, we held an“Eco-Road
Establishment Event”by Minamiike Pond.
Approximately 120 people from the
community and Toyota Auto Body
employees with their families planted
‘Tamaryu’(Dwarf Mondo Grass) seedlings
and also took part in cleaning and
beautification activities of roads around
our plants.
Participants in the“Eco-Road Establishment Event”
Expanded Use of Solar Power Generation at All Plants
In FY2010, Toyota Auto Body introduced
total power generation of 100Kw of solar
power generation, enough to supply power to
25 family homes.
The electric power is being used to charge
the Prius plug-in converter and very small EV
COMS, as well as for office lighting and air
conditioning.
Solar power panels installed at the
Solar power panels installed
Toyota Auto Body head office
at our Yoshiwara Plant
21
■Social Aspects
Customer Relations
Toyota Auto Body Delivers Fine Quality Products Which
Place Our Customers First
We at Toyota Auto Body are aiming to achieve the world’s finest quality vehicle manufacturing for customer safety that
allows our products to be used with a sense of security. We are incorporating the voice of the customers in
progressing with enlightenment activities for stressing the importance of quality, which is combined with strengthening
improvement and accident prevention activities for assuring customer safety and confidence in our products.
Building in Quality in New Product Development in Assuring Customer
Confidence and Safety.
Efforts to Reflect Worldwide Customer Opinion
We at Toyota Auto Body have come to surpass our previous
scope of product development in reaching higher and diversifying
the needs of our customers. Such efforts to achieve the world’ s
top level of quality entail knowing beyond ways customers have
used our products and we place importance on stringent testing
and evaluation through actual use of our products.
Surveying in a Middle East desert
（Land Cruiser200）
Toyota Auto Body overseas staff receive customer information
early from around the globe and from on-site confirmation of our
products by designers, in each region of the world, we grasp the
way our customers use our products and also environmental
conditions, which we then reflect in our designs and evaluation.
Vehicle use conditions in Australia
（Land Cruiser 70）
Changes in Activities to Eliminating
Difficult Operations
Improving Quality Through Ease of Vehicle
Manufacturing
Estima
“Ease of manufacturing”vehicles from the development
stage become manufactured vehicles of quality when
mass produced. At Toyota Auto Body, those involved in
design, production technology, manufacturing, and
supply are working as one with us in progressing
concurrently as we further evolve“Improvement Activities
for Difficult Operations” for each model change.
Voxy・Noah
Land Cruiser 200
Alphard
Prius ∼
Improvement and expanded
range with each model change
Introduced to multiple
plants and production
line workers
Early start of activities
(Implemented from the design
consideration stage)
Activities to build know-how
(Use of IT and all designers sharing know-how)
Expanding activity scope
(Applied to basic operational tasks of wiring
layout, removal, insertion, setting, and assembly)
All worksite assembly basic operational tasks and
countermeasures and also extraction of difficult operations
by thoroughly examining the actual work
’06
’07
’08
’09
’10 (FY)
＜Improvement Case Example (Alphard headlamp connecting operation)＞
Virtual considerations
･･･“Ease of Manufacturing Considerations”
Trial production considerations
･･･“Considering Burden-Free Operations”
Consideration
Uniform operation for
connecting both headlamps,
right and left, by using either
dominant hand of any line
operator
Temporary-placement construction for headlamps
Deciding operator standing position
22
■Social Aspects
Customer Relations
Quality Assurance Efforts in Mass-Production Processes
Efforts Aiming for “Zero” Quality Defects
Why？ Why？ Why？ ・・・ (Repeating)
Problems
We at Toyota Auto Body base improvement on
standard operations, and we are progressing with
countermeasures for finding root causes through
inquisitive analysis when any quality defect arises.
In addition, we are progressing in improving
quality through ease of vehicle manufacturing as
well as improvement along all production lines for
difficult-to-perform operations and also potential
problems.
Main element of
a problem
= Root cause
Enlightenment Activities for Stressing the Importance of Quality
We are continuing to progress by stressing“Customer First”and“Quality First”to our
employees, and in addition to stratified education on quality, we are holding regular quality
lecture meetings and quality case example exhibit meetings.
Corner for expressing
“Appreciation”
Corner for voicing
“Complaints”
Visitors looking around at case examples
at our Quality Case Example Exhibit Meeting
Visitors seriously considering our customers’
expression of appreciation and voiced complaints
Promotion of Early-Stage Improvement Based on Customer Information
We are introducing“EDER”activities in careful coordination with Toyota Motor Corporation
for our customers’valuable information concerning quality. We have positioned a person in
the Development Department for customer information for our mass-produced vehicles, which
has allowed promotion of early confirmation and improvement prevention of reoccurrence in
our new products.
*EDER : Early Detection and Early Resolution
EDER serves to detect quality issues in the market early, solve the
problems immediately, and provide feedback to our customers
about improvements and improvement results as soon as possible.
System and Actions for Recalls
In the event that a defect subject to a recall is discovered, we place the
“customer first”in swiftly determining appropriate measures to be taken and
addressing important issues by closely coordinating with Toyota Motor
Corporation. We are also progressively implementing a similar system for our
unique electric vehicles, daily living appliances, and our other products.
23
■Social Aspects
Customer Relations
A Sense of Security Through Our Pursuit of Safety
Based on considerations for vehicle manufacturing that is safe and reassuring, we at Toyota Auto Body
are aiming to manufacture safe vehicle bodies that are the top of their class in all countries by promoting
“collision safety”for minimizing accident injuries and also promoting development from the viewpoint of
“preventive safety”that makes great decreases in potential accidents possible. We are developing and
evaluating vehicle bodies that deliver superior safety performance based on actual accident analysis as
well as continued referencing to regulations in all countries and third-party evaluations.
Development and Evaluation of Safe Vehicle Bodies Based on Actual Accident Analysis
We at Toyota Auto Body are incorporating the
concept of Toyota Motor Corporation’s own
concept of omni-directional compatibility *1 in
pursuit of vehicles that differ in height and
weight in collisions.
Side-on collision
Frontal collision
In addition to previously conducted front and
side collisions, we have strengthened the cabin
to withstand rear collisions in aiming to ensure
protective performance and safety space.
Rear-end collision
*1 Assures collision safety performance for lightweight
vehicles and considers achieving mutual safety
through reducing damage by heavy vehicles
Vehicle Bodies for Reducing Pedestrian Injury
In preventing bodily injury, Toyota Auto
Body uses collision-absorbent structure
in our bumpers, hoods, fenders, and
cowls to lessen impact to the head and
chest of a pedestrian.
D
C
C
B
A
A Collision-absorbing
bumper construction
B Collision-absorbing
hood construction
C Collision-absorbing
fender construction
D Collision-absorbing
cowl construction
24
■Social Aspects
Customer Relations
Achievements of Safe Vehicle Manufacturing Efforts
The new model Prius, which we at Toyota Auto Body are developing and
manufacturing, has earned the highest evaluation for collision safety assessment
in Japan, Europe, Australia, and the United States.
We are using collision-absorbing construction in the bumpers, hoods, fenders,
and cowls to lessen injury in protecting the head and chest of a pedestrian in a
collision. These efforts are balanced with a collision-absorbing vehicle body for
improving occupant protection and also an increase in cabin strength for assuring
survival space in a collision.
Third-party Evaluation Achievements for Vehicles Developed and
Manufactured By Toyota Auto Body
2006
2007
2008
2009
2010
2011
Estima
Japan J-NCAP *1
Voxy / Noah
Highest rank
Grand Prix award
Japan J-NCAP
Highest rank
Alhard / Vellfire
Japan J-NCAP
Highest rank
Grand Prix award
Prius
Japan J-NCAP
Highest rank
Europe Euro-NCAP *2
FY2009
Highest rank: 5-star safety ratings
Australia ANCAP *3
FY2009
Highest rank: 5-star safety ratings
*1 Japan J-NCAP National Agency for Automotive Safety and Victim's Aid
*2 Europe Euro-NCAP An European Independent Consumer Group
*3 Australia ANCAP Australian Automobile Association (AAA)
United States IIHS *4
FY2010・FY2011
Highest rank
TOP SAFETY PICK
United States US-NCAP *5
FY2011
Highest rank: 5-star safety ratings
*4 United States IIHS The U.S. Insurance Institute for Highway Safety
*5 United States US-NCAP The United States Department of Transportation
25
■Social Aspects
Customer Relations
Providing“Freedom of Movement”and ”Happiness”
to the Many People Through Toyota Auto Body Welfare Vehicles
We at Toyota Auto Body aim to be a company that supports good living for our customers by contributing to
a better society through“providing comfortable freedom of movement for having elderly and the mentally and
physically challenged to enjoy every day”by using welfare vehicles. In FY2010, Toyota Auto Body exhibited
welfare products at a Chinese Welfare Exhibit as part of our activities to spread welfare vehicles overseas.
Activities to Promote Welfare Vehicles
Toyota Auto Body efforts to promote
welfare vehicles involve direct
interaction with customers by visiting
welfare facilities and when exhibiting
our products at welfare events held in
all regions throughout Japan.
In addition, we are reflecting direct
customer opinions in product
development.
Customers listen to a welfare
product explanation
（Home Care & Rehabilitation 2010）
Toyota Auto Body Welfare Products
Command No.1 Domestic Share
Welfare products manufactured at
Toyota Auto Body, used in large part
by Toyota Motor Corporation, are being
used by all automotive manufacturers in
supporting good living of customers.
Listening to direct opinions
of our customers
Toyota Auto Body Domestic Welfare Market
Share (Excluding minicars and buses)
（Thousands of vehicles）
（％）
Share
50
40
30
20
100
69
64
22
22
66
22
Market
50
14
15
14
FY2008
FY2009
FY2010
Toyota Auto Body
10
0
0
Data：Japan Automobile Manufacturers Association, Inc.（JAMA）
Activities to Promote Welfare Products Overseas
Although we at Toyota Auto Body are
introducing activities to promote welfare
vehicles in the United States, Asia, and
Europe, in an effort to allow us to support
good living for more people, we exhibited
our products at“Care & Rehabilitation
Expo China 2010”held in Beijing from
the 3rd to the 5th of December.
Many visitors enjoying
the Toyota Auto Body booth
Customers experiencing
our welfare products
（Care & Rehabilitation Expo China 2010）
“Welfare Vehicle Product Lineup”
26
■Social Aspects
Business Partner Relations
Implementing Open and Fair Transactions and Also Realizing
Purchasing Activities Aiming for Mutual Prosperous Coexistence
Extending From Mutual Trust With Business Partners
Purchasing Policy Disclosure That Communicates Our Way of Thinking at
Toyota Auto Body
In disclosing our Purchasing Policy, we are communicating issues and matters for which
we desire to take action together with our business partners.
In FY2011, we are making the below efforts in taking up our Basic Policy.
We promote the importance of the two below items in
valuing our partnership with business partners by having
safety, quality, cost, and CSR as the axis of our activities.
(1) Hereafter establish and strengthen the procurement base
in this ever increasingly competitive domestic market.
(2) Build in quality and cost for purchasing of parts for next
generation vehicle model changes in looking to achieve
new growth.
In addition, we present certificates of appreciation to show
respect for the significant efforts our business partners.
In FY2010, a total of 28 business partners were presented
with certificates of appreciation for quality and cost
improvement activities.
President Amioka presenting a certificate
of appreciation to a business partner
Activities Promoting Our Aim for Mutual Trust and
Prosperous Coexistence With Business Partners
Toyota Auto Body is progressing with activities for sharing
the CSR Policy of Toyota Motor Corporation. These
activities are summarized in our Supplier CSR Guidelines,
which are presented to our business partners, from whom
we seek cooperation toward carrying out CSR.
In addition, we are making efforts to improve purchasing
activities through placing great importance on our
business partners by valuing their opinions, which we take
into careful consideration before reflecting these in such
areas as Toyota Auto Body education for model behavior.
仕入先ＣＳＲガイドライン
２００９年１０月
Supplier CSR Guidelines
27
■Social Aspects
Business Partner Relations
Exchanges and Mutual Research
at the Shatai-Kyowakai
The Shatai-Kyowakai, consisting of a supplier’s
voluntary group of 117 companies, aims to achieve
mutual trust and mutual research.
Toyota Auto Body supports suppliers in the
Shatai-Kyowakai, which belong to vehicle part and
equipment sectional meetings, Toyota Auto Body
aims to further opinion exchanges through holding
lecture meetings and visiting outstanding companies
that include companies not involved in vehicle
manufacturing. In FY2010, Toyota Auto Body
managerial issue lecture meetings and departmental
meetings introduced our efforts through case
examples for the important theme of“safety.”
Introducing Toyota Auto Body“safety”efforts
Separate from sectional meetings, we are creating
“research meetings”for the themes of quality, cost,
and management. With related departments of
Toyota Auto Body participating in each research
group, we are making efforts to share issue
awareness and resolve issues through mutual
communication between Toyota Auto Body and
research meeting members.
An announcement meeting for
research meeting activity results
At the end of this fiscal year, we are aiming for
mutual research and to have many employees from
each of our meeting member companies and
Toyota Auto Body participate in research efforts by
holding“Outstanding Example Exhibit Meetings”
for activity result reporting.
Outstanding Case Example Exhibit Meeting for
learning activity case examples of each company
28
■Social Aspects
Community Relations
Active Promotion of Social Contributions as One With Our
Communities
We at Toyota Auto Body are aiming to promote the establishment of community
volunteer activities through our employee volunteer association“TAB Fureai Club”
activities and“Social Contribution Committee”based on each block of our production
bases in FY2009 launched for fulfilling our social responsibility as a “good corporate
citizen.”In addition, we are achieving activities in unifying with our communities
through forest maintenance activities and other activities in each production base area.
All Toyota Auto Body Volunteer Day (October 2010)
“TAB Fureai Day 2010
ー Beautifying Our Working Towns!! ”
As an impetus for volunteer participation, we are
introducing volunteer activities that can contribute to
communities through all Toyota Auto Body events linked
to expanding and heightening volunteer awareness.
*1“Make a CHANGE Day”is the one day of the year in which
volunteer and citizen activities occur in all areas of Japan
(potentially overseas) in unison
We received“The Make a CHANGE Day”
prize for encouragement
29
■Social Aspects
Community Relations
Social Contribution Committee Block Activities
We are promoting local activities for all Toyota
Auto Body companies in relation to their
communities, which are divided into four blocks
Headquarters and
Fujimatsu Block
Kariya Block
Social Contribution Promotion Associations
Social Contribution
Committee
Headquarters
and Fujimatsu
Block
Kariya
Block
Inabe
Block
Toyota
Block
TAB Fureai Club
IT Support Circle
Disaster Rescue
Support Circle
Event Support Circle
Collection Circle
Nursing and Welfare Circle
Care Facility Visiting
Circle
Cleaning the Uga River
Toyota Block
Outing Assistance Circle
Inabe Block
Cleaning wheelchairs
Greenification Activity
Circle
Establishing greenification
around the plant
New New
Planting trees along the Aizuma River
“TAB Fureai Club”Circle Activities
We are promoting the stimulation of activities
by attempting exchanges through activities
with other employees who have shared
interests. In FY2010, adding to the previous
six circles, we newly established an“IT
Support Circle”for the purpose of
contributing IT skills acquired in company
operations and also the“Disaster Rescue
Support Circle”deriving from the importance
of disaster rescue support.
Disaster Rescue Support Circle IT Support Circle
Emergency life-saving training
Personal computer guidance
30
■Social Aspects
Community Relations
Forest Maintenance Activities in Each Production Base Community
Toyota Auto Body is promoting forest
maintenance participatory activities
involving our plant employees and local
community residents. Locations that should
be given consideration from requests of the
communities for forest maintenance were
selected near our production sites.
Promotion of 16 hectars(ha)
of forest to be maintained
near our Toyota Auto Body
R&D Co.,Ltd. facility
Kagoshima Prefecture forest thinning
location monitoring
A mangrove forest of 100
hectares(ha) was decided
to be rejuvenated off the
coast of Jakarta near
P.T.Sugity Creatives. Over
the next five years, planting
of one million mangrove
trees is planned.
Mangrove forest
Indonesia signing ceremony
for mangrove forest planting
Community Sports Promotion, Community Discussion Meetings,
and Community Campaigning
We aim for activities that help us coexist with our communities and
we value contact with those communities
Community discussion meetings
Community elementary school factory tour
Community crime prevention patrol
Skill lecture meeting for community
children through our handball club
Community campaigning
Volleyball class for community elementary
and junior-high school students
31
■Social Aspects
Employee Relations
Promotion of a“Safe and Comfortable Workplace”As Dialog
Activities for Mutual Enlightenment
We at Toyota Auto Body place importance on activities for zero disasters concerning accidents that may occur in our plant facilities for
truck deliveries, cargo handling, and non-workday plant visiting construction workers. In addition, we also place emphasis on having
actual training activities using a different situation one may encounter each time in a maintained workplace, as well as activities to
actually experience fear in near-misses as accident examples conducted according to special characteristics of the workplace.
All Employees Pledge Safety
All employees, including top
management, at Toyota Auto
Body affiliated companies read
aloud in chorus our“Safety Rule
Observance”slogan in an all
Toyota Auto Body company
competition in July.
Each Toyota Auto Body employee
pledges to have zero accidents
through experiencing safety
activities.
Zero Accident Activities in Plant Maintenance
Workplaces
Under management of a supervisor, operations are conducted
while ensuring safety in maintained workplaces, in which
accidents may be encountered each time in differing situations.
We are promoting the importance of actual training for on-site
checking to be able to correctly instruct on safety points in
safe operation procedures for supervising operations.
Near-Miss Fear Simulation
Activities of Each Workplace
One a week, a section manager
evaluates training of supervised skill
bamboo
We are promoting training
considered important for increasing
the sense of danger felt in simulated
fear in near-misses by simulating the
actual feeling of potential injuries at
worksites.
15kg
Experiencing being wedged
Experiencing drops
Activities for Zero Accidents in Our Facilities for Non-Working Day
Construction Work, Truck
Deliveries, and Cargo Handling
Based on a desire to have zero
accidents occur in shipping related
to Toyota Auto Body, we are
promoting activities to improve
safety management coordinated
with outside construction workers
and shipping agents in our plant
facilities.
A Construction Safety Motivation
Meeting prior to long holidays which
centers on the Toyota Auto Body
Safety and Health Liaison Meeting.
“Safety and Health
Basic Policy”
Shipping Safety Research Meeting
mutual research activities
“Labor Accident
Occurrence Status”
32
■Social Aspects
Employee Relations
Aiming for Both Physical and Mental Health of Employees
Employee health is considered the most important asset for both individuals and the company, and in
aiming for creating healthy employees, we have posted a medical specialist at each plant for
maintaining employee health. We have established the three pillars of creating healthy employees with
mental health activities, metabolic syndrome prevention activities, and stop-smoking activities, which
through lectures and other methods we are achieving health education for employees in our efforts to
have them lead healthy company lives.
Labor Health Monthly Lecture Meeting
and Exhibit Meeting
Practical exercise
method guidance
possible anytime,
anywhere. Held at a
lecture meeting
during our Labor
Health Month
(October)
We are promoting the creation of motivation for
realizing employee self-initiated creation of
health, whereby we set October as Labor Health
Month with the aim to arouse health awareness
in each employee. During this month, mental
health, prevention of metabolic syndrome, and
stop-smoking lecture meetings, and also exhibit
meetings were held at each plant.
Rapid Handling of Employee Anxieties
For promoting an improved degree of mental
health for employees, we are providing rapid
handling of various points presented by
employees for consultation by a permanently
posted clinical psychotherapist, who is a mental
health specialist, at each diagnostic office.
Consultation meeting
on mental health held
at an exhibit during
our Labor Health
Month(October)
In aiming to create
lifelong healthy Toyota
Auto Body employees,
we are providing
improvement guidance
for living habits of
employees over 35
years of age
Improvement Guidance for Living That
Places Emphasis on Countermeasures
for Metabolism
Toyota Auto Body is making an effort to provide
improvement guidance for living habits by
collaborating with health insurance associations in
placing emphasis on diet and exercise as
countermeasures for metabolic syndrome.
As an example of promoting improved better body
health for employees, we are implementing
individual guidance in group education (health
learning meeting) and necessary guidance in
living habits for employees over 35 years of age.
Stop-smoking Support Activities for
Breaking Smoking Habits
For those employees who want to stop smoking,
but find it challenging to stop smoking because
of dependency on nicotine, we are collaborating
with a Corporate Health Insurance Association in
conducting stop-smoking therapy at each
diagnostic office.
Implementing outside
support to stop smoking
(Explanation meeting by
a nurse)
Transitions in
Toyota Auto Body smoker ratio
(%)
51.3
50
48.1
42.7
40
0
FY2008
FY2009
By increasing efforts,
the ratio of smokers is
definitely decreasing
FY2010
33
■Social Aspects
Employee Relations
“Personnel Development and Career Support”Aims to
Achieve Self-Realization Through Work and Exhibit
Individual Employee Creativity
We are continuously making efforts toward “independent human resources” capable of action based on the
individual’s own thinking with Toyota Auto Body, individual employees, and managers uniting to construct a
system (Career Support Program*1) for human resource development from a mid-to long-term view. We are
progressing in placing importance on specialized technical education and personnel development in looking
toward new growth, we are also continuing our efforts toward “strengthening manufacturing.”
Personnel development to Lead the Next Generation
Strengthening Specialized
Fundamental Skill Training
We are implementing education aimed at
early acquirement of specialized
fundamental skills and building an
educational system in each field of vehicle
development, production technology, and
other fields. We established a Vehicle
Development Center education exhibit
which allows one to experience“vehicle
assembly operations”and is useful for
practical education.
*1 : Career Support Program (CSP)
Development
Evaluation and
thorough assessment
Development plan
and tools presented
Development
measures
Evaluation and
thorough assessment
Discuss settling
on plans and
motivation
Support・OJT
Feedback
and motivation
Personal effort
Growth and
achivement of
one’s goals
Company
Provide a place and
tools for planned
development
Necessary ability
and a clear standard
Supervisor
Development Plan
Speaking with employees,
motivation and support
through guidance
Clearly indicate and
making correct
decisions
Individuals
We at Toyota Auto Body are actively
making efforts toward personnel
development, which is the source of
energy in promoting corporate strategy in
looking toward new growth with expansion
in overseas businesses and strengthening
vehicle development systems.
Noticing what should
be done combined
with an effort and
attitude to grow
Being aware of what
should be done
Clarifying
of one’
s
goals
Create a plan
for personal
development
Personnel Development Learned
Overseas (On-site country)
Toyota Auto Body is putting efforts into
education for“personnel that can taught in
the on-site country,”and we are inviting
managers and supervisors who serve as the
core of overseas affiliated company staff to
participate in practical education lectures.
Specialized fundamental skill lecture
at the vehicle development center
Heading Toward Future Developments
From FY2011, our efforts to build human
relations go beyond associations and
companies that expand the scope of work
by having each employee build work
experience in domestic and overseas
affiliated companies by creating activities in
a job assignment system with the main
objective of education which encourages
coordination of overseas and affiliated
companies.
Practical education of overseas affiliated company
student trainees
34
■Social Aspects
Employee Relations
Strengthening Monozukuri (Manufacturing)
Capabilities
We perform the skill acquisition training and education since new
employee join Toyota Auto Body through mid-long-term in order to
strengthen [Monozukuri (Manufacturing) Capabilities], which shall to
be built in quality to gain the customer’s confidence and trust.
Education of New Employee
The [Fundamental Skill and Knowledge Education] is performed by
our dedicated trainers in order to develop our future’s workplace core
personnel with early stage education which it is performed by
attending the [High Skill Transition (Skill Olympic Competition
Challenge)]
Education Flow of New and
Mid-Level Engineers
Enter Company
New Employee
Fundamental Skill Education
Selected
Personnel
High-Skill
Transition
（Skill Olympic
Competition
Challenge）
Skill Acquisition Training
Participated The National Skills Competition FY 2010
(Automotive sheet-metal workers)
Basic Skill Training
Mid-Level Engineer Education (Skill Acquisition training)
The [Skill and Knowledge Education] is performed through eight
types of skill qualification such as press, body, painting, injection,
molding, assembly, maintenance by our dedicated trainers..
Especially, to be able respond quickly to the complicated and more
sophisticated facilities in recent years, the education of transporting
control and robotics shall be enhanced to achieve further productivity
improvement.
Ｉn addition, we perform the [Skill Competition] and [Skill
Qualification] as reviewing the results of their efforts which can lead to
improve the motivation of challenge and further knowledge and skill.
Furthermore, with our devotion to Monozukuri [Manufacturing] over
the years, some of our employees have been elected as
[Contemporary Master Craft Worker] which this can lead them to the
higher motivation.
Scenery of creating control circuit of Maintenance
Skill Acquisition Training,
Intermediate Skill
Level 2 Training
Intermediate Skill
Level 1 Training
Advanced Skill
Level 3 Training
Skill Qualification
Skill Competition
Scenery of robot teaching at skill competition
35
■Social Aspects
Employee Relations
Looking to Expand Individual Employee Happiness
Through Creating Harmonious Worksites
All personnel management and line supervisors are making efforts to create customs through
having employees cooperate in“making worksites healthy and energetic”and“enlivening
communication”beyond achieving and strengthening management of each worksite.
We are introducing activities to enliven informal groups, and we are building human
resources and a network that surpasses the framework of company position, like-minded
circles, and alumni association and stratification. Additionally, our efforts naturally focus on
communication between managers and their subordinates is being achieved.
Implementing Mutual Communication Through C Meetings
As one measure to enliven communication in the
workplace, from FY2004, we introduced“C Meetings”.
Different from normal meetings for discussion of such
matters as operation progress, once a month for one
hour, we have discussions and opinion exchanges in
the workplace along such themes as human rights,
safety, compliance, and social contribution. Through
these C Meetings, we are progressing in creating a
custom that allows all participants to share views on
any subject that go beyond workplace barriers between
management and subordinates as well as between
colleagues.
Once a month C Meeting
Achieving Communication Activities
Separate From Work
As a place for employees and their families to
interact in local communities, we are holding a
festival once a year for each plant. At the festival
venue, employees hold attractions that allow
departments to rival one another and also make
booths as an opportunity to share and deepen good
relations.
In addition, by having employees root for their teams
and participating athletes who are in that workplace,
we are aiming to nurture unity in the workplace for all
handball, volleyball, and triathalon sports clubs at
sporting event venues.
Workplaces rivaling in the festival
“Big Jump-Rope Competition”event
Supporters rooting for women’s volleyball
36
■Social Aspects
Employee Relations
Promoting a Workplace for Showcasing Ability and
Ease of Tasks With Emphasis Placed on Employee Diversity
We at Toyota Auto Body continue with efforts to achieve deepened awareness of human rights,
respect for human rights of the physically and mentally challenged, and child support as
examples of our efforts.
Deepening Human Rights Awareness
In looking to realize“respect of individuals”, we
are implementing human rights education for
enlightenment activities and also for new
employees and executives.
In addition, our efforts to resolve human rights
issues begin with antidiscrimination issues
through participation in the“Aichi Human Rights
Enlightenment Corporate Liaison Meeting”and
also outside agency training and courses with
the aim to educate personnel who instruct for
company human rights enlightenment activities.
Toyota Auto Body human rights education
Efforts for Human Respect in the Workplace
In our Toyota Auto Body human rights education, Employment status of the physically and
we are working to research the sense of human mentally challenged
rights for employees in taking up concrete events
FY
‘０６ ‘０7 ‘０8 ‘０9 ‘1０
violating human rights in everyday life in the
company for such as sexual harassment, power Numbers 144 147 146
144
150
employed
harassment, and unpleasant words.
In addition, we are making efforts to improve
Employment
single-employee dormitories and the work
rate
1.95 1.90 1.86 1.81 1.83
environment to allow the physically and mentally
(%)
challenged to participate independently in society
and also promote mutual understanding between
society and those challenged.
Achieving Child Raising Support
In FY2010, Toyota Auto Body introduced a
“Maternal Leave System”for female employees as
a way to work during their maternity period. This
system acts to protect motherhood by allowing
women employees to take time off until their
maternity leave for those who face challenges in
working during their pregnancy. We are working to
realize a work life balance that considers going
beyond established law by making it possible to
balance working methods and work times at each
stage of pregnancy, childbirth, and child rearing.
Mutual Day Care Facility
“Tacchi-chi House Fujimatsu”
“Support from Pregnancy through Childbirth and Child Rearing”
37
■Shifts in Economic Index（consolidated basis)
Volume of sales
1,571.5
（Billions of yen）
1,498.4
1,462.6
Unit sales
Volume
of Sales
'07
'08
'09
Profit
'10
（FY）
（Billions of yen）
Current Profit
Current Net
Earnings
22.4
20.8
17.2
15.6
13.2
（Thousands of vehicles）
1,651.2
1,432.7
'06
Unit sales
11.3
745
742
'06
'07
693
667
639
'08
'09
'10
Breakdown of unit sales
（April 1, 2010 to
March 31, 2011）
Others 3%
Estima 4%
Hiace
24%
Alphard・
Vellfire
14%
Unit sales
639,000
10.2
5.7
Land Cruiser
18%
Prius
19%
-0.5 -1.0
'06
'07
'08
'09
'10
（FY）
Total assets and net assets （Billions of yen）
486.7
476.4
447.3
Voxy・Noah 18%
Current net profit per stock / Dividends
（Yen）
Current net profit per share
Current dividends per share
118.97
418.9
391.2
98.86
Total assets
87.98
Net assets
212.2
227.4
227.5
217.3
（FY）
228.3
49.88
34
34
23
23
(23)
-9.36
'06
'07
'08
'09
Capital investment
50.6
49.3
'10
（FY）
（Billions of yen）
'06
'07
'08
Ordinary income
23.5
19.4
'07
'08
'09
'10
Number of employees
（FY）
（FY）
Unconsolidated
Consolidated
1,389.1 bil. yen
1,462.6 bil. yen
10.4 bil. yen
15.6 bil. yen
net income
4.2 bil. yen
5.7 bil. yen
Net income per share
36.47 yen
49.88 yen
Total assets
394.7 bil. yen
418.9 bil. yen
Net asset value
213.1 bil. yen
228.3 bil. yen
Return on assets (ROA)
1.00%
1.29%
Return on equity (ROE)
1.99%
2.58%
14.2 bil. yen
23.5 bil. yen
11,694
16,872
Capital investment
'06
'10
Unconsolidated and Consolidated
Economic Index (FY2010)
Net sales
45.7
'09
Number of employees (End of March 2011)
（People）
Temporary employees(average）
Number of employees
7,353
6,385
4,874
4,574
5,704
14,448
16,067
16,447
16,794
16,872
'06
'07
'08
'09
'10
（FY）
38
Please share your opinions and anything that you think is needed
concerning this report
A survey can be found in our website at the address below
(Also found in the top page of the CSR Report website)
https://www.toyota-body.co.jp/english/csr/contacts/enquete2011.html
Publishing
Head Office
Inquires
Publishing Date
Toyota Auto Body Co., Ltd.
100, Kanayama Ichiriyama-cho, Kariya City, Aichi Prefecture 448-8666
TEL: +81-566ｰ36ｰ2121
Corporate Planning Division
TEL: +81-566ｰ36ｰ7510 FAX: +81-566ｰ36ｰ9113
E-mail [email protected]
June 2011（Next publishing scheduled for summer 2012）
http://www.toyota-body.co.jp/english/
Participation in the“Team Minus 6%”National Movement for the Prevention of Global Warming
Toyota Auto Body is Participating in the“Team Minus 6%”
national movement for the prevention of global warming.
①Setting air conditioning temperature to 28℃, and
②We are making efforts to limit CO2 emissions and we are
encouraging to wear light clothing during the summer.
Stop Global Warming!
Team minus 6%