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Toyota Motor CorporationSeptember 6, 2002
Toyota Motor CorporationSeptember 6, 2002
Fujio ChoPresident
Fujio ChoPresident
1
Toyota’s PerformanceToyota’s Performance
2
* Assigning fiscal 1993 as factor of 100
Operating IncomeOperating Income
x5x5x5
10 Years of Dynamic Growth 10 Years of Dynamic Growth IToyota’s Performance
Operating income
FY1993FY1993 FY1996FY1996 FY1999FY1999 FY2002FY2002
3
Cumulative net incomeCumulative net income
* Cumulative net income reflects consolidated figures calculated in accordance with Japan GAAP.
(Trillions of yen) (Yen/dollar)
10 Years of Stability10 Years of StabilityIToyota’s Performance
Exchange rate (yen/dollar)Exchange rate (yen/dollar)
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001
4
Operating IncomeNet Sales, Total Assets, and Number of Employees
Operating IncomeNet Sales, Total Assets, and Number of Employees
x5x5x5
Improved Management Efficiency Improved Management Efficiency IToyota’s Performance
Operating incomeOperating income
Net salesNet sales
Total assetsTotal assets
Number of employeesNumber of employees
FY1993 FY1996 FY1999 FY2002
* Assigning fiscal 1993 as factor of 100
5
Global Unit Sales in 2001Global Unit Sales in 2001Global Unit Sales in 2001(Millions of units)(Millions of units)* Including Daihatsu and Hino* Including Daihatsu and Hino
5.95.9
Japan((((33%))))
Japan((((33%))))
North America((((36%))))
North America((((36%))))
Europe, Asiaand Others
((((31%))))
Europe, Asiaand Others
((((31%))))
IToyota’s Performance
OverseasOverseas
DomesticDomestic
Sales in Approximately 160 Countries and Regions Around the WorldSales in Approximately 160 Countries and Regions Around the World2001 Global Sales2001 Global Sales
Proportion of 2001 Unit Sales by RegionProportion of 2001 Unit Sales by RegionProportion of 2001 Unit Sales by Region
3.63.6
2.32.3
Global Share
10%Global Share
10%
6
Toyota((((42.2%))))
Toyota((((42.2%))))
Nissan((((18.0%))))
Nissan((((18.0%))))
Honda((((14.0%))))
Honda((((14.0%))))
Others((((25.8%))))
Others((((25.8%))))
* Figures for 1998 and thereafter include Daihatsu;
Figures for 2001 and thereafter include Hino
I2001 Domestic Sales2001 Domestic Sales
Japan’s Market Leader (more than 40% market share)Basis of Global Competitiveness : Quality, Cost
Japan’s Market Leader (more than 40% market share)Basis of Global Competitiveness : Quality, Cost
2001 Market Share (excluding minivehicles)2001 Market Share (excluding 2001 Market Share (excluding minivehiclesminivehicles))
1998 1999 2000 2001 2002/1-7
Toyota’s market share (excluding minivehicles)Toyota’s market share (excluding minivehicles)
Toyota’s market share (including minivehicles)Toyota’s market share (including minivehicles)
36.5%%%%36.5%%%% 37.3%%%%37.3%%%%38.9%%%%38.9%%%% 38.7%%%%38.7%%%% 38.2%%%%38.2%%%%
39.4%%%%39.4%%%%
41.7%%%%41.7%%%%43.3%%%%43.3%%%%
42.2%%%%42.2%%%% 42.4%%%%42.4%%%%
Toyota’s Performance
7
15%
Early in the 2010s
Early in the 2010s
10%
20012001
2010 Global Vision15% Global Market Share2010 Global Vision15% Global Market Share
Our Vision for the FutureOur Vision for the FutureIToyota’s Performance
8
Brand StrategyImproving Brand Value
Brand StrategyImproving Brand Value
9
Luxury vehiclesLuxury vehicles
Lexus LS430
Lexus SC430Lexus SC430
Small passenger vehicles
Small passenger vehicles
Corolla
Camry
Large SUVsLarge SUVs
Crossover vehiclesCrossover vehicles
Highlander
Lexus RX300
Youth-oriented vehiclesYouth-oriented vehicles
SCIONSCION
bbX
Tundra
Sequoia
IIImproving Brand Value
North American Strategy : Growth of Product Line-upNorth American Strategy : Growth of Product Line-up
Sales Target 2 million units(2003-2004 Planned)
Sales Target 2 million units(2003-2004 Planned)
Ranked first in 9 of 16 categories in the 2002 IQS survey
by J.D. Power & Associates
Ranked first in 9 of 16 categories in the 2002 IQS survey
by J.D. Power & Associates
10
Yaris: Unit sales2001: 210,000 vehiclesFirst half of 2002: 120,000 vehicles
Yaris: Unit sales2001: 210,000 vehiclesFirst half of 2002: 120,000 vehicles CorollaCorolla
IIEuropean Strategy : Growth of Product Line-upEuropean Strategy : Growth of Product Line-up
New Avensis (beginning of 2003)
New Avensis (beginning of 2003)
Diesel EnginesDiesel Engines
D-CAT (2003 launch)
D-CAT (2003 launch)
Improving Brand Value
Sales Target 800 thousand units +αααα
(2005 Planned)
Sales Target 800 thousand units +αααα
(2005 Planned)
Sales to Other Companies (from 2003)
11
IIGlobal CarsGlobal Cars
Corolla
Camry
Yaris
Hilux
Countries and regions in
which vehicle ismarketed
140
100
2001 production volume
(in thousands)
871
527
373
302
Improving Brand Value
20021 million
units(plan)
20021 million
units(plan)140
140
(approximate numbers)
12
CARTCART
F1F1
IIMotorsportsMotorsports
Current leader in manufacturer’s championship
Competed in races with cars developed completely in-house (from 2002)
Improving Brand Value
13
Strategy for Optimal Global ProductionStrategy for Optimal Global ProductionProducing Where Demand ExistsProducing Where Demand Exists
14
Production and Marketing Where Demand Exists (24 overseas countries and regions, 40 companies worldwide)
Production and Marketing Where Demand Exists (24 overseas countries and regions, 40 companies worldwide)
IIIProducing Where Demand Exists
Optimal Global ProductionOptimal Global Production
North America: 8 companies Europe:
4 companies
Asia: 11 companies
(outside Japan)
China: 6 companies
Central and South America:
4 companiesOceania:
1 company
Middle East: 4 companies
Africa: 2 companies
15
Production volume (Thousands of units)
(yen/dollar)
IIIProducing Where Demand Exists
Expansion of Local Production in North AmericaExpansion of Local Production in North America
2003 production capacity
From 1.25 million units to 1.45 million units
2003 production capacity
From 1.25 million units to 1.45 million units
Exchange rate (yen/dollar)
1990 1992 1994 1996 1998 2000 2002
6565
175175149149 164164
205205
265265
Operating Income in North America (billions of yen)
Operating Income in North America (billions of yen)
Expansion of Local Production Stable GrowthExpansion of Local Production Stable Growth
(First half of 2002)(First half of 2002)
16
Production volume (Thousands of units)
Proportion (%)
* Proportion of local production = Local production volume / Local unit sales
(First half of 2002)(First half of 2002)
IIIExpansion of Local Production in Europe (1)Expansion of Local Production in Europe (1)
2003 production capacity500,000 units
(including Turkey)
2003 production capacity500,000 units
(including Turkey)
U.K. (TMUK):France (TMMF):
Poland (TMMP):Turkey (TMMT):
U.K. (TMUK):France (TMMF):
Poland (TMMP):Turkey (TMMT):
Local production volumeLocal production volume
Proportion of local production*Proportion of local production*
Producing Where Demand Exists
1996 1998 2000 2001 2002
Expansion of Local Production and Procurement Cost ReductionsExpansion of Local Production and Procurement Cost Reductions
Common-rail diesel assembly (2003)Increased capacity (150,000 vehicles 180,000 vehicles, 2003)Common rail diesel assembly (2003)Manual transmission production commenced (April 2002)Corolla production, exports to Europe (February 2002)
17
III
Joint Production of New Concept Vehicle with PSA Peugeot-Citroën
Joint Production of New Concept Vehicle with PSA Peugeot-Citroën
Establishment of plant in Czech Rep. (TPCA) (Production scheduled to begin in 2005)
100,000 Toyota branded vehicles (planned)
Expansion of Polish plant (TMMP) in 2004Supply engines and transmissions to TPCA
Producing Where Demand Exists
Expansion of Local Production in Europe (2)Expansion of Local Production in Europe (2)Planned to Introduce Small Entry-Level Passenger VehiclePlanned to Introduce Small Entry-Level Passenger Vehicle
18
JapanJapanChinaChina
ThailandThailand
IndiaIndia
PakistanPakistan
IndonesiaIndonesia
PhilippinesPhilippines
TaiwanTaiwan
MalaysiaMalaysia
VietnamVietnam
Singapore Singapore
IIIProducing Where Demand Exists
Expansion of Production Network in AsiaExpansion of Production Network in Asia
19
IIIProducing Where Demand Exists
Major Leap Forward in Toyota’s China OperationsMajor Leap Forward in Toyota’s China Operations
Operations in China at presentOperations in China at presentTianjin:Tianjin:
Sichuan:Sichuan:Production of compact passenger vehicles (October 2002)Production of compact passenger vehicles (October 2002)
Production of the Coaster (December 2000)Production of the Coaster (December 2000)
Expansion by cooperative relationship with FAWExpansion by cooperative relationship with FAWMedium/large-class luxury sedans:Medium/large-class luxury sedans: Production of 50,000 units / year (2005)Production of 50,000 units / year (2005)
SUV:SUV: Production of 10,000 to 20,000 units / year (2003)Production of 10,000 to 20,000 units / year (2003)
Minivehicles:*Minivehicles:* Production of 100,000 units / year (2003)Production of 100,000 units / year (2003)
Total production and sales of 300,000 to 400,000 units / yearTotal production and sales of 300,000 to 400,000 units / yearBy around 2010By around 2010
*Sold under the Daihatsu brand*Sold under the Daihatsu brand
++
20
Technology StrategyTechnology StrategyStricter Regulations as a Business OpportunityStricter Regulations as a Business Opportunity
21
Toyota Group production volume (domestic and overseas)
Toyota Group production volume (domestic and overseas) Global production volumeGlobal production volume
1960 19901970 1980 2000
The Oil Crisis and Emission Controls Triggered GrowthThe Oil Crisis and Emission Controls Triggered Growth
Next-Generation Technological Competition as a Business Opportunity
Next-Generation Technological Competition as a Business Opportunity
IV
Oil CrisisOil Crisis
Emission ControlsEmission Controls
3.0 million units3.0 million units
4.0 million units4.0 million units
5.0 million units5.0 million units
Emission Controls (NOx) and FuelConsumption Regulations (CO2)Emission Controls (NOx) and FuelConsumption Regulations (CO2)
* Assuming a production volume of 1 car in 1960
38 times *38 times *
3.3 times *3.3 times *
HybridHybrid
FCHVFCHV
New Diesel
Catalyst (D-CAT)
New Diesel
Catalyst (D-CAT)
Stricter Regulations as a Business Opportunity
United States: LEV, ZEVEurope: 140g/kmJapan: Fuel economy guideline by 2010
Toyota’s OpportunityToyota’s Opportunity
22
YearYear
UnitsUnits
20012001
100,000 100,000
Gas turbine HV (1969)Gas turbine HV (1969)
50,00050,000
Increased Sales of Hybrid VehiclesIncreased Sales of Hybrid VehiclesIV
Total 100,000 vehiclesTotal 100,000 vehicles
300,000 units / year by around 2005
300,000 units / year by around 2005
Stricter Regulations as a Business Opportunity
Crown Mild HybridCrown Mild Hybrid
Estima Hybrid (4WD)Estima Hybrid (4WD)
PriusPrius
23
Fuel Consumption (km/l)*Fuel Consumption (km/l)**Measured by Japanese standard*Measured by Japanese standard
IVStricter Regulations as a Business Opportunity
Performance of Toyota PriusPerformance of Toyota Prius
30301010
1010
80-1
10 k
m/h(( ((Se
c )) ))80
-110
km
/h(( ((Se
c )) ))
2020
1.5L A/T1.5L A/T
55
2000 Prius2000 Prius
Mid
-ran
ge a
ccel
erat
ion
Mid
-ran
ge a
ccel
erat
ion
24
Toyota FCHV-4 (1)Toyota FCHV-4 (1)IV
Maximum speed 150km/h
250km
90kw
Pure hydrogen
Cruising range
Fuel cell output
Fuel
Stricter Regulations as a Business Opportunity
Independent In-house Development of Total System Including Fuel Cell Stacks Independent In-house Development of Total System Including Fuel Cell Stacks
25
Toyota FCHV-4 (2)Toyota FCHV-4 (2)IVStricter Regulations as a Business Opportunity
Independent In-house Development of Total System Including Fuel Cell StacksIndependent In-house Development of Total System Including Fuel Cell Stacks
Motor
Motor
Aircompressor
Aircompressor
Secondarybattery
Secondarybattery
High-pressure
hydrogen
storage tank
High-pressure
hydrogen
storage tank
MotorMotorTOYOTA FC StackTOYOTA FC Stack
Air compressorAir compressor
Powercontrol
unit
Powercontrol
unitPower control unitPower control unit
TOYOTAFC StackTOYOTAFC Stack
26
JapanJapan U.S.A.U.S.A.
Limited Marketing around the End of 2002Limited Marketing around the End of 2002
FCHV-4 Road TestsFCHV-4 Road TestsIVStricter Regulations as a Business Opportunity
27
Construction offuel cell vehicleConstruction offuel cell vehicle
Toyota’s fuel cellhybrid vehicle (FCHV)
Toyota’s fuel cellhybrid vehicle (FCHV)
Why is it Called the FCHV?Why is it Called the FCHV?IVStricter Regulations as a Business Opportunity
MotorMotor MotorMotor
TOYOTAFC StackTOYOTAFC StackFuel cell stackFuel cell stack
Aircompressor
Aircompressor
Aircompressor
Aircompressor
Secondarybattery
Secondarybattery
High-pressure
hydrogen
storage tank
High-pressure
hydrogen
storage tank
High-pressure
hydrogen
storage tank
High-pressure
hydrogen
storage tank
PowerPowerPowerPowercontrol unit
PowerPowerPowerPowercontrol unit
28
IVStricter Regulations as a Business Opportunity
The Overall Fuel Efficiency of FCHVsThe Overall Fuel Efficiency of FCHVs
Gasoline engineGasoline engine
Gasoline HVGasoline HV
High-pressure hydrogenHigh-pressure hydrogen
FCVFCV
FCHVFCHV
FCHVFCHV
0 10 20 30 40
Overall Efficiency “Well-to-Wheel” (%)Overall Efficiency “Well-to-Wheel” (%)
14%
26%
22%
29%
42%
Non-hybrid controlled
Hybrid controlled
Further improvement in efficiencyFurther improvement in efficiency
Calculations by Toyota
29
Diesel DIDiesel DIDiesel DI VVT-iVVTVVT--iiLean BurnLean BurnLean Burn
EVEVEVCNGCNGCNG
IVToyota’s Environmental
Technology DevelopmentToyota’s Environmental
Technology Development
The Ultimate Eco-CarThe Ultimate Eco-Car
Hybrid TechnologyHybrid Technology
D-4DD--44
Stricter Regulations as a Business Opportunity
Alternative energy
Alternative energy
DieselengineDieselengine
Gasolineengine
Gasolineengine EV & FCVEV & FCV
THS-MTHSTHS--MM
FCHVFCHVFCHVTHS-CTHSTHS--CC
THSTHSTHS
(Crown)(Crown)
(Estima)(Estima)
(Prius)(Prius)
30
IVStricter Regulations as a Business Opportunity
Strategy to Encourage Hybrid Popularizationand Reduce Costs
Strategy to Encourage Hybrid Popularizationand Reduce Costs
� Agreement of ten years or longer
� Toyota to supply hybrid components (transaxle, battery, inverter)
� Nissan to install hybrid system in vehicles for U.S. in 2006
� 100,000 units expected within five year of launch
� Ongoing discussions of joint development of components
Toyota-Nissan Tie Up
31
IVGlobal New Body LineGlobal New Body Line
Innovative Welding ProcessesInnovative Welding Processes
Highly flexibleHighly flexible
Investment reductionInvestment reduction
(1 line for 8 models, small-lot to mass production)(1 line for 8 models, small-lot to mass production)
New facilities: 50% less Model changes: 70% less (compared with former line)
New facilities: 50% less Model changes: 70% less (compared with former line)
Stricter Regulations as a Business Opportunity
32
IVV-Comm (1)V-Comm (1)
V-Comm (virtual trial manufacturing)Accelerates Production Preparation, Reduces Production Costs
V-Comm (virtual trial manufacturing)Accelerates Production Preparation, Reduces Production Costs
Stricter Regulations as a Business Opportunity
33
Exchange of images, sound
Exchange of signal
* TPS: Toyota Production System
Toyota HeadquartersToyota HeadquartersPolish Plant
(Transmission Plant)Polish Plant
(Transmission Plant)
French PlantFrench Plant
IVV-Comm (2)V-Comm (2)
Stricter Regulations as a Business Opportunity
Global Expansion of TPS * via Digital TechnologyGlobal Expansion of TPS * via Digital Technology
34
Innovation into the Future Innovation into the Future
35
VInnovation into the Future
Motorization on a Global ScaleMotorization on a Global Scale
Rapid expansion in Eastern/Central Europe,
Russia
Rapid expansion in Eastern/Central Europe,
Russia
Expansion of U.S. market
Increase in population
Expansion of U.S. market
Increase in population
True growth in the Asian market
True growth in the Asian market
36
Plant-Based Biodegradable Plastic (Bioplastic)Plant-Based Biodegradable Plastic (Bioplastic)
VInnovation into the Future
Recycling and a “Zero-Waste” SocietyRecycling and a “Zero-Waste” Society
Development of New Materials and Processing Technology
Development of New Materials and Processing Technology
Development of environmentally-friendly biodegradable plastic from biomass (manufacture of automotive parts from high-yield sweet potatoes)
Final technical evaluation and commercialization slated for immediate future
(Indonesia)
Development of environmentally-friendly biodegradable plastic from biomass (manufacture of automotive parts from high-yield sweet potatoes)
Final technical evaluation and commercialization slated for immediate future
(Indonesia)
37
VInnovation into the Future
Expansion of ITSExpansion of ITS
Car MultimediaG-BOOK(Automobile information network service)
Car MultimediaG-BOOK(Automobile information network service)
Automobiles are equipped with information terminals and transmission modules to enable real-time exchange of information
Plan to launch in October
Automobiles are equipped with information terminals and transmission modules to enable real-time exchange of information
Plan to launch in October
WiLL VC ConceptWiLL VC Concept
Ubiquitous-Information SocietyUbiquitous-Information Society
38
VInnovation into the Future
Moving toward a Mature Global SocietyMoving toward a Mature Global SocietyPersonnel Growth at Overseas SubsidiariesPersonnel Growth at Overseas Subsidiaries
FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002
(Thousands ofpersons)
109109 (16%) 246246 (27%)
Establishment of the Toyota Institute
Establishment of the Toyota Institute
Training and opportunities for
overseas personnel
Training and opportunities for
overseas personnel
Number of personnel on a consolidated basis Percentage of personnel at overseas subsidiaries( ):
39
Toyota Motor CorporationSeptember 6, 2002
Toyota Motor CorporationSeptember 6, 2002
Toyota Motor CorporationSeptember 6, 2002
Toyota Motor CorporationSeptember 6, 2002
Ryuji ArakiRyuji ArakiRyuji ArakiRyuji ArakiExecutive Vice PresidentExecutive Vice PresidentExecutive Vice PresidentExecutive Vice President
Ryuji ArakiRyuji ArakiRyuji ArakiRyuji ArakiExecutive Vice PresidentExecutive Vice PresidentExecutive Vice PresidentExecutive Vice President
1
((((US-GAAP))))((((US-GAAP)))) ((((Japan-GAAP))))((((Japan-GAAP))))FY2001FY2001
((((Japan-GAAP))))((((Japan-GAAP)))) ((((US-GAAP))))((((US-GAAP))))
FY2002FY2002
Net Income before taxesNet Income before taxes
Operating IncomeOperating Income
Net IncomeNet Income(Billions of yen) ((((Trillions of yen)
Net sales
Net sales
Income
Income
13.113.1 13.413.415.115.1
14.314.3
1,1071,107
790790
674674
870870
864864
471471
1,1231,123
1,1131,113
615615
1,0931,093
972972
556556
Overview of Fiscal 2002 Consolidated Business Performance
Overview of Fiscal 2002 Consolidated Business Performance
Net Sales Net Sales Net Sales Net Sales
2
Overview of 1Q of Fiscal 2003 Consolidated Business Performance
Overview of 1Q of Fiscal 2003 Consolidated Business Performance
((((Japan-GAAP))))((((Japan-GAAP))))Apr.-Jun. 2001Apr.-Jun. 2001
((((Japan-GAAP))))((((Japan-GAAP))))Apr.-Jun. 2002Apr.-Jun. 2002
Net Income before taxesNet Income before taxesOperating IncomeOperating Income
Net IncomeNet Income(Billions of yen)
(Trillions of yen)
Net sales
Net sales
Income
Income
3.33.3
4.04.0
297297
291291
162162
613613
394394
352352
Net SalesNet Sales
This includes ¥187 billion gains due to return of substituted portion of employee pension fund.
Note: Based on standard for interim financial statementNote: Based on standard for interim financial statement
3
Factor of Changes in Operating Income:1Q of Fiscal 2003
Factor of Changes in Operating Income:1Q of Fiscal 2003
291.3291.3
394.5394.5
Increase in operating income (¥103.2 billion)Increase in operating income (¥103.2 billion)
After eliminationof effect of foreignexchange
After eliminationof effect of foreignexchange
Apr.-Jun. 2001Apr.-Jun. 2001 Apr.-Jun. 2002Apr.-Jun. 2002
R&D expenses, Depreciation,
etc.(-56.8)
Marketingactivities(+20.0)
Cost reduction(+70.0)
Forex ratechange(+70.0) Change from
previous year(+33.2)
(Billions of yen)
((((Japan-GAAP))))((((Japan-GAAP)))) ((((Japan-GAAP))))((((Japan-GAAP))))
324.5324.5
Note: Based on standard for interim financial statementNote: Based on standard for interim financial statement
4
6,110 (Projection)6,110 (Projection)
RO
EO
perating incom
e ratio
(Japan GAAP)
(Thousands of units)
Long-Term Financial TargetsLong-Term Financial Targets
4,6954,695
FY2000 FY2001
12.7%
6.1% 6% 6.5%7.4%
5.8%5.8% 6.3%6.3% 6.8%6.8%8.5%8.5%
FY2002 FY2003/1Q
5,1825,1825,5275,527
5,7855,785
Operatingincome ratioOperatingincome ratio
Unit sales on consolidated basisUnit sales on consolidated basis
ROEROE
9%Target of operating
income ratio
10%(Target of ROE)
FY1999
9.8%
Excluding effect due toreturn of substituted portionof employee pension fund
Excluding effect due toreturn of substituted portionof employee pension fund
(%%%%)
(%%%%)
5
Results of cost reduction effortsResults of cost reduction efforts
Continuing Efforts to Reduce CostsContinuing Efforts to Reduce Costs
FY1996FY1996 FY1997FY1997 FY1998FY1998 FY1999FY1999 FY2000FY2000 FY2001FY2001 FY2002FY2002 FY2003FY2003
Eliminate WasteEliminate Waste
130130
110110
7070
120120
150150
190190
260260
7070
(Billions of yen)
1Q1Q
6
<Older models><Older models> CamryCamry
CorollaCorolla
StarletStarlet
Yaris(Vitz)Yaris(Vitz)New CorollaNew Corolla
New CamryNew Camry
<New models><New models>
PerformancePerformance * Construction of Cost Competitiveness 21* Construction of Cost Competitiveness 21
CCC21 Initiative *CCC21 Initiative *
Nearly completed identifying means to achieve the targets
(March 2002)
Nearly completed identifying means to achieve the targets
(March 2002)
Costs
Costs
Using Global Benchmarking, Set Our Targets for the World’s Best Cost and Performance for Components and Parts
Using Global Benchmarking, Set Our Targets for the World’s Best Cost and Performance for Components and Parts
CCC21 (About 170 items)
7
(Production platforms for passenger vehicles)(Production platforms for passenger vehicles)
Platform IntegrationPlatform Integration
FRFR
FFFF
11 platforms now in use
11 platforms now in use
Reduce to 6 platformsReduce to 6 platforms
8
(Billions of yen)
Financial BusinessFinancial Business
Operating incomeOperating income
FY1998 FY1999 FY2000 FY2001 FY2002 Mid-term Target
Existing basesExisting bases
Planned 2002 basesPlanned 2002 bases
22
2
Global Sales Finance NetworkGlobal Sales Finance Network
Future expansion to bases in 30 countries
9
Image of Fiscal 2002 Consolidated Cash FlowsImage of Fiscal 2002 Consolidated Cash Flows
*Japan GAAP
Cash Flow ManagementCash Flow ManagementEfficient Use of CapitalEfficient Use of Capital Long-term Stable GrowthLong-term Stable Growth
Increasing Shareholders’ ValueIncreasing Shareholders’ Value
R&D592
R&D592
Net income615
Net income615
Depreciation699
Depreciation699
Capital investment
940
Capital investment
940
374374
(Billions of yen)
&&
10
487487 453453 479479
592592
871871 860860
973973 940940
203203 150150
FY1999 FY2000 FY2001 FY2002 FY2003/1Q
Capital investmentCapital investment R&D expensesR&D expenses
980 (projection)980 (projection)
650 (projection)650 (projection)
(Billions of yen)
Aiming at the Future GrowthAiming at the Future GrowthCapital Investment and R&DCapital Investment and R&D
11
1,210
36.8
1,168 1,159 1,1091,363
43.541.9
40.641.3
FY1998 FY1999 FY2000 FY2001 FY2002
Net funds
Maintaining Sufficient Level of LiquidityMaintaining Sufficient Level of Liquidity
(consolidated, excluding financial business)
(Billions of yen)
Shareholders’ equity ratio(consolidated)
(%)
12
Asset AllocationAsset Allocation
12.712.7
19.819.8(Trillions of yen)(Trillions of yen)
Operating Assets
Operating Assets
Asia and Others 0.6Asia and Others 0.6Europe 0.5Europe 0.5
North America3.4
North America3.4
Japan5.8
Japan5.8
2.42.4
10.310.3
Asia and Others 1.0Asia and Others 1.0Europe 1.2Europe 1.2
North America6.5
North America6.5
Japan9.2
Japan9.2
1.91.9
17.917.9
Non-operating AssetsNon-operating Assets Non-operating AssetsNon-operating Assets
End of FY1997End of FY1997 End of FY2002End of FY2002
13
*Calculated at the end of each fiscal year, assigning fiscal 1991 as factor of 100
Total Market Value of Toyota Shares in Tokyo Stock Exchange Market Cap Rose from 1.4% in 1991 to 4.4% in 2002
Total Market Value of Toyota Shares in Tokyo Stock Exchange Market Cap Rose from 1.4% in 1991 to 4.4% in 2002
(4.4%)
(1.4%)
Long-Term Stable Growth in Share ValueLong-Term Stable Growth in Share Value
Changes in aggregate market valueChanges in aggregate market value
Toyota sharesToyota shares
Tokyo Stock ExchangeTokyo Stock Exchange%=
Market value of Toyota Shares
Aggregate market value of TSE
FY1991FY1991 FY1992FY1992 FY1993FY1993 FY1994FY1994 FY1995FY1995 FY1996FY1996 FY1997FY1997 FY1998FY1998 FY1999FY1999 FY2000FY2000 FY2001FY2001 FY2002FY2002
14
*(Annual dividends + Shares canceled) / Net income (On non-consolidated, Japan GAAP basis)*(Annual dividends + Shares canceled) / Net income (On non-consolidated, Japan GAAP basis)
Shareholder’s ReturnShareholder’s Return
FY1995FY1995 FY1996FY1996 FY1997FY1997 FY1998FY1998 FY1999FY1999 FY2000FY2000 FY2001FY2001 FY2002FY2002
400
300
200
100
0
120%
100%
80%
60%
40%
20%
0%
Dividends Payout: Increasing Steadily (¥14.5 per share to ¥28 per share)Dividends Payout: Increasing Steadily (¥14.5 per share to ¥28 per share)Accumulative Value of Shares Canceled: ¥922 BillionAccumulative Value of Shares Canceled: ¥922 Billion
Annual dividendsAnnual dividends
Shares canceledShares canceled
Return ratio*Return ratio*
(Billions of yen)
Note: 1. Figures for FY95 only reflect 9-months result to reflect the change in fiscal year-end.Note: 1. Figures for FY95 only reflect 9-months result to reflect the change in fiscal year-end.Amount of shares canceled decreased inFY2000 due to various legal constraints relating to Toyota’s listing on NYSE and LSE. Amount of shares canceled decreased inFY2000 due to various legal constraints relating to Toyota’s listing on NYSE and LSE.
Note: 2.Note: 2.
Figure of shares canceled in FY2002 includes ¥143 billion of shares repurchased during FY2002, and canceled during FY2003. Figure of shares canceled in FY2002 includes ¥143 billion of shares repurchased during FY2002, and canceled during FY2003.
Note: 3.Note: 3.
14.514.5 1919 2222 2323 2323 2424 2525 ¥28/share¥28/share
15
Up to ¥600 billionUp to 170 million shares
Authorized Amount of Repurchase
Share RepurchaseShare Repurchase
(Between Annual General Shareholders’ Meetings 2002 and 2003)
16
Banks
Life and non-lifeinsurance companies
Corporations, etc.
Individual investors
Foreign investors
22%
19%
14%
19%
16%
9%
End of Mar. 2002End of Sept. 1999
11%
34%
17%
21%
7%
10%
Held in trust accounts
44% down
1% treasury stock
Update on Current Toyota’s Share OwnershipUpdate on Current Toyota’s Share Ownership
62%55%%%%Financial institutions
17
Toyota’s Accounting PolicyToyota’s Accounting Policy
1) Disclosure for a better transparency
2) Conservative accounting
Disclose financial statements in accordance withboth Japan & US GAAP
Implementation of rigorous standards (for valuation of marketable securities and inventories)
No impaired assets remain on balance sheet
18
1) Interim consolidated results
2) Strengthened consolidated accounting (introduction of criteria for actual corporate control*)
3) Tax effect accounting
4) Accounting for retirement benefits
5) Accounting for financial instruments
00/9 -
Principal changes
*SPE (disqualified): Application of actual control criteria (no 3% rule)
Changing in Japan’s Accounting StandardsChanging in Japan’s Accounting Standards
Systemic changes Implemented by Toyota
Financial instrumentsCross-holding of shares, etc.
00/3 -
00/3 -
00/9 -
00/9 -01/9 -
98/9 -
99/9 -
99/9 -
00/9 -
00/9 -00/9 -
Adopted these changes to our accounting system in advanceAdopted these changes to our accounting system in advance
19
Japanese standards for financial statements:
Financial Statements are Audited TwiceFinancial Statements are Audited Twice
> Rules for calculating financial statements set forth in the Commercial Code
> Rules for preparing financial statements set forth in the Securities and Exchange Act
U.S. standards for financial statements :PricewaterhouseCoopers
ChuoAoyama
20
Shareholders’ MeetingShareholders’ Meeting
Board of DirectorsBoard of Directors
Directors
Representative Directors
Representative Directors
Accounting AuditAccounting Audit
ExecutionExecution
AuditAudit
ElectionElection
Corporate Governance under theCommercial Code of Japan
Corporate Governance under theCommercial Code of Japan
Approval of directors’
remuneration, bonuses, pensions,
stock options
ElectionElection
Approve transactions witch may involve
conflicts of interest.
Strengthen authority for
corporate auditors
ElectionElection
Accounting AuditorsAccounting Auditors
Election Monitoring
Election Monitoring
Board of Corporate Auditors
Board of Corporate Auditors
Auditors
Outside Auditors
21
Focus onShareholders
Focus onShareholders
Harmonious Growth
Harmonious Growth
CS No.1CS No.1
Basic Statement of Toyota Style GovernanceBasic Statement of Toyota Style Governance
EmployeesEmployees
CreditorsCreditors
CommunityCommunity
SuppliersSuppliers
DealersDealers
ManagementEfficient
Operation
ManagementEfficient
Operation
CustomersCustomers
ShareholdersShareholders
Toyota WayToyota WayLong-term
Stable Grow
th
22
Internal insider-trading regulations:
24-hour rules, Rules for trading Toyota shares
Prompt Decision Making and Intensive Risk ManagementPrompt Decision Making and Intensive Risk Management
Shareholders’Meeting
Shareholders’Meeting
Decision-makingEVP and above
Decision-makingEVP and above
ExecutionSenior managing
director and below
ExecutionSenior managing
director and below
NYSE, LSE Listing(SEC Disclosure)
NYSE, LSE Listing(SEC Disclosure)
InternationalAdvisory Board
InternationalAdvisory Board
Labor-Management
Council/Forum
Labor-Management
Council/Forum
Social ContributionCommittee
Social ContributionCommittee
CorporateEthics
Committee
CorporateEthics
Committee
Stock OptionCommittee
Stock OptionCommittee
MonitorMonitor MonitorMonitor
Toyota WayToyota Way
Higher Transparency Reviewed by “Many People”Higher Transparency Reviewed by “Many People”
Internal AuditInternal Audit
23
Cautionary Statement with Respect to Forward-Looking Statements
This presentation contains forward-looking statements that reflect Toyota’s plans and expectations. These forward-looking statements are not guarantees of future performance and involve known and unknown risks, uncertainties and other factors that may cause Toyota’s actual results, performance, achievements or financial position to be materially different from any future results, performance, achievements or financial position expressed or implied by these forward-looking statements. These factors include: (i) changes in economic conditions affecting, and the competitive environment in, the automotive markets in Japan, North America, Europe and other markets in which Toyota operates; (ii) fluctuations in currency exchange rates, particularly with respect to the value of the Japanese yen, the U.S. dollar, the euro and the British pound; (iii) Toyota’s ability to realize production efficiencies and to implement capital expenditures at the levels and times planned by management; (iv) changes in the laws, regulations and government policies affecting Toyota’s automotive operations, particularly laws, regulations and policies relating to environmental protection, vehicle emissions, vehicle fuel economy and vehicle safety, as well as changes in laws, regulations and government policies affecting Toyota’s other operations, including the outcome of future litigation and other legal proceedings; (v) political instability in the markets in which Toyota operates; (vi) Toyota’s ability to timely develop and achieve market acceptance of new products; and (vii) fuel shortages or interruptions in transportation systems, labor strikes, work stoppages or other interruptions to, or difficulties in, the employment of labor in the major markets where Toyota purchases materials, components and supplies for the production of its products or where its products are produced, distributed or sold. A discussion of these and other factors which may affect Toyota’s actual results, performance, achievements or financial position is contained in the “Operating and Financial Review and Prospects” and “Information on the Company” sections and elsewhere in Toyota’s annual report on Form 20-F, which is on file with the United States Securities and Exchange Commission.
Toyota Motor CorporationSeptember 6, 2002
Toyota Motor CorporationSeptember 6, 2002