Toyota 2013 Annual Report Download - page 4

Toyota Global Vision President’s Message Launching a New Structure Special Feature Review of Operations
Consolidated Performance
Highlights
Management and
Corporate Information Investor InformationFinancial Section
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ANNUAL REPORT 2013
The last four years have also been an opportunity to reconnect with our roots and return to the things that we
have always held dear. Toyota’s roots lie in its founding principle of contributing to society by making automo-
biles. Put simply, our goal should ever be to make ever-better cars.
The products that are only just beginning to roll off the lines represent the fi rst results of our groupwide
emphasis on making ever-better cars. At the same time, we are making steady progress in reforming production
technology and making new cars based on the Toyota New Global Architecture (TNGA).
Looking at the consolidated results for the fi scal year ended March 31, 2013, Toyota recorded substantial
improvements in both revenue and earnings. This upturn was largely attributable to the increase in vehicle
sales in North America and Asia and concerted efforts by the entire Toyota Group to boost profi ts. On a non-
consolidated basis, Toyota was successful in turning a profi t for the fi rst time in fi ve years. This achievement is
entirely attributable to the backing provided by the global Toyota team, which encompasses a wide range of
stakeholders such as employees, sales outlets, suppliers, and, of course, customers. I am deeply grateful for
their confi dence and support.
There is a growing sense that the business model set forth in the Toyota Global Vision is steadily becoming more
robust. It is important, however, to remember that we have merely reached the next starting line and that every
member of the Toyota Group needs to focus on ensuring true competitiveness—competitiveness that will support
sustainable growth regardless of external factors. Ultimately, true competitiveness cannot be measured simply in
terms of profi t and loss, but rather represents a challenge that must be met on a groupwide basis. Our efforts to
meet this challenge are exemplifi ed by our adoption of TNGA and the reorganization of our business units.
Toyota celebrated its 75th anniversary in November 2012. In establishing the Company all those years ago,
Kiichiro Toyoda envisioned a strong Japanese auto industry with its roots in Japanese manufacturing traditions.
Today, we are entering the fi nal quarter of the auto industry’s fi rst century. Over the next 25 years, we must set
our gaze even further, and gain some insight into this industry’s second century. We must then use this insight to
inform our own long-term business structure. We must always bear in mind that the sustainable growth we are
striving to achieve will create a better society for our children and grandchildren.
“Rewarded with a smile by exceeding your expectations,” all 330,000 of us at Toyota around the world work
together as one to make ever-better cars and to contribute to society. We kindly request the continued support
and understanding of all our stakeholders.
July 2013
Akio Toyoda
President
True Competitiveness for
Sustainable Growth
Firstly, I would like to express my sincere gratitude for your continued support and understanding.
Since 2009, Toyota has faced a series of prolonged crises. Looking back, these crises allowed us to gain invalu-
able experience and taught us many truths that would have remained hidden if conditions had been more settled.
Particularly during the global fi nancial crisis, when we fell into the red, we learned that a traditionally broad-
based auto industry, while positioned to enjoy the fruits of rapid growth, may also be vulnerable to abrupt decline
that could bring anxiety to a substantial number of people. We are now more attuned to the importance of
sustainable growth and have learned the critical lesson that an increase in production does not necessarily
equate to growth.