Automotive   |   Toyota Motor
Annual Report 2005  
Year ended March 31, 2005  
Positioned for the Future  
Established in 1937, Toyota Motor Corporation is one of Japan’s representative automobile manufacturers.  
In fiscal 2005, Toyota achieved worldwide consolidated sales of 7.4 million vehicles under the Toyota,  
Lexus, Daihatsu, and Hino brands on a shipment basis. At the end of fiscal 2005, Toyota had production  
bases in 26 overseas countries and regions, a vehicle sales network spanning approximately 170 countries  
and regions, and more than 260,000 employees worldwide on a consolidated basis.  
Contents  
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3
4
5
6
8
> Consolidated Financial Highlights (U.S. GAAP)  
> Consolidated Operating Summary  
> Consolidated Segment Information  
> Consolidated Vehicle Production and Sales  
> Chairman’s Message  
> President’s Message  
1
4 > Message from the Executive Vice President  
Responsible for Finance & Accounting  
6 > Corporate Governance  
1
2
2
3
4
1 > Contribution towards Sustainable Development  
3 > Special Feature: Positioned for the Future  
6 > Business Overview  
8 > Financial Section  
1
1
1
1
1
1
1
1
23 > Domestic Production Sites  
24 > Overseas Manufacturing Companies  
28 > Environmental Preservation Activities  
29 > Social Contribution Activities  
30 > EXPO 2005  
31 > Motorsports  
32 > Members of the Board of Directors and Auditors  
34 > Investor Information  
1
Positioned for the Future  
W I T H  
A
F O C U S O N G R O W T H A N D E F F I C I E N C Y  
At Toyota, we are steadfastly focused on fortifying our position in the worldwide  
automobile industry and on contributing to tomorrow’s car society. We have taken  
control of our own destiny by pursuing farsighted innovation in all operational  
areas—including development, purchasing, production, and sales—enabling us to  
lead growth in the industry.  
Furthermore, Toyota’s advances in the face of fierce competition among  
automakers have underscored the Company’s unique value. However, every year the  
bar for achieving sustainable growth gets higher. Continuing to target growth and  
efficiency, Toyota will move ahead by manufacturing appealing vehicles that meet the  
needs of the age.  
2
CONSOLIDATED FINANCIAL HIGHLIGHTS (U.S. GAAP)  
Toyota Motor Corporation  
Fiscal years ended March 31  
U.S. dollars*  
in millions  
except per  
share data  
Yen in millions  
except per share data  
% change  
2003  
2004  
2005  
2005  
2004 vs 2005  
For the Year:  
Net Revenues............................................ ¥15,501,553  
¥17,294,760  
1,666,890  
1,162,098  
15.2%  
¥18,551,526  
1,672,187  
1,171,260  
13.6%  
$172,749  
15,571  
10,907  
+7.3  
+0.3  
+0.8  
Operating Income....................................  
Net Income...............................................  
ROE ..........................................................  
1,271,646  
750,942  
10.4%  
Per Share Data (yen and U.S. dollars):  
Net Income (Basic)..............................  
Cash Dividends ....................................  
Shareholders’ Equity............................  
¥ 211.32  
36.00  
¥ 342.90  
45.00  
¥ 355.35  
65.00  
$ 3.31  
0.61  
+3.6  
+44.4  
+12.7  
2,063.43  
2,456.08  
2,767.67  
25.77  
At Year-End:  
Total Assets .............................................. ¥20,152,974  
¥22,040,228  
8,178,567  
¥24,335,011  
9,044,950  
$226,604  
84,225  
+10.4  
+10.6  
Shareholders’ Equity................................  
7,121,000  
Share Performance (March 31):  
Price per Share  
(
yen and U.S. dollars):...........................  
¥2,635  
¥3,880  
¥3,990  
$37.15  
+2.8  
+2.8  
Market Capitalization..............................  
¥9,512,343  
¥14,006,790  
¥14,403,890  
$134,127  
*
U.S. dollar amounts have been translated at the rate of ¥107.39=US$1, the approximate current exchange rate at March 31, 2005.  
Net Revenues  
Net Income and ROE  
Net Income and  
Cash Dividends per Share  
(
¥ Billion)  
(¥ Billion)  
(%)  
(¥)  
(¥)  
2
1
1
0,000  
5,000  
0,000  
1,200  
20  
400  
300  
200  
100  
0
80  
900  
600  
300  
0
15  
10  
5
60  
40  
20  
0
5,000  
0
0
FY  
’01 ’02 ’03 ’04 ’05  
FY  
’01 ’02 ’03 ’04 ’05  
FY  
’01 ’02 ’03 ’04 ’05  
Net income  
ROE (Right scale)  
Net income per share  
Cash dividends per share (Right scale)  
3
CONSOLIDATED OPERATING SUMMARY  
[
[
[
[
[
[
Vehicle Sales ] . . . . . . . . . . . . . . . . . . up10.3  
%
, to 7.40 million—a new record  
Vehicle Production ] . . . . . . . . . . . . up11.0 %, to 7.23million—a new record  
Net Revenues ] . . . . . . . . . . . . . . . . . .  
Operating Income ] . . . . . . . . . . . . .  
Net Income ] . . . . . . . . . . . . . . . . . . . . .  
up7.3 % ¥18.55trillion—a new record  
, to  
, to  
, to  
up0.3% ¥1.67trillion—a new record  
up0.8% ¥1.17trillion—a new record  
ROE ] . . . . . . . . . . . . . . . . . . . . . . . . . . . . . moved from 15.2% to  
13.6  
%
[
[
Net Income per Share ] . . . . . . . . .  
Annual Cash Dividends  
up3.6% ¥355.35  
, to  
.
. . . . . . . . up¥20.00, to ¥65.00  
per Share ]  
[
[
Total Assets ] . . . . . . . . . . . . . . . . . . . .  
Shareholders’ Equity ] . . . . . . . . . .  
up10.4 % ¥24.33trillion  
, to  
up10.6% ¥9.04trillion  
, to  
Note: All of the above are year-on-year consolidated results.  
4
CONSOLIDATED SEGMENT INFORMATION  
Toyota Motor Corporation  
Fiscal years ended March 31  
Yen in millions  
2004  
% change  
2003  
2005  
2004 vs 2005  
By Business Operations:  
Revenues:  
Automotive ..................................................................  
Financial Services.........................................................  
All Other ......................................................................  
Intersegment Elimination ...........................................  
Total Company........................................................  
¥14,311,451  
724,898  
¥15,973,826  
736,852  
¥17,113,535  
781,261  
+7.1  
+6.0  
795,217  
896,244  
1,030,320  
(373,590)  
¥18,551,526  
+15.0  
+19.7  
+7.3  
(330,013)  
¥15,501,553  
(312,162)  
¥17,294,760  
Operating Income:  
Automotive ..................................................................  
Financial Services.........................................................  
All Other ......................................................................  
Intersegment Elimination ...........................................  
Total Company........................................................  
¥1,246,925  
30,328  
¥1,518,954  
145,998  
¥1,452,535  
200,853  
–4.4  
+37.6  
+121.3  
+12.3  
+0.3  
4,529  
15,247  
33,743  
(10,136)  
¥1,271,646  
(13,309)  
¥1,666,890  
(14,944)  
¥1,672,187  
By Region:  
Revenues (External Customers):  
Japan.............................................................................  
North America.............................................................  
Europe..........................................................................  
Other Regions..............................................................  
Total Company........................................................  
¥ 6,621,054  
5,929,803  
¥ 7,167,704  
5,910,422  
¥ 7,408,136  
6,187,624  
+3.4  
+4.7  
1,514,683  
2,018,969  
2,305,450  
+14.2  
+20.6  
+7.3  
1,436,013  
2,197,665  
2,650,316  
¥15,501,553  
¥17,294,760  
¥18,551,526  
Operating Income:  
Japan.............................................................................  
North America.............................................................  
Europe..........................................................................  
Other Regions..............................................................  
Intersegment Elimination ...........................................  
Total Company........................................................  
¥ 944,290  
279,988  
8,305  
¥1,108,127  
390,977  
72,475  
¥ 987,242  
447,559  
–10.9  
+14.5  
+49.8  
+45.7  
+672.8  
+0.3  
108,541  
45,626  
96,913  
141,226  
(6,563)  
(1,602)  
(12,381)  
¥1,672,187  
¥1,271,646  
¥1,666,890  
Revenues (External Customers) and Operating Income (Loss) by Region  
Japan  
North America  
Europe  
Other Regions  
(
¥ Billion)  
(¥ Billion)  
(¥ Billion)  
(¥ Billion)  
(¥ Billion)  
(¥ Billion)  
(¥ Billion)  
(¥ Billion)  
8,000  
6,000  
4,000  
2,000  
0
1,200  
6,400  
600  
2,400  
120  
3,200  
160  
120  
80  
900  
600  
300  
0
4,800  
3,200  
1,600  
0
450  
300  
150  
0
1,800  
1,200  
600  
80  
40  
2,400  
1,600  
800  
0
0
40  
0
–40  
0
FY  
’01 ’02 ’03 ’04 ’05  
Revenues  
Operating income (Right scale)  
FY  
’01 ’02 ’03 ’04 ’05  
Revenues  
Operating income (Right scale)  
FY  
’01 ’02 ’03 ’04 ’05  
Revenues  
Operating income (loss) (Right scale)  
FY  
’01 ’02 ’03 ’04 ’05  
Revenues  
Operating income (Right scale)  
5
CONSOLIDATED VEHICLE PRODUCTION AND SALES  
Toyota Motor Corporation  
Fiscal years ended March 31  
Thousands of units  
2004  
% change  
2003  
2005  
2004 vs 2005  
Vehicle Production by Region:  
Japan..................................................................................  
North America..................................................................  
Europe ...............................................................................  
Other Regions ...................................................................  
Overseas Total...............................................................  
Consolidated Total .......................................................  
4,162  
4,284  
1,034  
515  
4,534  
1,156  
596  
945  
2,697  
7,231  
+5.9  
+11.8  
+15.7  
+38.9  
+21.0  
+11.0  
883  
387  
418  
680  
1,688  
5,850  
2,229  
6,513  
Vehicle Sales by Region:  
Japan..................................................................................  
North America..................................................................  
Europe ...............................................................................  
Other Regions ...................................................................  
Asia ................................................................................  
Central and South America..........................................  
Oceania..........................................................................  
Others............................................................................  
Overseas Total...........................................................  
Consolidated Total ...................................................  
2,217  
1,982  
776  
2,303  
2,103  
898  
2,381  
2,271  
979  
1,777  
[834]  
[185]  
[239]  
[519]  
5,027  
7,408  
+3.4  
+8.0  
+9.0  
1,138  
[462]  
[161]  
[203]  
[312]  
3,896  
6,113  
1,415  
[557]  
[146]  
[236]  
[476]  
4,416  
6,719  
+25.5  
+49.5  
+27.0  
+1.5  
+8.9  
+13.8  
+10.3  
Vehicle Production by Brand:  
Toyota / Lexus...................................................................  
Daihatsu ............................................................................  
Hino...................................................................................  
Consolidated Total .......................................................  
Toyota Group Total*....................................................  
5,185  
607  
5,763  
663  
6,393  
745  
93  
7,231  
7,719  
+10.9  
+12.5  
+7.3  
58  
87  
5,850  
6,405  
6,513  
7,050  
+11.0  
+9.5  
*
Includes 555 thousand units in fiscal 2003, 537 thousand units in fiscal 2004, and 488 thousand units in fiscal 2005 produced by unconsolidated companies—principally in the  
United States (at New United Motor Manufacturing, Inc.), China, the Philippines, and Malaysia—that do not appear in the consolidated totals.  
Vehicle Production  
Vehicle Production by Region  
Vehicle Sales  
Vehicle Sales by Region  
(
Thousands of units)  
(Thousands of units)  
8
6
4
2
,000  
,000  
,000  
,000  
0
8,000  
Consolidated Total  
Consolidated Total  
7
,231  
7,408  
(
Thousands of units)  
(Thousands of units)  
6,000  
4,000  
2,000  
0
13.1%  
2
4.0%  
FY 2005  
8.2%  
3
2.1%  
FY 2005  
1
6.0%  
13.2%  
62.7%  
3
0.7%  
Japan  
Japan  
North America  
Europe  
Other Regions  
North America  
Europe  
Other Regions  
FY  
’01 ’02 ’03 ’04 ’05  
FY  
’01 ’02 ’03 ’04 ’05  
Japan  
Overseas  
Japan  
Overseas  
6
CHAIRMAN’S MESSAGE  
Tokyo Head Office  
CHAIRMAN’S MESSAGE >  
7
Toyota will realize sustainable growth while  
contributing to the development of the automobile  
industry worldwide guided by an overriding belief  
in the value of competition and cooperation.  
Adding a new chapter to an impressive history of growth, we turned in yet  
another record-breaking performance in fiscal 2005. Although business  
conditions in the automobile industry become tougher with each passing  
year, Toyota has increased competitiveness in markets worldwide by rolling  
out more-global operations, by stepping up the development of trailblazing  
technologies, and by pursuing further cost reductions.  
As I have said in the past, I am convinced that the automobile industry  
will grow vigorously in the 21st century. The advent of full-fledged global  
motorization is bound to continue expanding the automotive market.  
At the same time, the new social priorities of the emerging era will call for  
radically new approaches to vehicles. In other words, automotive manu-  
facturing and its management are approaching a watershed. Automakers  
have to address the issue of coexistence with society, particularly in relation  
to environmental preservation and safety. And, the outcomes of those  
efforts will determine companies’ competitive success. Accordingly, through a  
managerial approach that values competition and cooperation, Toyota will  
do its utmost to achieve sustainable growth as a company qualified to lead  
and contribute to the development of the global automobile industry.  
Recently, we undertook a rejuvenation of our senior management team  
that included the appointment of a new president. With a fresh era on the  
horizon, I am confident that we have assembled a management team that  
can respond agilely to changes in the operating environment and accelerate  
forward-looking reform. Toyota will continue tireless efforts to fulfill the  
expectations of its shareholders and other stakeholders by raising corporate  
value. Our goal is to realize long-term, stable growth as a trusted member  
of international society.  
July 2005  
Hiroshi Okuda, Chairman  
8
PRESIDENT’S MESSAGE  
Design Headquarters,  
Toyota City,  
Aichi Prefecture, Japan  
We will step up growth through further  
innovation inspired by the Toyota Way tradition.  
PRESIDENT’S MESSAGE >  
9
By way of introduction, at the Board of Directors’ Meeting held after the  
Ordinary General Shareholders’ Meeting on June 23, 2005, I was appointed  
to the position of president. During my previous four-year term as an  
executive vice president, I was primarily responsible for purchasing—with a  
particular focus on advancing manufacturing innovation in partnership  
with suppliers and enhancing Toyota’s cost and product competitiveness in  
markets worldwide. And, I intend to draw on that experience to tackle  
management issues head on.  
Handed down and developed since the Company’s incorporation, the  
Toyota Way has become the bedrock of our thinking. Because we are likely  
to face ever-more challenging business conditions, I want to pass on that  
mind-set to inspire a sense of shared vision among our employees. Further,  
I believe manufacturing must give priority to the customer. A vehicle that  
for Toyota is one of millions built a year represents a valuable possession  
for each customer. Therefore, reflecting the customer’s standpoint will be  
paramount in our ongoing quest to be number one in the world in quality,  
speed to market, pricing, and service. Moreover, to earn the approval of  
customers and society, we will build vehicles with excellent environmental  
and safety performance.  
Although Toyota posted its best-ever results in fiscal 2005, the Company  
will single-mindedly implement an aggressive long-term investment  
strategy that targets sustainable growth first and foremost. At the same  
time, we aim to accelerate innovation to further strengthen our position in  
the automobile industry and to increase earnings and shareholder value.  
I would like to take this opportunity to ask our shareholders and other  
investors for their continued trust and support.  
[
P E R F O R M A N C E  
]
We were able to raise cash dividends for the sixth straight year  
on the back of another record performance.  
Toyota reached all-time highs across the board, with consolidated worldwide vehicle  
sales of 7.40 million units, net revenues of ¥18.55 trillion, operating income of ¥1.67  
trillion, and net income of ¥1.17 trillion. Those results were due to the concerted  
efforts of the Toyota Group, its suppliers, and sales affiliates to market attractive  
vehicles that win the hearts of customers worldwide. As a result, I am pleased to  
report that we were able to increase returns to shareholders by raising cash  
dividends for the sixth consecutive year. While I rate the year’s achievements  
1
0
>PRESIDENT’S MESSAGE  
Operating Income  
highly, I see our performance as a stepping stone on our way toward even more  
ambitious targets.  
(
¥ Billion)  
(%)  
Although Toyota rewrote performance records, the outlook remains challenging.  
We face a range of internal and external issues, including the need for prior invest-  
ment to respond to the worldwide demand surge, hikes in raw materials costs, and  
currency exchange rate fluctuations. Given the opacity of the business environment  
and the investment and operational costs that are now needed to drive the  
Company toward a new growth phase, I will redouble efforts to heighten manage-  
ment efficiency and maintain solid growth.  
2
,000  
,500  
,000  
12  
1
9
6
3
0
1
5
00  
[
A C H I E V E M E N T S  
]
Further globalization and localization pushed consolidated  
overseas vehicle sales past the 5-million-unit milestone.  
0
FY ’01 ’02 ’03 ’04 ’05  
of net revenues (Right scale)  
 Looking back over the year, the Japanese economy recovered mildly due to better  
corporate earnings and an increase in employment. Overseas, the business climate  
was generally favorable, with the United States enjoying higher private-sector  
capital investment and consumer spending, while Asian economies upheld  
vigorous growth. As a result, demand continued to rise in automotive markets  
worldwide.  
%
Against that backdrop, Toyota worked to realize products that provided even more  
satisfaction to customers the world over. In Japan, we claimed 44.5% of the market  
excluding minivehicles—our largest-ever share—by fully remodeling mainstays and  
by actively bringing new models to market. Overseas, in Thailand and six other  
countries we started up production of the IMV (Innovative International Multi-  
purpose Vehicle) series. Offering premium quality, comfort, and affordable prices,  
the lineup sold briskly. In North America, Toyota targeted young customers by  
launching sales of Scion-marque cars across the United States. Meanwhile, our plant  
in Mexico began rolling out pickup trucks. In Europe, our plant established with  
PSA Peugeot Citroën started building small passenger cars in the Czech Republic.  
In China, Toyota moved operational expansion up a gear, initiating local produc-  
tion of the high-end Crown sedan and jointly establishing a vehicle production and  
sales company with Guangzhou Automobile Group Co., Ltd. As a result of those  
bold initiatives to develop our global operations, consolidated overseas vehicle sales  
cleared the 5-million-unit mark for the first time.  
In addition, worldwide sales of hybrid vehicles soared as they won ever-greater  
numbers of fans among customers the world over. In fiscal 2005, we shipped  
approximately 151,000 units—2.5 times more than in the previous fiscal year.  
Moreover, Toyota began overseas deployment of two SUVs equipped with the latest  
hybrid systems, following the vehicles’ March 2005 debut in Japan. We are  
committed to further enriching our hybrid lineup because we see hybrid systems as a  
core technology that will underpin next-generation environmental measures.  
PRESIDENT’S MESSAGE > 11  
[
K E Y M A N A G E M E N T I S S U E S  
]
We will take an even bolder approach to the simultaneous  
pursuit of growth and efficiency.  
Toyota’s top management priority is to enhance growth and efficiency at the same  
time. I have no intention of sacrificing efficiency for growth or vice versa. Amid a  
fierce global struggle for survival among automakers, I feel it is critical to steer  
Toyota through a range of in-house and external issues guided by a constant  
awareness of the need for growth and efficiency.  
I am convinced that to earn recognition of Toyota’s value among customers  
worldwide, we must devote ourselves to manufacturing that is driven by their  
expectations while honing technological capabilities and improving cost competi-  
tiveness. In other words, we have to achieve nothing less than becoming the  
number one automaker in the world in quality, speed to market, pricing, and  
service. Such statements are easy to make; following through on them is another  
matter. We are backing our assertions with concrete results that are based on the  
implementation of innovations that are integrating our manufacturing efforts with  
those of partner suppliers. By taking on even more sweeping reform of management  
and manufacturing, we intend to unlock further corporate value going forward.  
Planned Vehicle Sales  
Note: Different from fiscal year figures  
[
T A R G E T S A N D M O T I V A T I O N  
]
8.5 million units  
Our employees will work as a team toward the realization  
of Toyota’s vision.  
In the near term, I am eager to realize our target of 8.5 million vehicle sales in  
calendar 2006 by pushing up sales in regions worldwide. In the longer term, we  
would like to stake out 15% of the global automotive market in the early 2010s.  
That figure represents the next major ambition for Toyota, which already holds a  
10% share of the world market and is pursuing further growth.  
However, I do not want to be misunderstood on this point. I will not adopt a  
management style at Toyota that only focuses on winning market share. We will  
steadily build toward a 15% share of the market through consistent effort. Another  
reason for raising 15% as a banner is to give Toyota employees worldwide a  
challenging shared goal that will fire them to win out in the face of intense market  
competition. In our view, stagnation is synonymous with retreat; the outlook is  
bleak for any company that cannot sustain growth. Make no mistake, Toyota is  
bursting with energy and its appetite for growth is truly insatiable.  
CY  
’01 ’02 ’03 ’04 ’06  
(planned)  
[
G R O W T H S T R A T E G I E S  
]
We will maintain growth by bolstering capabilities in three areas  
key to competitiveness—development, supply, and marketing.  
To sustain growth, Toyota must reinforce its capabilities in development, supply, and  
marketing. Therefore, we will continue farsighted investment in those areas to build a  
platform for new growth.  
1
2
> PRESIDENT’S MESSAGE  
Capital Investment*  
and R&D Expenses  
In development, we are fast-forwarding process innovation to shorten the lead  
times needed to bring appealing vehicles to market. Also, we are targeting competi-  
tive advantage by forging ahead even further in the development of environmental,  
safety, and other next-generation technologies. Research and development expenses  
amounted to ¥755.1 billion in fiscal 2005, and we plan research and development  
spending of ¥770.0 billion in fiscal 2006.  
In supply, we will increase local production dramatically. Based on a strategy of  
building vehicles in regions where demand exists, plans call for an approximate  
doubling of current local production to about 5 million units. Already, new plants  
have either started production or are being built in North America, Thailand,  
China, and Russia. Meanwhile, domestic production will support overseas manu-  
facturing by absorbing fluctuations in global demand. Therefore, we plan to raise  
domestic production capacity. The resulting additional investment will raise capital  
investment year on year from ¥1,087.2 billion to ¥1.25 trillion in fiscal 2006.  
In marketing, we will continue to fortify our sales network in regions worldwide.  
In Japan, our mainstay market, we reorganized sales channels by launching a new  
Netz channel in fiscal 2005. We are also strengthening sales capabilities through  
brand realignment, with the Japanese premier of the Lexus range scheduled for  
August 2005.  
(
¥ Billion)  
1
,600  
800  
600  
400  
200  
0
7
70  
1
,250  
1
,200  
8
00  
00  
0
4
FY ’01 ’02 ’03 ’04 ’05 ’06  
(
planned)  
R&D expenses (Right scale)  
*
Excluding vehicles and equipment  
on operating leases  
[
C A P I T A L P O L I C Y A N D R E T U R N S  
]
To grow consolidated dividend payout ratios, our profit distribution  
will reflect consolidated results more closely.  
We have regarded actively returning profits to our shareholders as an important  
management policy. But, starting in fiscal 2005, we aim to further emphasize that  
philosophy in three respects. First, we will view returns to shareholders on a  
consolidated basis. In the past several years, we have returned most of non-  
consolidated cash flows to shareholders through cash dividends and purchases of  
common stock. However, given the increasing globalization of our operations, we  
will strive to grow consolidated net income per share continuously and reflect those  
improvements in returns to shareholders. Second, we will shift the primary axis of  
dividend policy from cash dividend amounts to consolidated dividend payout ratios.  
Finally, Toyota aims to increase cash dividends to a markedly higher level.  
In light of the anticipated growth of automotive markets worldwide, the Company  
will leverage retained earnings to further expand operations and to construct a strong  
management platform. Specifically, we will undertake forward-looking investment to  
enhance product competitiveness and establish next-generation technology. At the  
same time, Toyota will allocate resources to grow operations globally by upsizing  
production and sales systems at home and abroad and to develop new operations.  
Toyota is committed to building shareholder value through aggressive investment  
that will enable the Company to triumph over global competition and continue  
growing in the 21st century.  
PRESIDENT’S MESSAGE > 13  
[
S O C I A L R E S P O N S I B I L I T Y  
]
We strive to manage Toyota in a way that benefits all of our stakeholders.  
Needless to say, in order to sustain growth, Toyota must develop operations in  
harmony with international society and the Earth’s environment and maintain  
sound relationships with stakeholders. Additionally, we have to establish corporate  
governance systems while holding ourselves to the highest ethical standards through  
adherence to the letter and the spirit of laws in Japan and overseas.  
Mindful of those imperatives, Toyota regards reflecting the interests of all stake-  
holders, including shareholders, customers, employees, business partners, and local  
communities, as an important management function that will enable continued  
growth as one of international society’s trusted corporate citizens. Accordingly, in  
January 2005 Toyota issued the “Contribution towards Sustainable Development”  
statement in Japan and overseas, detailing the Company’s social contribution initiatives.  
(see the Contribution towards Sustainable Development section on page 21 for further details)  
[
O U T L O O K  
]
To further the automobile industry’s development, Toyota will work  
Consolidated Vehicle Sales  
to realize long-term growth.  
(Thousands of units)  
Without a doubt, the global automotive market is going to grow over the medium-  
8
,000  
7,850*  
to-long term. Currently generating sales of more than 60 million units, the market  
is expected to reach 75 million vehicles over the coming decade. In addition to the  
advanced automotive market of the United States, emerging markets in China, Russia,  
India, and other countries will fuel that expansion. In the short-term, although  
economies worldwide will likely see modest growth, the operating environment is  
unpredictable due to numerous potential sources of instability, such as the U.S.  
economic outlook, China’s austerity measures, climbing crude oil and steel prices, and  
currency exchange rate trends. Moreover, competition in the global automobile  
industry is becoming even more fierce as automakers deploy large numbers of new  
models and strive to develop next-generation technologies that address energy and  
global-warming issues.  
My response to those conditions will be to continue leveraging our solid financial  
base to bolster market competitiveness while steadily laying foundations for long-  
term growth. In the current fiscal year, ending March 2006, we project an increase of  
about 6.0% in consolidated vehicle sales, to 7.85* million units. In closing, I look  
forward to developing an enduring and fruitful partnership with all of our  
stakeholders in the years to come.  
6
,000  
4
,000  
2,000  
0
FY ’01 ’02 ’03 ’04 ’05 ’06  
(planned)  
* Revised upward to 7.97 million  
units in August 2005.  
July 2005  
Katsuaki Watanabe, President  
1
4
MESSAGE FROM THE EXECUTIVE VICE PRESIDENT  
RESPONSIBLE FOR FINANCE & ACCOUNTING*  
Performance Overview  
In fiscal 2005, ended March 31, 2005, Toyota posted record results across the board, with  
increases of 7.3% in consolidated net revenues, to ¥18.55 trillion; 0.3% in operating  
income, to ¥1.67 trillion; and 0.8% in net income, to ¥1.17 trillion. Among those results,  
operating income remained at the previous fiscal year’s high level, absorbing such  
income-reducing factors as ¥140.0 billion for the effect of currency exchange rate changes  
and a ¥59.8 billion decrease in net gains on the transfer of the substitutional portion of  
the employee pension funds to the government. Further, net income was above ¥1 trillion  
for the second consecutive year.  
I believe that we were able to maintain high annual earnings while investing for future  
growth. Toyota has been able to realize long-term growth by continuously evolving the  
quality of its business strategy. To establish a foundation for further growth, the  
Company believes that it is critical to develop market-creating products while increasing  
self-reliance of overseas operations by making capital expenditures to advance global  
operations worldwide and to build research and development. We aim to heighten  
management efficiency through the creation of a more balanced profit structure among  
the four regions: Japan, North America, Europe, and Other Regions including Asia.  
Financial Strategy  
The three key strategies of Toyota’s financial strategy are “growth,” “efficiency,” and  
stability.” In other words, our financial strategy is founded on continued forward-  
looking investment for growth, the enhancement of profitability and capital efficiency, and  
the maintenance of a solid financial position. In the medium-to-long term, Toyota will  
balance its pursuit of those three priorities to achieve steady and sustainable growth.  
Regarding “growth,” I believe we have to continue investing effectively, regardless of  
such factors as currency exchange rate fluctuations and corporate performance. It is  
essential to implement capital expenditures for operations worldwide as well as prior  
investment in environmental and safety technologies, which will become the key drivers  
of sustainable growth. Further, our management policy emphasizes cash flows in order to  
steadily raise corporate value for our shareholders. Guided by that policy, in fiscal 2005  
Toyota was able to maintain positive free cash flow while implementing investments in  
property, plant and equipment of more than ¥1 trillion (excluding vehicles and  
equipment on operating leases) and recording approximately ¥750 billion in research and  
development expenses. In fiscal 2006, aiming to realize further growth through effective  
investment, we will continue to earmark free cash flow generated through our efforts  
to maximize earnings for stepped-up investment in property, plant and equipment  
and in research and development.  
Financial Strategy  
1
. Growth  
Continue forward-looking  
investment for growth  
2
. Efficiency  
Enhance profitability  
and capital efficiency  
3
. Stability  
Maintain solid financial base  
Regarding “efficiency” in fiscal 2005, the Company recorded an operating income  
margin of 9.0% and ROE of 13.6%. In comparison with fiscal 2000’s operating income  
margin of 5.6% and ROE of 7.1%, the Company achieved substantial improvement, and  
has balanced both “growth” and “efficiency.” In order to advance cost reduction activities,  
Balanced implementation  
of 1. – 3. over the medium  
to long term  
—one of Toyota’s perennial strengths—the Company has launched the “VI Activity,” in  
pursuit of “value innovation” and strives to promote cost reduction on a new level.  
Toyota is making a concerted effort to take profitability and efficiency to new heights.  
Sustainable growth  
MESSAGE FROM THE EXECUTIVE VICE PRESIDENT RESPONSIBLE FOR FINANCE & ACCOUNTING > 15  
Regarding “stability,” the Company maintained its solid financial base by ensuring  
sufficient liquidity and stable shareholders’ equity. At fiscal 2005 year-end, liquid assets  
were approximately ¥3.5 trillion while shareholders’ equity stood at roughly ¥9.0 trillion.  
A sound financial position is a prerequisite in order to continue flexible, forward-looking  
investment even during sharp fluctuations in operating and market conditions. In  
addition, a solid financial position underpins the high credit ratings that allow Toyota to  
continuously access low-cost, stable financing. In past years, the creation of new earnings  
opportunities by globalizing operations, investing in research and development and  
expanding financial services operations has required considerable amounts of capital.  
As a result, while total assets have grown from around ¥16 trillion in fiscal 2000 to roughly  
¥
¥
24 trillion in fiscal 2005, total liquidity has remained stable overall at approximately  
3 trillion to ¥4 trillion. Toyota’s relative cash levels have in fact decreased. Despite the  
backdrop of expected growth in automotive markets worldwide, I believe that  
maintaining current cash levels is crucial for the implementation of forward-looking  
investment to enhance product appeal, to develop next-generation technology, to  
establish production and sales systems in Japan and overseas for the global expansion of  
operations and to create businesses in new fields.  
Dividends and Repurchases of Shares  
Toyota believes that actively returning profits to its shareholders is an important  
management policy and will make an effort to continue increasing consolidated net  
income per share. In fiscal 2005, the Company’s dividend policy was to more closely  
reflect favorable consolidated results in profit distribution in order to realize a substantial  
increase in consolidated dividend payout ratios. Consequently, the Company paid a  
significantly higher annual dividend of ¥65.00 per share, which was up ¥20.00 per share  
from the previous fiscal year. That annual dividend was Toyota’s highest ever and marked  
the sixth consecutive year of increased dividends. Furthermore, the consolidated dividend  
payout ratio rose sharply year on year from 13.0% to 18.3%.  
In addition, Toyota intends to repurchase shares of treasury stock flexibly with a view  
to enhance capital efficiency and to improve the balance of share supply and demand. In  
fiscal 2005, the Company repurchased a total of ¥266.2 billion, or 63.08 million shares of  
treasury stock. As a result, excluding treasury stock, a total of 3.25 billion shares were  
issued and outstanding as of June 30, 2005. Toyota has acquired treasury stock since the  
first year of the recognition of stock repurchase under the Japanese Commercial Code in  
fiscal 1997. As of June 30, 2005, the Company had repurchased a total of ¥2,107.5 billion,  
or 616.14 million shares of treasury stock. Further, we received authorization to  
repurchase up to 65 million shares of treasury stock, for a maximum aggregate purchase  
price of ¥250 billion, from the Ordinary General Shareholders’ Meeting in June 2005.  
Toyota is committed to maintaining the strong financial position that is the source of  
its stable, long-term growth. At the same time, we will endeavor to reflect the fruits of that  
growth in the distribution of profits to our shareholders.  
Dividends per Share  
(¥)  
8
6
4
2
0
+
¥20  
65  
0
0
0
0
+
¥9  
5
4
+¥8  
3
6
2
5
8
2
4
2
FY ’00 ’01 ’02 ’03 ’04 ’05  
July 2005  
Mitsuo Kinoshita,  
Executive Vice President  
*
Responsibilities include finance and accounting related operational areas (See Members of the Board of Directors and  
Auditors, page 132)  
1
6
CORPORATE GOVERNANCE  
[
T O Y O T A ’ S B A S I C A P P R O A C H T O C O R P O R A T E G O V E R N A N C E  
]
Toyota’s top management priority is to steadily increase shareholder value over the  
long term. Further, our fundamental management philosophy is to remain a trusted  
corporate citizen in international society through open and fair business activities  
that honor the language and spirit of the law of every nation. Putting that philosophy  
into practice, Toyota builds favorable relationships with all of its stakeholders,  
including shareholders, customers, business partners, local communities, and  
employees. We are convinced that providing products that fully cater to customer  
needs is essential to achieve stable, long-term growth. That philosophy is outlined in  
the “Guiding Principles at Toyota.” Further, to explain those principles in more-  
detailed terms, we prepared and issued the “Contribution towards Sustainable  
Development” statement at the beginning of 2005. Through such initiatives, Toyota  
is taking concrete measures to reinforce its corporate governance functions and to  
become an even more competitive global company.  
Specifically, we have introduced a unique management system focused on prompt  
decision making for developing our global strategy and speeding up of operations.  
Furthermore, we have a range of long-standing in-house committees and councils  
responsible for monitoring and discussing management and corporate activities from  
the viewpoints of various stakeholders to ensure heightened transparency and the  
fulfillment of social obligations.  
Ultimately, however, a well-developed awareness of ethics among individuals is  
the key to successful governance systems. Without such awareness—regardless of  
the governance structure of a company—corporate governance cannot function  
effectively. Toyota has a unique corporate culture that places emphasis on problem  
solving and preventative measures, such as problem solving based on the actual  
situation on the site and highlighting problems by immediately flagging and  
sharing them. Toyota’s management team and employees conduct operations and  
make decisions founded on that common system of checks and balances and on  
high ethical standards.  
[
T O Y O T A ’ S M A N A G E M E N T S Y S T E M  
]
In June 2003, Toyota introduced a new management system that includes a  
streamlined Board of Directors and the new position of non-board managing officers  
with responsibility for specific operational functions. A distinctive feature of Toyota’s  
management system is that senior managing directors do not focus exclusively on  
management. They also serve as the highest authorities in the specific operational  
functions and as the link created between management and on-site operations.  
Retaining an emphasis on developments on the site—one of Toyota’s perennial  
strengths—helps closely coordinate decision making with actual operations. Manage-  
ment decisions can be swiftly reflected in operations, while overall management  
strategy is able to readily incorporate feedback from frontline operations.  
CORPORATE GOVERNANCE > 17  
To monitor the management, Toyota has adopted an auditor system that is based  
on the Japanese Commercial Code. In order to increase transparency of corporate  
activities, four of Toyota’s seven corporate auditors are outside corporate auditors.  
Corporate auditors support the Company’s corporate governance efforts by  
undertaking audits in accordance with the audit policies and plans determined by  
the Board of Corporate Auditors.  
[
S Y S T E M S F O R E N S U R I N G A P P R O P R I A T E M A N A G E M E N T  
]
As a system to ensure appropriate management, Toyota has convened meetings of  
its International Advisory Board (IAB) annually since 1996. The IAB consists of  
approximately 10 distinguished advisors from overseas with backgrounds in a wide  
range of fields, including politics, economics, the environment, and business.  
Through the IAB, we receive advice on a diversity of business issues from a global  
perspective. In addition, Toyota has a wide variety of conferences and committees  
for deliberations and the monitoring of management and corporate activities that  
reflect the views of a range of stakeholders, including the Labor-Management  
Council, the Joint Labor-Management Round Table Conference, the Corporate  
Philanthropy Committee, and the Stock Option Committee.  
Toyota’s Corporate Governance  
Emphasizing Frontline Operations + Multidirectional Monitoring  
Appointment  
Shareholders  
International Advisory  
Board  
Labor-Management Council  
Joint Labor-Management  
Round Table Conference  
Board of Corporate  
Auditors  
Monitoring  
Board of Directors  
Senior Managing Directors  
Managing Officers  
Corporate Philanthropy  
Committee  
Majority are  
outside corporate  
auditors  
Toyota Environment  
Committee  
Corporate Ethics  
Committee  
Financial statement audits  
based on U.S. & Japan  
auditing standards  
Monitoring  
Stock Option Committee  
The U.S. Sarbanes-  
Disclosure  
Committee  
Oxley Act  
internal control systems)  
readiness project team  
(
NY / London stock listings  
1
8
> CORPORATE GOVERNANCE  
[
A C C O U N T A B I L I T Y  
]
Toyota considers the appropriate disclosure of corporate and financial information  
as a critical responsibility in corporate governance, and we work to enhance our  
accountability to shareholders and other investors.  
With respect to financial information, in addition to quarterly reporting of financial  
statements, we made financial statements timelier, more transparent, and more  
comprehensive by only issuing consolidated financial statements in accordance  
with U.S. GAAP from fiscal 2004. In response to the enactment of the U.S.  
Sarbanes-Oxley Act, Toyota has established the Disclosure Committee. The  
committee works to ensure the appropriate, timely and fair disclosure of material  
information.  
[
C O M P L I A N C E  
]
To firmly establish corporate ethics and ensure strict compliance, Toyota’s  
Corporate Ethics Committee, which is comprised of members drawn from the  
executive vice president level and above and representative corporate auditors,  
deliberates issues and measures relating to corporate ethics, compliance, and risk  
management.  
For employees, an outside attorney provides the Compliance Hotline. Also, we  
are reexamining the compliance risks within each division, implementing counter-  
measures, and entrenching them. Toyota will implement the tenets of ethical  
business practice by further promoting the “Guiding Principles at Toyota” and the  
“Code of Conduct for Toyota Employees” and by educating and training employees  
at all levels and in all areas of operations.  
Furthermore, Toyota has established a readiness project team that is taking steps  
to enhance internal control systems in compliance with Section 404 of the U.S.  
Sarbanes-Oxley Act, to which the Company will be subject, beginning in fiscal 2007.  
A specialized independent organization has increased the number of personnel to  
verify the effectiveness of internal controls over financial reporting. In order to  
enhance the reliability of the financial reporting of the Company, the three auditing  
functions, namely, independent accountants, corporate auditors, and internal auditors,  
have meetings periodically and as necessary to share information through discussion  
on audit plans and results that aids conducting an effective and efficient audit.  
[
C O R P O R A T E S O C I A L R E S P O N S I B I L I T Y  
]
To maintain stable, long-term growth in international society, companies have to  
earn the respect and trust of society and individuals. Rather than simply con-  
tributing to economic development through operational activities, growing in  
harmony with society is a must for good corporate citizens. Mindful of the forego-  
ing, Toyota has a range of committees that are tasked with monitoring corporate  
activities and management in relation to social responsibilities, including the  
Corporate Philanthropy Committee and the Toyota Environment Committee.  
CORPORATE GOVERNANCE > 19  
Significant Differences in Corporate Governance Practices between Toyota and  
U.S. Companies Listed on the NYSE  
Pursuant to home country practices exemptions granted by the New York Stock Exchange (the  
“NYSE”), Toyota Motor Corporation (the “Company”) is permitted to follow certain corporate  
governance practices complying with Japanese laws, regulations and stock exchange rules in lieu of  
NYSE’s listing standards. The United States Securities and Exchange Commission (the “SEC”)  
approved changes to the NYSE’s listing standards related to corporate governance practices of listed  
companies (the “NYSE Corporate Governance Rules”) in November 2003, as further amended in  
November 2004. The Company is exempted from the approved changes, except for requirements  
that (a) the Company’s board of corporate auditors satisfies the requirements of Rule 10A-3 under  
the U.S. Securities Exchange Act of 1934, as amended (the “Exchange Act”), (b) the Company must  
disclose significant differences in the corporate governance practices followed by the Company as  
compared to those followed by domestic companies under the NYSE listing standards, (c) the  
Company’s principal executive officer must notify the NYSE of material non-compliance with (a)  
and (b), and (d) the Company must submit annual and interim written affirmations to the NYSE.  
The Company’s corporate governance practices and those followed by domestic companies under  
the NYSE Corporate Governance Rules have the following significant differences:  
1. Directors The Company currently does not have any directors who will be deemed as an  
independent director” as required under the NYSE Corporate Governance Rules for U.S.  
listed companies. Unlike the NYSE Corporate Governance Rules, the Commercial Code of  
Japan (the “Code”) and the Law concerning Exceptional Measures to the Commercial Code  
with respect to Auditing, etc. of Joint Stock Corporations (the “Special Exception Law”) do  
not require Japanese companies with a board of corporate auditors such as the Company to  
have any independent directors on its board of directors. While the NYSE Corporate  
Governance Rules require that the non-management directors of each listed company meet  
at regularly scheduled executive sessions without management, the Company currently has  
no non-management director on its board of directors. Unlike the NYSE Corporate  
Governance Rules, the Code and the Special Exception Law do not require, and accordingly  
the Company does not have, an internal corporate organ or committee comprised solely of  
independent directors.  
2. Committees Under the Code and the Special Exception Law, the Company has elected to  
structure its corporate governance system as a company with corporate auditors, who are  
under a statutory duty to monitor, review and report on the management of the affairs of the  
Company. The Company, as with other Japanese companies with a board of corporate  
auditors, but unlike U.S. listed companies subject to the NYSE Corporate Governance Rules,  
does not have specified committees, including those that are responsible for director  
nomination, corporate governance and executive compensation.  
Pursuant to the Code, the Company’s board of directors nominates and submits a  
proposal for the appointment of directors for shareholder approval. The shareholders vote on  
such nomination at the Company’s general meeting of shareholders. The Code requires that  
the respective total amount of remuneration to be paid to all directors and all corporate  
auditors must be determined by a resolution of the general meeting of shareholders, unless  
their remuneration is provided for in the Articles of Incorporation. The distribution of  
remuneration among each director is broadly delegated to the Company’s board of directors  
and the distribution of remuneration among each corporate auditor is determined by  
consultation among the Company’s corporate auditors.  
2
0
> CORPORATE GOVERNANCE  
3. Audit Committee The Company avails itself of paragraph (c)(3) of Rule 10A-3 of the  
Exchange Act, which provides a general exemption from the audit committee requirements  
to a foreign private issuer with a board of corporate auditors, subject to certain requirements  
which continue to be applicable under Rule 10A-3.  
Pursuant to the requirements of the Code and the Special Exception Law, the Company  
elects its corporate auditors through a resolution adopted at a general meeting of shareholders.  
The Company currently has seven (7) corporate auditors, which exceeds the minimum number  
of corporate auditors required pursuant to the Code and the Special Exception Law.  
Unlike the NYSE Corporate Governance Rules, the Code and the Special Exception Law,  
among others, do not require corporate auditors to establish an expertise in accounting nor  
are they required to present other special knowledge and experience. Under the Special  
Exception Law, the board of corporate auditors may determine the auditing policies and  
methods of investigating the conditions of the business and the assets of the Company, and  
may resolve other matters concerning the execution of the corporate auditor’s duties. The  
board of corporate auditors also prepares auditors’ reports and gives consent to proposals of  
the nomination of corporate auditors and accounting auditors.  
The Company currently has four (4) outside corporate auditors under the Special Exception  
Law. Under the Special Exception Law, at least one of the corporate auditors of the Company  
must be an “outside” corporate auditor, which is such person who was not a director, executive  
officer, manager, or employee of the Company or its subsidiaries during the five-year period  
prior to such corporate auditor’s election. Such qualifications for an “outside” corporate  
auditor are different from the audit committee independence requirement under the NYSE  
Corporate Governance Rules.  
4. Corporate Governance Guidelines Unlike the NYSE Corporate Governance Rules, the  
Company is not required to adopt or disclose corporate governance guidelines under  
Japanese laws and regulations including the Code and the Securities and Exchange Law of  
Japan, or stock exchange rules. However, the Company is required to disclose policies and  
the present status of its corporate governance in its annual securities report and certain other  
disclosure documents in accordance with the regulations under the Japanese Securities and  
Exchange Law and stock exchange rules in respect of timely disclosure.  
5. Code of Business Conduct and Ethics Unlike the NYSE Corporate Governance Rules,  
under Japanese laws and regulations including the Code and the Securities and Exchange Law  
of Japan, or stock exchange rules, the Company is not required to adopt a code of business  
conduct and ethics for directors, officers and employees. Accordingly, the Company is not  
required to adopt and disclose waivers of the code of business conduct and ethics for these  
individuals. However, the Company maintains guidelines and internal regulations such as  
“Guiding Principles at the Company” and “Code of Conduct for the Company Employees” and  
has also established a code of ethics pursuant to Section 406 of the Sarbanes-Oxley Act, which  
has been disclosed under the annual report on Form 20-F for the year ended March 31, 2003.  
6. Shareholder Approval of Equity Compensation Plans Unlike the NYSE Corporate  
Governance Rules, under which material revisions to equity-compensation plans of listed  
companies are subject to shareholder approval, pursuant to the Code, if the Company desires  
to adopt an equity-compensation plan under which stock acquisition rights are granted on  
specially favorable terms to the recipient (except where such rights are granted to all of its  
shareholders on a pro-rata basis at the same time), then the Company must obtain approval  
by super-majority (as defined in the Code) at the general meeting of shareholders. Such  
approval is applicable only to stock acquisition rights to be granted within one year from the  
date of the approval.  
2
1
CONTRIBUTION TOWARDS SUSTAINABLE DEVELOPMENT  
Recently, as business operations become more global, society’s expectation of a company’s  
contribution towards sustainable development has increased and the scope of such expecta-  
tion has expanded. Toyota has long engaged in business with the idea of corporate social  
responsibility in mind, and we have used internal working groups and other bodies to  
investigate in depth means of responding to societal demands. We strongly believe that by  
putting into practice the spirit of the “Guiding Principles at Toyota,” we are fulfilling society’s  
expectation of Toyota, and in January 2005, we prepared and distributed an explanation  
paper called “Contribution towards Sustainable Development,” which interprets the  
“Guiding Principles at Toyota.”  
This manual, prepared from the standpoint of how we can contribute to sustainable  
development, is intended to convey Toyota’s basic policies concerning social responsibility to  
external stakeholders and to promote accurate understanding among all employees including  
employees of consolidated subsidiaries and business partners.  
GUIDING PRINCIPLES AT TOYOTA  
1
2
3
4
5
. Honor the language and spirit of the law of every nation and undertake open and fair  
corporate activities to be a good corporate citizen of the world.  
. Respect the culture and customs of every nation and contribute to economic and  
social development through corporate activities in the communities.  
. Dedicate ourselves to providing clean and safe products and to enhancing the quality  
of life everywhere through all our activities.  
. Create and develop advanced technologies and provide outstanding products and  
services that fulfill the needs of customers worldwide.  
. Foster a corporate culture that enhances individual creativity and teamwork value,  
while honoring mutual trust and respect between labor and management.  
6. Pursue growth in harmony with the global community through innovative management.  
7. Work with business partners in research and creation to achieve stable, long-term  
growth and mutual benefits, while keeping ourselves open to new partnerships.  
[
CONTRIBUTION TOWARDS SUSTAINABLE DEVELOPMENT ]  
We, TOYOTA MOTOR CORPORATION and our subsidiaries, take initiative to contribute to  
harmonious and sustainable development of society and the earth, based on our Guiding Principles.  
We comply with local, national and international laws and regulations as well as the spirit  
thereof and we conduct our business operations with honesty and integrity.  
In order to contribute to sustainable development, we believe that management interacting  
with its stakeholders as described below is of considerable importance, and we will endeavor  
to build and maintain sound relationships with our stakeholders through open and fair  
communication.  
Customers  
Based on our philosophy of “Customer First”, we develop and provide innovative, safe and  
outstanding high quality products and services that meet a wide variety of customers’  
demands to enrich the lives of people around the world. (Guiding Principles 3 and 4)  
2
2
>CONTRIBUTION TOWARDS SUSTAINABLE DEVELOPMENT  
We will endeavor to protect the personal information of customers in accordance with the  
letter and spirit of each country’s privacy laws. (Guiding Principle 1)  
Employees  
We respect our employees and believe that the success of our business is led by each indivi-  
dual’s creativity and good teamwork. We stimulate personal growth for our employees.  
(Guiding Principle 5)  
We support equal employment opportunities, diversity and inclusion for our employees and  
do not discriminate against them. (Guiding Principle 5)  
We strive to provide fair working conditions and to maintain a safe and healthy working  
environment for all our employees. (Guiding Principle 5)  
We respect and honor the human rights of people involved in our business and, in particular,  
do not use or tolerate any form of forced or child labor. (Guiding Principle 5)  
Through communication and dialogue with our employees, we build and share the value  
“Mutual Trust and Mutual Responsibility” and work together for the success of our employees  
and the company. (Guiding Principle 5)  
Management of each company takes leadership in fostering a corporate culture and  
implementing policies, that promote ethical behavior. (Guiding Principles 1 and 5)  
Business Partners  
We respect our business partners such as suppliers and dealers and work with them through  
long-term relationships to realize mutual growth based on mutual trust. (Guiding Principle 7)  
Whenever we seek a new business partner, we are open to any and all candidates, regardless of  
nationality or size, and evaluate them based on their overall strengths. (Guiding Principle 7)  
We maintain fair and free competition in accordance with the letter and spirit of each  
country’s competition laws. (Guiding Principles 1 and 7)  
Shareholders  
We strive to enhance corporate value while achieving stable and long-term growth for the  
benefit of our shareholders. (Guiding Principle 6)  
We provide our shareholders and investors with timely and fair disclosure on our operating  
results and financial condition. (Guiding Principles 1 and 6)  
Global Society / Local Communities  
Environment  
We aim for growth that is in harmony with the environment throughout all areas of business  
activities. We strive to develop, establish and promote technologies enabling the environment  
and economy to coexist harmoniously and to build close and cooperative relationships with a  
wide spectrum of individuals and organizations involved in environmental preservation.  
(Guiding Principle 3)  
Community  
We implement our philosophy of “respect for people” by honoring the culture, customs,  
history and laws of each country. (Guiding Principle 2)  
We constantly search for safer, cleaner and superior technology to develop products that  
satisfy the evolving needs of society for sustainable mobility. (Guiding Principles 3 and 4)  
We do not tolerate bribery of or by any business partner, government agency or public  
authority and maintain honest and fair relationships with government agency and public  
authority. (Guiding Principle 1)  
Philanthropy  
Wherever we do business, we actively promote and engage, both individually and with  
partners, in philanthropic activities that help strengthen communities and contribute to the  
enrichment of society. (Guiding Principle 2)  
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Positioned for the Future  
W I T H  
A
F O C U S O N G R O W T H A N D E F F I C I E N C Y  
Contents  
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> 01. Product and Brand Strategy  
> 02. Next-Generation Technology Development  
> 03. Production Engineering Innovation  
> 04. Globally Optimal Production and Supply System  
> 05. Cost Reduction Activities  
> 06. Human Resources Development  
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4
>Positioned for the Future  
0
1. PRODUCT AND BRAND STRATEGY  
To heighten its value in markets worldwide, Toyota will put into effect  
product and brand strategies that reflect local needs and market  
environments.  
Strengthening Product Lineups  
That Match Local Needs  
is steadily assembling a full model  
lineup that ranges from compact  
Drawing from our extensive cars and SUVs to high-end  
lineup of vehicles, we are creating sedans. Further, as the IMV  
regional product strategies aimed project got under way, other  
at motivating as many customers regions, centered on ASEAN  
as possible around the world to countries, saw the rollout of a  
choose Toyota vehicles.  
series of five new models—three  
Toyota is taking steps to tap pickup trucks, an SUV, and a  
local demand in markets world- minivan.  
wide. For example, to draw young,  
first-time Toyota customers, we  
Developing Hybrid Vehicles and  
have begun full-scale marketing of Other Market-Creating Products  
Scion-marque vehicles in North Toyota helps expand the automotive  
America. And, local production market through tireless develop-  
of a full-size pickup truck is sched- ment of vehicles that create markets  
uled to increase beginning in by offering new value. Launched in  
2
006. In Europe, we began joint 2003, the new Prius earned resound-  
manufacturing of small passenger ing endorsement the world over. In  
cars with a local automaker in fiscal 2005, hybrid sales surged 2.5  
February 2005. In China, Toyota times year on year, to approximately  
Hybrid Vehicle Sales  
(
Thousands of units) (Thousands of units)  
1
60  
400  
300  
200  
100  
0
1
20  
8
0
Lexus will debut in Japan in August 2005 as a new  
global, premium brand for the 21st century.  
Lexus will strive to appeal to the hearts and  
emotional values of luxury customers through the  
creation of its own distinctive brand value.  
40  
Mark X  
0
CY ’97 ’98 ’99 ’00 ’01 ’02 ’03 ’04  
Cumulative vehicle sales (Right scale)  
Note: Different from fiscal year figures  
PRODUCT AND BRAND STRATEGY > 25  
1
51,000 vehicles. And, March 2005  
Overview of Lexus Operations in Japan  
Operational start-up. . . . . . . . . . . . . . . . . . . . August 2005  
Dealer network . . . . . . . . . . . . . . . . . . . . . . . . . 180 dealers*1  
Models....................................... GS, SC, IS, LS*2  
Sales plan. . . . . . . . 50,000 – 60,000 vehicles annually  
witnessed the unveiling of two SUVs,  
the Harrier and the Kluger, powered  
by hybrid systems. We will con-  
tinue filling out our team of hybrid  
vehicles, including the introduction  
of hybrid Lexus models.  
*1  
At the launch of operations, there will be 143 dealers.  
Plans call for the creation of a 150-dealer network by the  
end of 2005.  
*2  
Initially, the GS, the SC, and the IS will be marketed, with  
the introduction of the LS scheduled for summer 2006.  
Lexus GS  
Also, we made efforts to invig-  
orate Japan’s market by introducing  
In August 2005, the Lexus will  
the Porte new-concept vehicle, the debut in Japan. In every aspect of  
Isis midsize minivan, and the Mark product development, sales, market-  
Lexus Vehicle Sales by Model (FY 2005)  
(Thousands of units)  
LS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  
GS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  
ES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  
IS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  
SC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  
LX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  
RX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  
GX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  
Total. . . . . . . . . . . . . . . . . . . . . . . . . . .  
40  
10  
X luxury sedan.  
ing, and customer service, we are  
determined to clearly differentiate  
Lexus from the Toyota brand.  
Lexus will strive to become the  
89  
20  
Bringing a New Global, Premium  
Lexus Brand to Japan  
11  
14  
In 1989, Toyota began marketing premium brand of the 21st century  
the Lexus as its premium brand in and beyond through the relentless  
North America. Since then, the pursuit of perfection and the true  
success of Lexus-brand automobiles meaning of luxury. Lexus will  
has been breathtaking. For the past continuously make efforts to provide  
five years, the Lexus has been the its customers with the finest pro-  
best-selling high-end car in the U.S. ducts and the most satisfying  
In fiscal 2005, Lexus sales grew an automobile ownership experience.  
impressive 3.7% year on year, to  
138  
36  
358  
approximately 358,000 vehicles.  
Topics New R&D Centers Opened in Australia and Thailand  
In response to growing regional sales, we  
upgraded our product development capa-  
bilities in Asia and Oceania in 2005 by  
establishing new research and develop-  
ment facilities in Australia in March and in  
Thailand in May. The new facilities reflect  
local demand by tailoring the bodywork and specifications of vehicle platforms and  
basic models developed in Japan.  
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>Positioned for the Future  
NEXT-GENERATION  
0
2. TECHNOLOGY DEVELOPMENT  
By consistently devising out-of-the-box technologies and vehicles  
that are one or two steps ahead of the times, Toyota will continue  
its role as the global automobile industry’s pathfinder.  
Pursuing the “Zero-nize” and  
Maxi-mize” Vision  
Zero-nize” and “Maxi-mize” are  
development of highly original  
technologies.  
the terms we use to sum up the Marrying Advanced Environmental  
vision and philosophy that guide and Driving Performance in Hybrid  
Technology  
our technology development initia-  
tives. Under the vision of “Zero- Since launching the inaugural Prius  
nize,” we are persistently seeking in 1997, we have continued to inno-  
to eliminate the negative aspects of vate hybrid technology based on  
car society, such as environmental the belief that it will become a  
problems, traffic accidents, and central part of eco car manufac-  
congestion, while fully maximiz- turing in the 21st century. That  
ing, under the vision of “Maxi-mize”- conviction was borne out by the  
ing, the positive aspects, including worldwide reverberations caused  
fun, comfort, and convenience.  
by the launch of the new Prius in  
We believe that the mission of September 2003. Powered by a  
automakers in the 21st century is to leading-edge second-generation  
offer vehicles that inspire and excite hybrid system based on the  
customers by simultaneously pur- hybrid synergy drive concept,  
suing both “Zero-nize”-ing and the latest Prius achieves dramati-  
“Maxi-mize”-ing. That is why we cally improved environmental  
are committed to stepping up our and driving performance.  
Achieving Both Acceleration and Fuel Economy  
In-house data  
18  
Corolla  
1
1
1
6
4
2
(
1.5r)  
Harrier Hybrid  
Toyota has included its advanced hybrid system  
in an SUV. Combining the environmental  
performance of a compact car with outstanding  
acceleration and power, the Harrier hybrid gives  
unprecedented driving excitement.  
Harrier  
V6 3.0r)  
10  
8
(
7
8
9
10  
11  
12  
Acceleration from 0 to 100kmh (seconds)  
Note: Fuel consumption is based on Japanese 1015 test mode, which combines city and highway driving.  
NEXT-GENERATION TECHNOLOGY DEVELOPMENT > 27  
Furthermore, in March 2005 excellent steering performance and  
we took the wraps off two SUVs stability by employing highly sophis-  
(
Harrier Hybrid and Kluger ticated technology to seamlessly  
Hybrid) that incorporate a newly correct overall vehicle behavior  
developed high-power hybrid before reaching performance limits.  
system, which, in tandem with a As a result, the vehicle simulta-  
brawny motor, realizes accelera- neously realizes active safety that  
tion and power that surpass those provides additional support to the  
of conventional cars. At the same driver in keeping control of the  
time, the vehicles boast fuel effi- vehicle and driving pleasure through  
ciency on a par with compact-class outstanding dynamic performance  
Crown Majesta  
cars and cleaner exhaust emissions. that corresponds very closely to the Vehicle Track with a VDIM System  
The evolution of Toyota’s fleet of driver’s intended vehicle behavior.  
hybrid vehicles under the visions  
Also, at the 11th World Congress  
of “Zero-nize” and “Maxi-mize” on Intelligent Transport Systems  
has only just begun.  
held in Nagoya in October 2004,  
we showcased our development  
pipeline, which includes a next-  
generation driving support system  
that controls vehicles and prevents  
Simultaneous Pursuit of  
“Zero-nize” and “Maxi-mize” in  
Safety Technology  
Safety is no exception to our efforts collisions by using a laser sensor to  
in pursuit of both “Zero-nize” and warn the driver and the vehicle of  
“Maxi-mize.” The Crown Majesta a range of potential dangers.  
unveiled in July 2004 features a  
VDIM (Vehicle Dynamic Integrated  
Management) system that provides  
Vehicle track with  
a standard system  
Vehicle track with  
a VDIM system  
Topics Telematics Takes Another Step Forward with G-BOOK ALPHA  
Launched in April 2005, the G-BOOK  
ALPHA is the latest evolutionary stage of the  
telematics system that we are preparing for  
the advent of the 21st century’s ubiquitous  
society. In line with the basic concept of  
developing technology that is reliable, safe, and comfortable, the new system includes  
HELPNET as standard, which enables drivers to contact emergency services to  
request help in the event of an accident or sudden illness. Moreover, the system has a  
new-paradigm car audio system, G-DRM* (Digital Rights Management). We intend  
to evolve telematics further as a technology that enhances automotive convenience.  
*
G-DRM is a leading-edge digital copyright protection system that stores and manages encrypted  
musical data on hard disks. When vehicles are shipped, more than 10,000 musical titles are encrypted  
and stored in digital format on the navigation system’s hard disk. Customers download and purchase  
the licenses and decrypt keys of titles that they want to listen to from a network.  
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>Positioned for the Future  
PRODUCTION ENGINEERING  
0
3. INNOVATION  
Through relentless production engineering innovation, Toyota is  
building a lean production system that allows the efficient manu-  
facturing of high-quality vehicles anywhere in the world.  
Supporting Rapidly Expanding  
Overseas Production  
that situation, Toyota must enhance  
efficiency dramatically without  
Toyota’s worldwide consolidated sacrificing quality. Meeting that  
vehicle production reached 7.23 challenge is one of the main tasks of  
million units in fiscal 2005—up production engineering innovation.  
approximately 2.2 million vehicles  
from five years ago. Further, we  
Evolving the Ultimate Lean  
project that by the 2010s ever- Production System  
increasing local production will Toyota has taken decades to develop  
nearly double the roughly 2.7 the much-studied Toyota Produc-  
million vehicles that we currently tion System, or TPS. By further  
build overseas.  
evolving TPS, our production engi-  
Rocketing output is not the only neering innovation aims to establish  
challenge. As vehicle manufactur- the ultimate lean production  
ing operations spread over more system. Locked on to that target,  
countries and regions, the number we are revolutionizing existing  
of models and vehicle body shapes production engineering to achieve  
is increasing. Therefore, the amount improvements on a different order  
of work devoted to model change- of magnitude from anything tried  
overs is mounting rapidly. Given before.  
Growth in Global Production  
Expansion of Overseas Production Bases  
1
1
980 9 countries/regions, 11 production bases  
Overseas  
production  
Total:  
.23 million  
7
vehicles  
Overseas Significant  
990  
14 countries/regions, 20 production bases  
production:  
growth  
2
.70 million  
vehicles  
Domestic  
Domestic  
production  
China’s first locally built Crown luxury sedan  
rolled off the line in fiscal 2005. The most  
prestigious Toyota-marque vehicle, the Crown is  
manufactured at a plant incorporating leading-  
edge production equipment and production  
engineering.  
Moderate  
growth  
production:  
4
.53 million  
vehicles  
2004 26 countries/regions, 51 production bases  
Fiscal 2005  
2010s  
PRODUCTION ENGINEERING INNOVATION > 29  
Seeking to simplify and down- that embraces a broad spectrum of  
size molds and other produc- technological fields, including  
tion equipment, UMR (Unit & material technology, recognition  
Material Manufacturing Reform) technology, weight reduction tech-  
has already realized remarkable nology, and information control  
benefits in a range of operational technology. To gain an edge in  
areas and is now being rolled out markets, in-house development  
globally. Other innovations in- of those technologies is key.  
clude our digital engineering tech-  
To take one example, in the past  
nology V-Comm, which raises several years Toyota has channeled  
operational efficiency and radically resources into the development of  
reduces costs by enabling engi- industrial robots. Conventionally,  
neers to use virtual vehicles to robots are used for spot welding at  
simulate development, design, and vehicle production plants. However,  
production preparation.  
we are creating next-generation  
robots that will perform a much  
wider range of tasks. Already, we  
have developed and introduced  
Creating Next-Generation  
Production Engineering  
V-Comm (Visual and Virtual Communication)  
To emerge successful from the new robots that assemble various  
tough competition in the 21st components and rapid-transporta-  
century’s automobile industry, tion robots for stamping lines.  
automakers must take on next-  
generation production innovation  
Topics Set Parts System Assembly Improves Efficiency  
On a typical vehicle assembly line, produc-  
tion personnel choose parts one by one  
from shelves alongside the line and attach  
them to the vehicle body. In the Set Parts  
System, a work box prepared beforehand  
with all of the parts needed is positioned  
inside the vehicle body. Because that  
Welding robot  
system completely separates component carrying and assembly, cumbersome shelves  
disappear, operational efficiency increases, and production lines shorten.  
3
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>Positioned for the Future  
GLOBALLY OPTIMAL PRODUCTION  
0
4. AND SUPPLY SYSTEM  
Taking on the challenge of building a global production and supply  
system, the IMV* project is providing vehicles with enhanced appeal  
to growth markets the world over. * Innovative International Multi-purpose Vehicle  
Building a Globally Optimal  
East. In addition, such countries as  
Production and Supply System  
India, the Philippines, and Malaysia  
Production of the IMV series manufacture vehicles for their  
started in August 2004. Setting its respective domestic markets.  
sights on constructing a globally  
Also, plants in Thailand,  
optimal production and supply Indonesia, the Philippines, and  
system that will bring vehicles to India split the production of such  
the markets of more than 140 major components as engines for  
countries and regions, the IMV supply to vehicle-producing coun-  
project has begun developing tries. For Toyota, IMV is a ground-  
pickup trucks and other vehicles breaking initiative because vehicles  
exclusively for overseas demand. and components are built and sup-  
IMVs built in four main assembly plied by a global operating plat-  
nations—Thailand, Indonesia, form that consists entirely of bases  
South Africa, and Argentina—will outside Japan and because produc-  
be shipped to countries in Asia, tion starts up almost simulta-  
Europe, Africa, Oceania, Central neously in the four main vehicle  
and South America, and the Middle assembly nations mentioned.  
Overview of the IMV Project  
To more than 140 countries/regions  
To Europe  
Thailand, Indonesia,  
and bases in other  
ASEAN countries  
To Africa  
Toyota activated production of the IMV series in  
Thailand in August 2004. In response to the  
immediate popularity of the Hilux VIGO and  
the other models, Toyota has upwardly revised  
production plans. The IMV series has already  
begun expanding shipments to markets worldwide.  
To Central and South America  
Argentina  
South Africa  
Pickup trucks and  
multi-purpose vehicles  
Engines and  
main components  
GLOBALLY OPTIMAL PRODUCTION AND SUPPLY SYSTEM > 31  
Marketing More Attractive  
and Affordable Products  
the vehicles’ distinctive shared  
traits include heading-turning  
To meet such demand, Toyota is  
expanding its production platform  
by building a new plant in  
Thailand and ramping up capacity  
in Indonesia.  
The IMV project’s starting lineup styling; roomy, upmarket cabin  
comprises five models: three pickup interiors that afford passenger-car  
trucks, a minivan, and an SUV. To comfort; and the durability to  
ensure that as many people as cope with a wide variety of driving  
possible can enjoy those vehicles, conditions. Toyota is able to pro-  
we have sought to make every- duce such high-quality IMVs by  
thing about them “global best,” working in close collaboration  
including quality, performance, with local suppliers. For example,  
In only three years, Toyota’s  
consolidated vehicle sales in Asia  
have more than tripled, clearing  
approximately 830,000 units in  
fiscal 2005. Markets in Africa and  
Central and South America are  
also trending toward expansion,  
and Toyota aims to make a large  
stride forward through decisive  
deployment of the IMV project.  
and pricing.  
in Thailand the local purchasing  
For example, while we have ratio is now 96%.  
curbed costs by using the same  
platform for the five models, we  
Stepping Up Our Ability to Supply  
have realized class-leading power Growth Markets  
and fuel economy by putting The backdrop to our pursuit of the  
newly developed gasoline engines IMV project is the rapid growth of  
and clean common-rail diesel automotive markets in ASEAN  
engines under the hoods. Further, countries centered on Thailand.  
Demand for pickup trucks and  
Toyota’s Rapidly Growing Unit Sales  
in Asia  
(
Thousands of units)  
1
,000  
8
6
4
00  
00  
00  
multipurpose vehicles is partic-  
ularly robust. So strong in fact that  
we had to upwardly revise initial  
production plans for the IMV  
project from approximately 500,000  
200  
0
vehicles to about 700,000 vehicles.  
IMV series Fortuner  
FY ’01 ’02 ’03 ’04 ’05  
Main Production Bases of the IMV Project  
Country  
Production model  
Start of production  
Annual production capacity  
Export destination  
Thailand  
Pickup trucks  
SUV  
August 2004  
November 2004  
Total 350,000 vehicles: 2007  
(of which approximately  
Asia, Europe, and other  
regions, including Oceania  
1
52,000 vehicles for export)  
100,000 vehicles: 2006  
of which approximately  
2,000 vehicles for export)  
120,000 vehicles: 2007  
of which approximately  
0,000 vehicles for export)  
65,000 vehicles: 2006  
of which approximately  
5,000 vehicles for export)  
Indonesia  
South Africa  
Argentina  
Minivan  
September 2004  
April 2005  
Asia and Middle East  
(
1
Pickup trucks / SUV  
Pickup trucks / SUV  
Regions including Europe  
and Africa  
(
6
February 2005  
Central and South America  
(
4
The names of production bases in respective countries are as follows.  
Thailand: Toyota Motor Thailand Co., Ltd. Indonesia: PT. Toyota Motor Manufacturing Indonesia  
South Africa: Toyota South Africa Motors (Pty) Ltd. Argentina: Toyota Argentina S.A.  
3
2
>Positioned for the Future  
0
5. COST REDUCTION ACTIVITIES  
We are approaching cost reduction activities from a new angle in a  
bid to offer customers around the world better, more affordable cars.  
Shifting from Item-Based to  
beyond CCC21’s item-based cost  
Systems-Based Innovation  
innovation to focus on systems-  
Toyota has achieved outstanding based innovation. Adopting a revo-  
results by working in partnership lutionary approach to designing,  
with component manufacturers we will aim for comprehensive,  
and other suppliers to advance the breakthrough cost reductions by  
CCC21 (Construction of Cost treating associated parts as inte-  
Competitiveness for the 21st grated systems.  
Century) all-round cost reduction  
activity since 2000. Thanks to  
Accelerating Cost Reduction  
those efforts, we have seen annual Efforts Based on Mutual Trust  
cost savings of about ¥200 billion, A feature of Toyota’s cost reduc-  
peaking at almost ¥300 billion in tion activities is that rather than  
fiscal 2003. Building on that proven focusing purely on price reduc-  
track record, Toyota began the tions, they initiate a chain of manu-  
VI (Value Innovation) activity in facturing innovation that reaches  
April 2005.  
all the way back to the design and  
As with its predecessor, the new development stages. As a result,  
project will require close coordi- such initiatives involve collabora-  
nation with suppliers. However, tion among suppliers and a wide  
the new project will go one step range of the Company’s divisions,  
Transition in Cost Reduction Activities  
CCC21 activity  
Manufacturing innovation that reached  
component design and development stages  
Toyota has grown market support through  
unflagging cost reduction efforts focused on all of  
its models, including Toyota’s signature global  
car: the Corolla. Our quest to make better  
products less expensively goes on.  
VI activity  
Shift from item-based to  
systems-based manufacturing innovation  
COST REDUCTION ACTIVITIES > 33  
including design, production engi- upgrades or price repositioning.  
neering, and purchasing. By signif- In other words, bottom-line cost  
icantly improving efficiency and savings amounts only show a part  
lowering costs, that dynamic, multi- of the overall benefits generated by  
faceted cooperation is a driver of our cost reduction activities. That  
Four-Phase Integrated Reforms  
Toyota technology  
departments  
Toyota production  
Suppliers  
technology departments  
products’ growing competitiveness.  
process of converting savings into  
Toyota pursues its cost reduc- higher quality enables us to offer  
tion efforts based on long-term new models with markedly im-  
relationships of mutual trust with proved functionality and per-  
suppliers. We work toward challeng- formance at prices that are the  
ing targets as partners. And, the same or lower than before.  
Toyota procurement  
departments  
improvements gained through  
In recent years, the figures for  
those initiatives strengthen the cor- cost savings have been declining.  
porate organizations and market However, that decrease reflects the  
competitiveness of Toyota and its impact of higher raw materials  
suppliers.  
costs and a change in the distribu-  
tion balance of the freed-up  
resources rather than a slackening  
of cost reduction activities. We  
Returning Cost Reduction Benefits  
to Customers  
Toyota’s cost reduction programs remain committed to the resolute  
generate far more benefits than implementation of cost reduction  
just cost savings. We return the activities that provide customers  
benefits of cost reductions to cus- with better vehicles at affordable  
tomers by ploughing the freed- prices.  
Discussions with suppliers  
up resources back into product  
Toyota’s Distribution of Cost Reduction Benefits  
Total cost reduction benefits  
Cost Savings Amounts  
(
¥ Billion)  
IMV cost reduction activities  
4
3
2
1
00  
00  
00  
00  
0
Product capability  
improvements  
Price  
repositioning  
Other  
Cost savings  
Change in balance of distribution  
FY ’99 ’00 ’01 ’02 ’03 ’04 ’05  
3
4
>Positioned for the Future  
HUMAN RESOURCES  
0
6. DEVELOPMENT  
Since its foundation, Toyota has developed human resources  
based on Toyota Way values, and this approach will be the  
wellspring of the Company’s future competitiveness.  
Promoting Human Resources  
Development and Diversity  
is enhancing personnel systems  
and workplace environments to  
In the achievement of sustainable enable individual employees to  
growth, personnel are the most maximize their skills and con-  
precious management resource tribute to operations.  
that a company has. Put another  
way, the quality of personnel im-  
Sharing Toyota Way Values in the  
pacts companies’ progress. One Manufacturing Workplace and  
of Toyota’s strengths is a manage- in Management  
ment approach that fully brings In April 2001, Toyota explicitly  
out the talents of each employee. identified the Toyota Way man-  
Therefore, even as our business agement values that had tradi-  
expands geographically and our tionally been based on implicit  
portfolio of businesses grows, knowledge. The Toyota Way is  
we are implementing thorough based on the dual pillars of  
employee training programs.  
Respect for People and Continuous  
Further, we are working to in- Improvement, which comprise  
crease the diversity of our work- five principles: Challenge; Kaizen,  
force. Employing more than or improvement; Genchi Genbutsu,  
260,000 people worldwide, Toyota or go and see; Teamwork; and  
Consolidated Number of Employees  
(
Thousands)  
3
2
1
00  
00  
00  
0
Toyota’s overseas plants roll out more than  
00,000 Camry models a year. No matter where a  
6
In 2001, the Toyota Way was explicitly identified so that  
it could be adopted by employees around the world.  
vehicle is built, it must satisfy a uniform set of  
quality benchmarks. By training employees on a  
truly global scale, Toyota is able to meet those  
requirements.  
FY ’01 ’02 ’03 ’04 ’05  
Japan  
Overseas  
HUMAN RESOURCES DEVELOPMENT > 35  
Respect. We use those guidelines multiskilled, resilient personnel for  
to motivate all Toyota employees global operations, the center  
involved in manufacturing and to promotes the creation of efficient  
create a sense of solidarity among production methods and systems  
them.  
and conducts skills training for  
Further, with a view to fostering short-term employees.  
managers capable of putting the  
In only two years, the center has  
Toyota Way into practice, we esta- significantly enhanced operations  
blished the Toyota Institute at our in the field. Since opening, more  
head office in 2002. Many of our than 4,600 employees have  
overseas production and sales completed training courses at  
companies are now steered by GPC. And, we plan to maintain  
local managers. Also, six of the that level by training 2,000  
Company’s managing officers are employees a year at the center.  
from overseas.  
Moreover, Toyota intends to create  
GPC branches in the U.S., Europe,  
and Asia to step up the pace and  
global scope of training for  
Training Professionals Rapidly  
through GPC  
In July 2003, Toyota established professional production site man-  
GPC, or Global Production Center, agers. We are confident that those  
to swiftly equip large numbers of measures will enhance the com-  
personnel with the skills to petitiveness and self-reliance of  
manage plants in Japan and over- our overseas production platforms.  
seas. In addition to training  
Dedicated Training Facility for Lexus Employees in Japan  
Toyota has created the Fuji Lexus College  
Topics  
within Fuji Speedway, in Shizuoka Prefec-  
ture, Japan, as a training center for all staff  
that work at Lexus dealers in Japan. As well  
as imparting in-depth specialist knowledge  
and skills, the college helps establish a  
common understanding among employees of the Lexus brand’s value. Taking  
advantage of Fuji Speedway, we also conduct training that lets employees experience  
the driving performance of Lexus models firsthand.  
Skills training at GPC  
3
6
Business Overview  
Contents  
3
8
> Automotive Operations  
3
4
4
4
8
0
2
4
> Japan  
> North America  
> Europe  
> Other Regions  
4
4
6
7
> Financial Services Operations  
> Other Business Operations  
BUSINESS OVERVIEW > 37  
Revenues and  
Operating Income  
In fiscal 2005, the segment saw increases  
of 7.1% in consolidated revenues, to  
(
¥ Billion)  
(¥ Billion)  
18,000  
1,800  
¥
17,113.5 billion, due to growth in  
production and vehicle sales. Operating  
income declined 4.4%, to ¥1,452.5 billion,  
as a result of the effect of currency exchange  
rate fluctuations, a decrease in gains  
recognized on transfer of substitutional  
portion of the employee pension fund to  
the government, and an increase in  
research and development expenses and  
other costs, which were partially offset by  
the benefits of growth in production and  
vehicle sales and cost reduction efforts.  
12,000  
6,000  
0
1,200  
600  
0
Automotive  
Operations  
FY ’01 ’02 ’03 ’04 ’05  
Revenues  
Operating income (Right scale)  
Revenues and  
Operating Income  
(
¥ Billion)  
(¥ Billion)  
8
00  
00  
00  
00  
0
240  
Consolidated revenues grew 6.0% from  
the previous fiscal year, to ¥781.2 billion,  
due to a higher finance volume that  
resulted from favorable vehicle sales.  
Operating income rose 37.6%, to ¥200.8  
billion. In addition to the factors stated  
above, this gain was primarily due to  
improved credit loss performance and  
reduced residual losses on lease vehicles.  
6
180  
120  
60  
Financial Services  
Operations  
4
2
0
FY ’01 ’02 ’03 ’04 ’05  
Revenues  
Operating income (Right scale)  
Revenues and  
Operating Income (Loss)  
(
¥ Billion)  
(¥ Billion)  
1,200  
40  
The segment posted a 15.0% upturn in  
consolidated revenues, to ¥1,030.3 billion,  
while operating income rose 2.2 times, to  
9
6
3
00  
00  
00  
0
30  
20  
10  
0
Other Business  
Operations  
¥
33.7 billion. The increase in operating  
income was mainly due to favorable  
production and sales in the housing  
business.  
300  
–10  
FY ’01 ’02 ’03 ’04 ’05  
Revenues  
Operating Income (Loss) (Right scale)  
3
8
>BUSINESS OVERVIEW  
AUTOMOTIVE OPERATIONS  
Japan  
Vehicle Sales in Japan  
Against a backdrop of steady demand in the domestic automotive market,  
Toyota is rebuilding its product strategy and sales channels to become even  
more competitive.  
+
+
2.3%  
,805  
(
Thousands of units)  
1
2
2
1
1
,500  
,000  
,500  
,000  
3.4%  
,381  
2
useful minivans with three rows of seats have  
stimulated strong demand.  
MARKET CONDITIONS  
Domestic automotive market (excluding  
minivehicles) holding steady around  
4-million vehicle mark  
PERFORMANCE OVERVIEW  
5
00  
In fiscal 2005, overall sales in Japan’s auto-  
motive market of 5.82 million units were at  
roughly the same level as in the previous fiscal  
year. And, the market excluding minivehicles  
saw shipments remain firmly in the region of 4  
million units, with 3.94 million vehicles sold.  
Although the size of Japan’s automotive market  
is unlikely to change dramatically in the near  
term, we are confident that there is significant  
potential for market growth based on full-  
fledged economic recovery and the deployment  
of higher-value-added products that offer  
outstanding environmental and safety perfor-  
mance. Looking at Japan’s market structure, in  
the past several years compact cars and highly  
Toyota claims more than 40% of  
non-minivehicle market for seventh  
straight year  
0
FY ’01 ’02 ’03 ’04 ’05  
Unconsolidated  
Consolidated  
The Toyota Group, including Daihatsu Motor  
Co., Ltd., and Hino Motors, Ltd., grew  
domestic vehicle sales on a shipment basis for  
the third year in a row. As a result, the Group  
expanded its share of the domestic market  
including minivehicles to 41.1% while staking  
out its largest-ever share of the market  
excluding minivehicles—44.5%.  
Market Share in Japan  
(
%)  
5
4
3
0
4
4.5%  
1.1%  
0
0
0
On the back of the recent popularity of  
compact cars and minivans, Toyota-brand  
vehicles, such as the Wish, the Passo, and the  
Alphard high-end minivan, have been selling  
4
FY ’01 ’02 ’03 ’04 ’05  
Lineup Milestones  
Excluding minivehicles  
Including minivehicles  
2004 June  
July  
Launch of the Passo compact car  
Full remodeling of the Crown Majesta large-size sedan  
Launch of the Porte new-concept vehicle  
September  
Launch of the Isis midsize minivan  
November  
005 February  
March  
Launch of the Mark X midsize sedan  
2
Full remodeling of the Vitz next-generation compact car  
Launches of the Harrier and the Kluger hybrid SUVs  
BUSINESS OVERVIEW > 39  
well. And, we shipped more than 100,000 units  
of the Crown, thanks to a full model change of  
the luxury sedan in the previous year.  
Moreover, the mainstay Corolla was Japan’s  
best-selling car for the second successive year,  
and the Prius hybrid vehicle continued to sell  
briskly. In addition, unit sales of Daihatsu-  
brand minivehicles and Hino-brand trucks  
were up.  
channels—is steadily earning endorsement  
among the growing numbers of customers with  
distinctive values.  
Further, August 2005 is slated for the  
Japanese premiere of the Lexus, which we aim  
to develop into a globally recognized prestige  
brand. Plans call for the unveiling of the GS  
and the SC in August, followed one month  
later by the IS, with the fourth model, the LS,  
launching in summer 2006. In the immediate  
future, we are looking to market between  
50,000 and 60,000 Lexus vehicles annually.  
New Vitz  
MARKET STRATEGY  
Stake out and retain 45% share of  
non-minivehicle market  
In domestic operations, Toyota’s medium-  
term mission is to develop the competitive  
muscle to capture and hold a 45% share of the  
Japanese automotive market excluding mini-  
vehicles. To that end, in February 2003 we  
announced a revised product strategy and  
began reforming sales channels to reflect  
changing times. In May 2004, we consolidated  
domestic, Toyota-brand sales channels from  
five to four and defined the roles and targets of  
the remaining channels more clearly. Of those  
channels, the revitalized Netz channel—created  
by combining the former Netz and Vista  
Channel and Brand Reconstruction  
Sales Channel Matrix  
Previous  
New  
Price  
Price  
V
I S T A  
Traditional  
Conservative  
Advanced  
Particular  
Traditional  
Conservative  
Advanced  
Particular  
Change Area  
Change Area  
Netz—A New Incarnation  
Our reinvented Netz channel targets customers that  
value advanced, particular features. A love of fun  
and fashion unites Netz outlets’ unique style, which  
is reflected in every aspect  
of operations from manu-  
facturing through market-  
ing. In the medium term,  
the channel aims to sell  
more than 600,000 vehicles  
a
year through 1,600  
Passo  
dealers nationwide.  
4
0
>BUSINESS OVERVIEW  
AUTOMOTIVE OPERATIONS  
North America  
Consolidated Vehicle Sales  
For Toyota, there is still room for growth in the North American market. We will  
grow operations by further advancing localization and by strengthening lineups.  
and Production in North America  
+
8.0%  
(
Thousands of units)  
2
1
1
,400  
,800  
,200  
2,271  
+
11.8%  
1
,156  
MARKET CONDITIONS  
successive year that it has broken the previous  
year’s record, and grew market share to 12.2%.  
Moreover, Toyota-brand vehicles ranked first  
in passenger car sales for the second year in a  
row, with the Camry retaining the title of top-  
selling passenger car for a third year. Further,  
the Lexus lengthened to five years its reign as  
America’s most popular high-end car. Sales of  
Scion-marque vehicles were also strong. A  
network of more than 700 dealers across the  
United States sold approximately 98,000 cars in  
calendar 2004 under the Scion marque  
following its nationwide launch in July 2004. In  
Canada, Toyota’s unit sales reached a new high  
for the third straight year in calendar 2004, and  
market share expanded to 11.1%. Meanwhile,  
in the 2005 Initial Quality StudySM conducted  
by J.D. Power and Associates the Lexus  
extended its long reign as the best brand, while  
Toyota vehicles commanded the top position  
in 10 of 18 segments.  
Steady growth puts U.S. market on track  
to clear 17 million vehicles  
In calendar 2004, a resurgent U.S. automotive  
market saw year-on-year growth for the first  
time since 2000, with sales of 16.9 million  
vehicles representing the market’s fourth-  
highest watermark. Low interest rates, tax cuts,  
and automakers’ stepped-up marketing of new  
models drove up sales. In addition, Japanese  
automakers’ market share is steadily growing.  
And, a rising population will likely grow the  
U.S. market beyond 17 million vehicles in the  
near future. Meanwhile, in 2004 the Canadian  
market shrank for the second straight year,  
recording 1.53 million vehicle sales.  
600  
0
FY ’01 ’02 ’03 ’04 ’05  
Consolidated vehicle sales  
Consolidated production*  
*
Excluding vehicles produced by NUMMI  
unconsolidated company)  
(
Market Share in North America  
(%)  
1
5
0
5
0
1
2.2%  
1
PERFORMANCE OVERVIEW  
Toyota notches up record vehicle sales in  
U.S. market for ninth consecutive year  
In North America in fiscal 2005, Toyota sold an  
all-time-high 2.27 million vehicles and built a  
record 1.15 million vehicles on a consolidated  
basis. Adding Toyota-brand vehicles contri-  
buted by unconsolidated New United Motor  
Manufacturing, Inc. (NUMMI), North  
American production amounted to 1.47  
million units.  
CY  
’00 ’01 ’02 ’03 ’04  
Note: Different from fiscal year figures  
In the United States, Toyota sold 2.06  
million vehicles in calendar 2004, the ninth  
Scion tC  
BUSINESS OVERVIEW > 41  
In production, the plant in Mexico started  
up, while the plant in Alabama bolstered its  
engine production capacity.  
Toyota’s growth strategy in North America is  
to carve out three new markets: the hybrid  
vehicle market, the full-size pickup truck  
market, and the youth market. Steadily adding  
to its stable of hybrids, Toyota introduced an  
SUV hybrid, the Lexus RX, in April 2005. Also,  
in the second half of 2006 local production of a  
hybrid Camry is scheduled to begin at the  
Kentucky plant. In 2006, the Tundra full-size  
pickup truck will start rolling off the line at the  
new Texas plant, supplementing current produc-  
tion in Indiana. Premiered nationally during  
fiscal 2005 to target Generation Y, the Scion  
project is successfully broadening Toyota’s  
appeal, with first-time customers accounting  
for roughly 80% of Scion-marque sales.  
Key Focuses: Hybrids,  
Full-Size Pickup Trucks, and Scion  
Growth Strategy in North America  
MARKET STRATEGY  
Enhance lineup of  
hybrid vehicles  
Pioneer new markets to widen  
customer base  
Aiming to make the most of ongoing growth in  
the promising North American market, we will  
expand operations by fortifying local produc-  
tion capacity and product lineups. The Texas  
plant, coming on stream in 2006, and the  
second assembly plant in Canada, scheduled to  
start-up in 2008, will increase local production  
capacity to 1.81 million vehicles. Toyota also  
wants to strengthen local product development  
capabilities. Therefore, we have scheduled  
spring 2006 to break ground for new facilities  
that will enlarge the Michigan research and  
development center.  
Make full-scale  
entry into  
full-sized  
Strengthen  
measures targeting  
young people:  
Develop Scion  
throughout the U.S.  
truck market  
2006:  
begin production  
at Texas plant  
Scion Project Begins in Earnest  
We initiated the Scion project to attract  
Generation Y customers. In July 2004,  
building on the buzz created by the  
earlier launches of the xA and the xB in  
California, we added the tC and began  
Expand Local Production Capacity  
to 1.81* Million by 2008  
Annual Vehicle Production Capacity in North America  
(
Thousands of units)  
full-scale marketing of Scion-marque vehicles through more than 700  
dealers across the United States. The models are proving highly popular  
thanks to Internet-based marketing techniques and to a system that  
enables customers to order cars according to their own specifications by  
freely combining 40 or more different parts and accessories.  
1
2
3
4
5
. Canada (TMMC)  
. Kentucky (TMMK)  
. Indiana (TMMI)  
250  
500  
300  
400  
30  
. California (NUMMI)**  
. Mexico (TMMBC)  
(
started up December 2004)  
. Texas (TMMTX)  
scheduled for 2006 start-up)  
. Canada No. 2 plant (TMMC)  
scheduled for 2008 start-up)  
6
7
200  
100  
Pickup Truck Production Started in Mexico  
(
Our plant in Mexico, TMMBC, began building truck beds for the  
Tacoma in September 2004 and quickly progressed to the production of  
finished vehicles in December. Capable of rolling out 30,000 vehicles  
and 180,000 truck beds a year, the plant  
(
*
The Company plans to fill the 30,000-vehicle gap  
relative to total plant production capacity by enhanc-  
ing efficiency and personnel at existing plants.  
ships truck beds to the Tacoma line at  
** The California plant is a Toyota-General Motors  
the Toyota-General Motors joint-  
joint venture company that is accounted for using the  
equity method. Production capacity figures include  
vehicles for General Motors.  
venture plant in California.  
Note: Please see the Overseas Manufacturing  
Companies section on page 124 for full plant names.  
4
2
>BUSINESS OVERVIEW  
AUTOMOTIVE OPERATIONS  
Europe  
Consolidated Vehicle Sales  
and Production in Europe  
In Europe’s fiercely competitive market, Toyota aims to increase its visibility and  
market share by leveraging unique environmental technology.  
+
9.0%  
979  
(
Thousands of units)  
,000  
1
+
15.7%  
96  
5
7
5
2
50  
00  
50  
0
5
% of the market. Also, our passenger and  
MARKET CONDITIONS  
commercial vehicles boasted leading shares of  
markets in Finland, Norway, and Greece.  
Meanwhile, consolidated production jumped  
to approximately 596,000 vehicles due to a  
range of measures to increase local capacity.  
Among Toyota-brand vehicles, the Yaris  
further reinforced its position as our flagship  
mass production model by besting its previous  
sales record for the sixth consecutive year to pass  
220,000 units. Sales of the new Avensis were  
also strong, clearing approximately 130,000  
vehicles. As a result, Toyota’s ranking in Europe’s  
passenger car market moved up from ninth to  
eighth place. In another positive development,  
the Prius, one of our hybrid vehicles, was  
chosen as the 2005 European Car of the Year.  
In production, our plant established jointly  
with PSA Peugeot Citroën in the Czech  
Republic began building small passenger cars  
Heavy demand among major countries  
grows Europe’s market year on year to  
17.6 million vehicles  
In calendar 2004, sales in the European market,  
comprising European Union member states,  
Switzerland, and Norway, expanded from the  
previous year to 17.6 million vehicles. Among  
mainstay nations, markets in Germany, France,  
Italy, and Spain were upbeat. Moreover, Spain’s  
healthy economy turned in record vehicle sales  
for the third consecutive year.  
FY ’01 ’02 ’03 ’04 ’05  
Consolidated vehicle sales  
Consolidated production  
Market Share in Europe  
(
%)  
6
4.9%  
PERFORMANCE OVERVIEW  
Seven consecutive years of vehicle sales  
growth elevates Toyota’s market presence  
4
2
0
Reporting its highest-ever consolidated vehicle  
sales of approximately 979,000 units in fiscal  
2005, Toyota extended its record-breaking run  
in Europe to seven years and claimed almost  
CY ’01 ’02 ’03 ’04  
Increased Local Production Capacity  
to 775,000 in 2005  
Note: Different from fiscal year figures  
Annual Vehicle Production Capacity in Europe  
(Thousands of units)  
2
003  
2005  
285  
240  
150  
100*  
1
2
3
4
. United Kingdom (TMUK)  
220  
180  
100  
/
/
/
/
. France (TMMF)  
. Turkey (TMMT)  
. Czech Republic (TPCA)  
*
Toyota-brand vehicles  
Note: Please see the Overseas Manufacturing  
Companies section on page 125 for full plant names.  
Toyota Peugeot Citroën Automobile Czech (TPCA)  
BUSINESS OVERVIEW > 43  
in February 2005. Following the augmentation  
of production at plants in the United  
Kingdom, France, and Turkey, we plan to  
increase local capacity to 775,000 vehicles a  
year in 2005. Further, in March 2005 a plant  
built in collaboration with Toyota Industries  
Corporation in Poland began shipping out  
diesel engines—bringing the combined annual  
diesel engine production capacity of the three  
plants in the United Kingdom, France, and  
Poland to 260,000 units. And, plans call for the  
construction of a plant in Saint Petersburg,  
Russia, that will have an annual production  
capacity of 50,000 vehicles, with production  
starting at 20,000 units beginning in late 2007.  
half of its vehicles running on diesel engines,  
Europe has one of the world’s highest con-  
centrations of diesel vehicles. Therefore, we  
aim to grow sales in that market by channeling  
more resources into diesels. In 2004, diesels  
accounted for 37% of Toyota’s vehicle sales in  
Europe, a ratio that we intend to raise even  
further. To that end, Toyota is phasing in addi-  
tional local diesel engine production capacity.  
In technology, Toyota has developed a next-  
generation, clean diesel system, the DPNR  
(Diesel Particulate NOx Reduction) system,  
which is available in the Avensis, the Com-  
pany’s mainstay model in Europe. Further, we  
unveiled a new, more powerful 2.2 liter diesel  
engine (D-4D Clean Power) at the September  
2004 Paris Motor Show. And, that engine is  
already under the hood of the Avensis. Looking  
ahead, Toyota intends to become the  
undisputed leader in clean diesel vehicles by  
marketing more models equipped with DPNR  
systems that combine advanced environmental  
and driving performance.  
Diesel Vehicles Surge to 37% of Sales  
Diesel Vehicle Sales  
and Share in Europe  
(
Thousands of units)  
400  
(%)  
40  
37%  
+14.5%  
12  
3
300  
200  
100  
30  
20  
10  
0
0
CY ’01 ’02 ’03 ’04  
Diesel vehicle share (Right scale)  
Note: Different from fiscal year figures  
MARKET STRATEGY  
Reach 1.2 million unit sales by enhancing  
diesel and other lineups  
For the European market, Toyota has set a  
medium-term sales target of 1.2 million vehicles.  
A key strategy for reaching that target is to  
expand diesel-vehicle offerings. With roughly  
Czech Production Starts Up  
Our Latest Clean Diesel Engine Powers the IS  
Toyota caused a stir at the March 2005 Geneva International  
Motor Show by unveiling a new Lexus IS powered by the  
brand-new 2.2 liter D-4D Clean Power diesel engine. This  
remarkable engine not only emits the least particulate  
matter, such as soot, and nitrous oxide of any commercial  
diesel engine, it packs a far bigger punch than engines in the  
same category, generating 180 horsepower. We plan to sell the  
new-model Lexus IS  
February 2005 saw  
Toyota Peugeot Citroën  
Automobile Czech  
(TPCA), a joint venture  
company established  
with PSA Peugeot  
Citroën, launch the  
production of three small passenger car models for the  
European market. Of TPCA’s 300,000-unit annual capacity,  
Toyota’s Aygo will account for 100,000 vehicles, with the  
remaining output earmarked for the Peugeot 107 and the  
Citroën C1. All of those models are new four-seaters  
featuring clean body lines and the latest safety and environ-  
mental technologies.  
in Japan, the U.S.,  
Europe, and other mar-  
kets worldwide from  
the second half of 2005.  
4
4
>BUSINESS OVERVIEW  
AUTOMOTIVE OPERATIONS  
Other Regions  
Consolidated Vehicle Sales  
Toyota is extending its network of companies in many different countries and  
regions, including Asia, Oceania, Central and South America, the Middle East,  
and Africa.  
and Production in Other Regions  
(
Thousands of units)  
+25.5%  
1,777  
1,800  
+
38.9%  
45  
9
1,350  
Overall, the initiation of the IMV (Innova-  
MARKET CONDITIONS AND PERFORMANCE  
OVERVIEW  
tive International Multipurpose Vehicle)  
project in ASEAN countries and growth in  
China boosted sales in the region.  
9
4
00  
50  
0
Sales growth realized in diverse regions  
worldwide  
In Other Regions in fiscal 2005, Toyota sold a  
record 1.77 million vehicles and built approxi-  
mately 945,000 vehicles on a consolidated basis.  
Central and South America: In calendar 2004,  
the markets of Argentina and Venezuela  
expanded markedly while Brazil’s market held  
firm. Toyota achieved its highest-ever sales in  
Brazil, Argentina, and Chile.  
FY ’01 ’02 ’03 ’04 ’05  
Consolidated vehicle sales  
Consolidated production  
Breakdown of Vehicle Sales in Other Regions  
(Thousands of units) ( % change)  
East and Southeast Asia  
Central and South America  
Oceania  
Other  
Total  
834  
185  
239  
519  
1,777  
(+49.5)  
(+27.0)  
(+1.5)  
(+8.9)  
(+25.5)  
Oceania: Buoyed by brisk sales of small cars  
and SUVs, the Australian market saw 955,000  
vehicle sales in calendar 2004. In that environ-  
ment, the Company continued to command  
the largest share of Oceania’s market.  
Asia: In calendar 2004, the region’s market  
developed favorably, buoyed by vigorous auto-  
motive markets in Thailand and Indonesia.  
Although the pace of growth slackened,  
China’s market reached sales of 5 million  
vehicles for the first time. And, with growth  
potential second only to China, India’s market  
is developing steadily.  
Other: In the Gulf countries, we approached  
our best-ever sales on the back of vibrant local  
economies. Reflecting a robust local economy,  
South Africa’s market has grown to 450,000  
vehicles, which is the largest market in Africa.  
In South Africa, Toyota set a new sales record and  
accounts for approximately 25% of the market.  
Operations in China: Recent Landmarks  
2004 September  
Toyota and Guangzhou Automobile Group establish a joint production and  
sales company in Guangzhou  
Toyota and China FAW Group Corporation announce joint production of  
hybrid vehicles  
November  
December  
Establishment of after-sales service technology and personnel training centers  
in Shanghai and Guangzhou  
Toyota FAW (Tianjin) Dies Co., Ltd., begins production of large stamping dies  
FAW Toyota Changchun Engine Co., Ltd., begins production of engines  
Guangqi Toyota Engine Co., Ltd., begins production of engine parts  
Tianjin FAW Toyota Motor Co., Ltd., begins production of the Crown  
2
005 January  
March  
BUSINESS OVERVIEW > 45  
Expansion of Production Capacity in China to 335,000 Units in 2006  
Start of Production  
Tianjin plant  
Changchun plant  
Sichuan plant  
Coaster  
Guangzhou plant  
2000 December  
2002 October  
2003 September  
October  
Vios  
Land Cruiser Prado  
Land Cruiser  
Prius  
2
004 February  
005 March  
Corolla  
Crown  
Reiz  
2
Scheduled  
Corolla  
2006 Scheduled  
Camry  
MARKET STRATEGY  
Automobile Group Co., Ltd. By 2010, Toyota  
hopes to secure a 10% share of China’s market  
by moving forward with localization and by  
building the organizational infrastructure to  
support a full lineup of models. Through our  
alliance with China FAW Group Corporation,  
we have already begun the production of five  
models in China, ranging from compact cars to  
luxury sedans and SUVs. Also, we plan to start  
up the production of the Prius hybrid vehicle  
and a new passenger model, the Reiz, by the  
end of 2005. And, from the middle of 2006 a  
joint venture company established with  
Guangzhou Automobile Group is scheduled to  
begin manufacturing the Camry midsize sedan,  
lifting annual production capacity in China to  
Drive growth by deploying management  
resources to markets in China and ASEAN  
China and ASEAN countries promise medium-  
to-long-term economic growth. Therefore, we  
are allocating management resources to those  
markets, which we view as of equal importance  
to Japan, North America, and Europe. In  
ASEAN countries, Toyota is strengthening the  
region’s role as a strategic export base for pickup  
trucks and multipurpose vehicles. Centered on  
Thailand, that initiative is called IMV  
(Innovative International Multipurpose Vehicle).  
In China, we aim to rapidly expand our oper-  
ational foundations through strategic partner-  
ships with major local automakers, including  
China FAW Group Corporation and Guangzhou  
335,000 vehicles.  
Joining Forces with Guangzhou  
Automobile Group  
In September 2004, Toyota and  
Guangzhou Automobile Group Co.,  
Ltd., jointly established the produc-  
tion and sales company Guangzhou  
Toyota Motor Co., Ltd. The new  
company is slated to commence  
annual production of 100,000 Camry models from mid-2006. Further, a joint  
manufacturing company that we created with Guangzhou Automobile Group in  
February 2004 for Camry engines began partial production from January 2005.  
Dealer in Thailand  
4
6
>BUSINESS OVERVIEW  
FINANCIAL SERVICES OPERATIONS  
Total Assets by Financial  
Services Operations  
By offering customers sound, high-quality financial services centered on auto  
sales financing, Toyota is facilitating the expansion of its automotive operations.  
(
¥ Billion)  
0,000  
1
PERFORMANCE OVERVIEW  
BUSINESS STRATEGY  
7
5
2
,500  
,000  
,500  
0
Operating income tops ¥200 billion  
Remain focused on auto sales financing  
while offering customers comprehensive  
support for their lifestyles  
Consistent with the previous fiscal year, the  
performance of financial services operations  
continued to improve, with operating income  
reaching ¥200 billion. This performance was  
due to increased financing volume associated  
with higher vehicle sales and enhanced finan-  
cial products and quality services as well as  
improvement of credit and residual losses on  
lease vehicles.  
Covering 30 countries and regions, including  
Japan, financial services operations center on  
Toyota Financial Services Corporation (TFS),  
which has overall control of financial services  
subsidiaries in Japan and overseas. TFS has con-  
structed a global network that covers approxi-  
mately 90% of the markets in which Toyota  
sells its vehicles. Mainly concentrated on auto  
loans and leases, TFS provides auto sales financ-  
ing to approximately 5.4 million customers.  
Moreover, TFS has outstanding creditwor-  
thiness, having received the highest credit rat-  
ings of U.S. rating agencies Standard & Poor’s  
and Moody’s—AAA and Aaa, respectively.  
While strengthening core auto sales financing  
operations, the TFS Group is focusing on offer-  
ing a more comprehensive financial services  
lineup that can cater to customers’ diverse needs.  
Particularly in Japan, TFS offers wide-ranging  
financial services that include auto sales financ-  
ing, credit cards, retail sales of corporate bonds  
and investment trusts, and insurance.  
For example, in April 2001 Toyota Finance  
Corporation launched a credit card named TS  
CUBIC CARD, with the objective of creating a  
more accessible and convenient credit card by  
undertaking a comprehensive revamping of  
services. Those initiatives included strength-  
ening the card’s point system in September  
FY ’01 ’02 ’03 ’04 ’05  
Coverage of Approximately 90%  
of Toyota and Lexus Markets  
Overview of Toyota’s Financial Services  
Operations  
Total financial services  
FY 2005  
segment assets ........ ¥9,487.2 billion  
2004. TS CUBIC CARD had 4.74 million card-  
Revenues from financial  
holders at fiscal year-end. Of those cardholders,  
joint ETC (electronic toll collection) card  
membership was nearly 1 million, the highest  
share in the ETC card industry.  
Also, Toyota Financial Services Securities  
Corporation is endeavoring to enhance cus-  
tomer services by selling such financial products  
as Toyota Group bonds and the Toyota Group  
Equity Fund (TGEF) for individuals and by  
opening six outlets in shopping malls and other  
locations.  
services operations .... ¥781.2 billion  
Operating income...... ¥200.8 billion  
Credit ratings ............ AAA /Aaa  
Operating areas ........ 30 countries and  
regions worldwide  
Market coverage ....... approx. 90%  
No. of customers ....... approx. 10 million  
No. of employees....... approx. 8,000  
Financial Services Operations Integrated under Toyota Group Management  
Financial Services Operations Group  
and Ownership Ratios  
33.4%  
Toyota Motor  
Corporation  
1
00%  
Aioi Insurance  
Co., Ltd.  
Toyota Financial  
Services Corporation  
100%  
100%  
50%  
50%  
100%  
Overseas Sales  
Finance Companies  
Toyota Finance  
Corporation  
Toyota Financial Services  
Securities Corporation  
Toyota Asset  
Management Co., Ltd.  
Toyota Accounting  
Service Co.  
BUSINESS OVERVIEW > 47  
OTHER BUSINESS OPERATIONS  
Toyota is drawing on technology and intellectual assets cultivated in its automotive operations to ener-  
getically develop products and services that will enrich society and people’s lives in the 21st century.  
Information Technology and Telecommunications Business  
Housing Business  
In preparation for the full-scale advent of a ubiquitous  
society, we must integrate vehicles and communication—  
particularly mobile communication—to upgrade the conve-  
nience and comfort of cars. With that in mind, Toyota has  
teamed up with the general telecommunications services  
provider KDDI Corporation, which offers products ranging  
from cell phone services to domestic and international  
telecommunications services. Together, we are tackling  
farsighted initiatives that will generate breakthrough tele-  
communication products and services.  
The Company’s housing operations performed favorably in  
fiscal 2005, posting an 11.2% year-on-year increase in sales  
of homes, to 5,283 units. Additionally, Toyota announced a  
capital tie-up with Misawa Homes Holdings, Inc., in March  
2005. Toyota and Misawa Homes Holdings will bolster their  
respective housing businesses by  
making use of synergies among  
housing development, production,  
and sales and other operations and  
by drawing on the complemen-  
tarities of their sales areas and  
Intelligent Transport Systems Business  
product lineups to address wide-  
ranging customer needs.  
With the goals of enhancing the functionality of cars and  
advancing transportation systems, Toyota is creating pro-  
ducts and systems for the realization of Intelligent Transport  
Systems (ITSs). At the October 2004 11th World Congress  
on Intelligent Transport Systems held in Nagoya, Japan,  
Toyota’s leading-edge ITS technology was heavily featured.  
Still under development, Toyota’s new Intelligent Multi-  
mode Transit System is being used for transportation within  
one of the sites of the 2005 World Exposition, Aichi, Japan,  
which began in March.  
Sincé Cada  
Marine Business  
By making full use of the engines and other advanced  
technologies it has developed in automotive manufacturing,  
Toyota produces and markets motorboats and marine  
engines. In fiscal 2005, the Company sold 65 motorboats.  
Biotechnology and Afforestation Business  
To simultaneously realize the goals of environmental  
preservation and economic growth, Toyota actively pursues  
biotechnology and afforestation. We are currently success-  
fully conducting tree planting in Australia, sweet potato  
processing in Indonesia, peat excavation in China, and  
floriculture and rooftop greening in  
GAZOO Business  
GAZOO is a general information network service in Japan  
provided by Toyota. Through the GAZOO web site, we  
offer a wide range of services, including information on new  
cars, used cars, and related services. At fiscal year-end,  
GAZOO’s membership was 6.1 million.  
Japan. In addition, with a view to  
the mass production of plant-  
Furthermore, to enhance our vehicle information services  
we have been developing our own telematics service, G-  
BOOK, which we have been working to popularize since  
derived bioplastics, Toyota con-  
structed a pilot factory within its  
Hirose plant in October 2004 and  
2003. And in April 2005, we announced the next-generation  
began the annual production of  
telematics service, G-BOOK ALPHA, an upgrade of the  
previous G-BOOK. In March 2004, we implemented a new  
network system in Thailand, e-CRB (Customer Relationship  
Building), that connects customers and dealers. We are  
currently working to steadily expand this service.  
1,000 tons of bioplastics in May  
2005.  
Sweet potato processing plant in Indonesia  
4
8
Financial Section  
Contents  
4
5
5
9
0
1
> Selected Financial Summary (U.S. GAAP)  
> Consolidated Quarterly Financial Summary  
> Management’s Discussion and Analysis of Financial Condition  
and Results of Operations  
7
7
7
8
8
6
8
9
0
1
> Consolidated Balance Sheets  
> Consolidated Statements of Income  
> Consolidated Statements of Shareholders’ Equity  
> Consolidated Statements of Cash Flows  
> Notes to Consolidated Financial Statements  
1
22 > Report of Independent Registered Public Accounting Firm  
4
9
SELECTED FINANCIAL SUMMARY (U.S. GAAP)  
Toyota Motor Corporation  
Fiscal years ended March 31  
Yen in millions except per share data, share information, and other data  
% change  
2001  
2002  
2003  
2004  
2005  
2004 vs 2005  
For the Year:  
Net Revenues:  
Sales of Products ......................  
Financing Operations ..............  
Total......................................  
¥12,402,104  
553,133  
¥12,955,237  
¥13,499,644  
690,664  
¥14,190,308  
¥14,793,973  
707,580  
¥15,501,553  
¥16,578,033  
716,727  
¥17,294,760  
¥17,790,862  
760,664  
¥18,551,526  
+7.3  
+6.1  
+7.3  
Costs and Expenses:  
Cost of Products Sold ..............  
Cost of Financing  
Operations...............................  
Selling, General and  
¥10,218,599  
427,340  
¥10,874,455  
459,195  
¥11,914,245  
423,885  
¥13,506,337  
364,177  
¥14,500,282  
369,844  
+7.4  
+1.6  
Administrative........................  
Total......................................  
1,518,569  
¥12,164,508  
1,763,026  
¥13,096,676  
1,891,777  
¥14,229,907  
1,757,356  
¥15,627,870  
2,009,213 +14.3  
¥16,879,339  
+8.0  
Operating Income........................  
¥ 790,729  
6.1%  
¥1,093,632  
7.7%  
¥1,271,646  
8.2%  
¥1,666,890  
9.6%  
¥1,672,187  
9.0%  
+0.3  
%
of Net Revenues...................  
Income before Income Taxes,  
Minority Interest and Equity  
in Earnings of Affiliated  
Companies..................................  
Provision for Income Taxes.........  
Net Income...................................  
ROE...............................................  
1,107,289  
523,876  
674,898  
9.6%  
972,101  
422,789  
556,567  
7.8%  
1,226,652  
517,014  
750,942  
10.4%  
1,765,793  
681,304  
1,162,098  
15.2%  
1,754,637  
657,910  
1,171,260  
13.6%  
–0.6  
–3.4  
+0.8  
Per Share Data (yen):  
Net Income (Basic) ..................  
Cash Dividends ........................  
Shareholders’ Equity................  
¥ 180.65  
25.00  
1,921.29  
¥ 152.26  
28.00  
2,015.82  
¥ 211.32  
36.00  
2,063.43  
¥ 342.90  
45.00  
2,456.08  
¥ 355.35  
65.00 +44.4  
2,767.67 +12.7  
+3.6  
Net Cash Provided by  
Operating Activities ...................  
Net Cash Used in  
¥ 1,428,018  
(1,318,738)  
¥ 1,532,079  
(1,810,230)  
¥ 1,940,088  
(2,001,448)  
¥ 2,186,734  
(2,216,495)  
¥ 2,370,940  
+8.4  
Investing Activities.....................  
Net Cash Provided by (Used in)  
Financing Activities....................  
R&D Expenses..............................  
Capital Expenditures for  
(3,061,196) +38.1  
(166,713)  
475,716  
392,148  
589,306  
37,675  
668,404  
242,223  
682,279  
419,384 +73.1  
755,147 +10.7  
Property, Plant and  
Equipment* ................................  
Depreciation.................................  
762,274  
784,784  
940,547  
809,841  
1,005,931  
870,636  
945,803  
969,904  
1,068,287 +13.0  
997,713  
+2.9  
At Year-End:  
Shareholders’ Equity....................  
Total Assets...................................  
Long-Term Debt ..........................  
Cash and Cash Equivalents..........  
Equity Ratio..................................  
¥ 7,077,411  
17,019,783  
3,083,344  
1,510,892  
41.6%  
¥ 7,264,112  
19,305,730  
3,722,706  
1,657,160  
37.6%  
¥ 7,121,000  
20,152,974  
4,137,528  
1,592,028  
35.3%  
¥ 8,178,567  
22,040,228  
4,247,266  
1,729,776  
37.1%  
¥ 9,044,950 +10.6  
24,335,011 +10.4  
5,014,925 +18.1  
1,483,753 –14.2  
37.2%  
Share Information (March 31):  
Price per Share (yen)....................  
Market Capitalization..................  
¥4,350  
¥16,029,739  
¥3,650  
¥13,332,491  
¥2,635  
¥9,512,343  
¥3,880  
¥14,006,790  
¥3,990  
¥14,403,890  
+2.8  
+2.8  
Number of Shares Issued............. 3,684,997,492 3,649,997,492 3,609,997,492 3,609,997,492 3,609,997,492  
Other Data:  
Exchange Rate (yen/dollar) .........  
¥123.90  
¥133.25  
¥120.20  
¥105.69  
¥107.39  
*
Excluding vehicles and equipment on operating leases  
5
0
CONSOLIDATED QUARTERLY FINANCIAL SUMMARY  
Toyota Motor Corporation  
Fiscal years ended March 31  
Yen in billions  
First Quarter  
Second Quarter  
Third Quarter  
Forth Quarter  
2004  
2005  
2004  
2005  
2004  
2005  
2004  
2005  
Net Revenues................................ ¥4,092.9 ¥4,510.3 ¥4,131.3 ¥4,515.3 ¥4,386.0 ¥4,644.0 ¥4,684.5 ¥4,881.9  
Operating Income........................  
Income before Income Taxes,  
Minority Interest and Equity in  
Earnings of Affiliated  
340.7  
448.6  
427.0  
417.6  
401.6  
422.9  
497.5  
383.0  
Companies..................................  
Net Income...................................  
371.2  
222.5  
470.4  
286.6  
440.8  
301.9  
442.8  
297.4  
429.7  
286.4  
447.1  
296.5  
524.0  
351.2  
394.3  
290.7  
Segment Information by Business  
Operations:  
Revenues:  
Automotive........................... ¥3,798.5 ¥4,199.8 ¥3,791.9 ¥4,139.8 ¥4,055.3 ¥4,278.4 ¥4,328.1 ¥4,495.5  
Financial Services.................  
All Other...............................  
Intersegment Elimination....  
184.0  
183.7  
(73.3)  
180.9  
205.7  
(76.1)  
187.5  
220.0  
(68.1)  
203.5  
261.1  
(89.1)  
180.6  
214.7  
(64.6)  
196.1  
243.3  
(73.8)  
184.8  
277.8  
200.7  
320.2  
(106.2) (134.5)  
Total Company................. ¥4,092.9 ¥4,510.3 ¥4,131.3 ¥4,515.3 ¥4,386.0 ¥4,644.0 ¥4,684.5 ¥4,881.9  
Operating Income (Loss):  
Automotive...........................  
Financial Services.................  
All Other...............................  
Intersegment Elimination....  
Total Company.................  
¥333.9  
10.6  
¥403.8  
46.2  
¥368.7  
51.1  
¥353.0  
56.5  
¥347.8  
52.3  
¥355.5  
58.7  
¥468.6  
32.0  
¥340.2  
39.4  
(2.8)  
1.5  
8.8  
11.2  
5.5  
11.0  
3.7  
10.0  
(1.0)  
(2.9)  
¥448.6  
(1.6)  
¥427.0  
(3.1)  
(4.0)  
¥401.6  
(2.3)  
(6.8)  
¥497.5  
(6.6)  
¥340.7  
¥417.6  
¥422.9  
¥383.0  
Segment Information by Region:  
Revenues:  
Japan..................................... ¥ 2,714.2 ¥ 2,857.6 ¥ 2,783.1 ¥ 2,923.0 ¥ 2,933.6 ¥ 3,018.3 ¥ 3,159.1 ¥ 3,205.2  
North America ..................... 1,530.8 1,626.1 1,483.3 1,563.6 1,603.7 1,595.7 1,509.8 1,588.0  
Europe ..................................  
Other Regions ......................  
529.9  
548.7  
591.0  
670.4  
502.4  
554.1  
610.3  
661.9  
514.3  
592.5  
631.8  
695.9  
617.7  
666.6  
646.3  
780.9  
Intersegment Elimination.... (1,230.7) (1,234.8) (1,191.6) (1,243.5) (1,258.1) (1,297.7) (1,268.7) (1,338.5)  
Total Company................. ¥ 4,092.9 ¥ 4,510.3 ¥ 4,131.3 ¥ 4,515.3 ¥ 4,386.0 ¥ 4,644.0 ¥ 4,684.5 ¥ 4,881.9  
Operating Income:  
Japan.....................................  
North America .....................  
Europe ..................................  
Other Regions ......................  
Intersegment Elimination....  
Total Company.................  
¥252.1  
64.6  
¥253.0  
129.8  
30.9  
¥277.6  
99.0  
¥237.6  
114.9  
35.4  
¥226.1  
128.2  
24.7  
¥237.3  
127.8  
26.5  
¥352.3  
99.2  
¥259.3  
75.0  
6.1  
16.4  
25.3  
15.7  
20.5  
37.7  
32.8  
33.2  
24.3  
33.5  
19.3  
36.8  
(2.6)  
¥340.7  
(2.8)  
1.2  
(3.5)  
(1.7)  
¥401.6  
(2.2)  
1.4  
(3.8)  
¥383.0  
¥448.6  
¥427.0  
¥417.6  
¥422.9  
¥497.5  
5
1
MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL  
CONDITION AND RESULTS OF OPERATIONS  
All financial information discussed in this section is  
derived from Toyota’s consolidated financial statements  
that appear elsewhere in this annual report on Form 20-F.  
The financial statements have been prepared in confor-  
mity with accounting principles generally accepted in  
the United States of America.  
Toyota’s share of total vehicle  
unit sales in each market is  
influenced by the quality,  
price, design, performance,  
safety, reliability, economy  
and utility of Toyota’s  
vehicles compared with those  
offered by other manufac-  
turers. The timely introduc-  
tion of new or redesigned  
vehicles is also an important  
factor in satisfying customer  
demand. Toyota’s ability to  
satisfy changing customer pre-  
ferences can affect its rev-  
enues and earnings significantly.  
Consolidated Vehicle Sales  
(Thousands of units)  
8,000  
6,000  
4,000  
OVERVIEW  
The business segments of Toyota Motor Corporation  
2,000  
(“the parent company”) and its subsidiaries (collectively,  
“Toyota”) include automotive operations, financial services  
operations and all other operations. Automotive opera-  
tions is Toyota’s most significant business segment,  
accounting for 90% of Toyota’s total revenues before the  
elimination of intersegment revenues and 86% of Toyota’s  
total operating income before the elimination of interseg-  
ment revenues and costs for the year ended March 31,  
0
FY ’01 ’02 ’03 ’04 ’05  
The profitability of Toyota’s automotive operations is  
affected by many factors. These factors include:  
2
005. The operating income from automotive operations  
vehicle unit sales volumes,  
the mix of vehicle models and options sold,  
the level of parts and service sales,  
the levels of price discounts and other sales incentives  
and marketing costs,  
the cost of customer warranty claims and other  
customer satisfaction actions,  
the cost of research and development and other fixed costs,  
the ability to control costs,  
the efficient use of production capacity, and  
changes in the value of the Japanese yen and other  
currencies in which Toyota does business.  
as a percentage of total operating income decreased by 4%  
due to an increase in operating income from the financial  
services operations. Toyota’s primary markets based on  
vehicle unit sales for the year ended March 31, 2005 were:  
Japan (32%), North America (31%) and Europe (13%).  
Automotive Market Environment  
The worldwide automotive market is highly competitive  
and volatile. The demand for automobiles is affected by a  
number of factors including social, political and general  
economic conditions; introduction of new vehicles and  
technologies; and costs incurred by customers to purchase  
and operate vehicles. These factors can cause consumer  
demand to vary substantially from year to year in different  
geographic markets and for different types of automobiles.  
The following table sets forth Toyota’s consolidated  
vehicle unit sales by geographical market for the past three  
fiscal years.  
Changes in laws, regulations, policies and other govern-  
mental actions can also materially impact the profitability  
of Toyota’s automotive operations. These laws, regulations  
and policies include those attributed to environmental  
matters and vehicle safety, fuel economy and emissions  
that can add significantly to the cost of vehicles. The  
European Union has approved a directive that requires  
manufacturers to be financially responsible for taking back  
end-of-life vehicles and to take measures to ensure that  
adequate used vehicle disposal facilities are established and  
that hazardous materials and recyclable parts are removed  
from vehicles prior to scrapping. Please see “— Legislation  
Regarding End-of-Life Vehicles” and “Information on the  
Company—Business Overview—Governmental Regulation,  
Environmental and Safety Standards” in Toyota’s annual  
report on Form 20-F and note 23 to the consolidated  
financial statements for a more detailed discussion of  
these laws, regulations and policies.  
Thousands of units  
Year Ended March 31,  
2
003  
2004  
2005  
Japan.................................  
North America.................  
Europe..............................  
All Other Markets............  
Overseas Total..................  
Total .................................  
2,217  
1,982  
776  
1,138  
3,896  
6,113  
2,303  
2,103  
898  
1,415  
4,416  
6,719  
2,381  
2,271  
979  
1,777  
5,027  
7,408  
Toyota’s consolidated unit sales in Japan increased  
during both fiscal 2004 and 2005 as compared to the prior  
year as the result of the active introduction of new products  
that met customer needs and the strong sales efforts of  
domestic dealers despite a decline in the overall domestic  
market in each of those years. In addition, overseas vehicle  
unit sales increased in North America, Europe and all other  
markets due to extensive product offerings that catered to  
regional needs during fiscal 2004 and 2005.  
5
2
> MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS  
Many governments also regulate local content, impose  
tariffs and other trade barriers, and enact price or exchange  
controls which can limit an automaker’s operations and  
can make the repatriation of profits unpredictable.  
Changes in these laws, regulations, policies and other  
governmental actions may affect the production, licensing,  
distribution or sale of Toyota’s products, cost of products  
or applicable tax rates. Toyota is currently one of the  
defendants in purported national class actions alleging  
violations of the U.S. Sherman Antitrust Act. For a more  
detailed description of these proceeding, see note 23 to the  
consolidated financial statements.  
The worldwide automotive industry is in a period of  
globalization and consolidation, which may continue for  
the foreseeable future. As a result, the competitive environ-  
ment in which Toyota operates is likely to intensify. Toyota  
believes it has the resources, strategies and technologies in  
place to compete effectively in the industry as an indepen-  
dent company for the foreseeable future.  
acquisition of the additional ownership interest, TMMIN  
was accounted for using the equity method. TMMIN is  
primarily engaged in the manufacturing and sale of  
Toyota vehicles and related parts. Fiscal 2005 is the first  
full year that Toyota’s consolidated financial statements  
include the operating results of TMMIN. In October 2004,  
Araco Corporation (“Araco”) spun off its automotive  
manufacturing business that was merged into Toyota  
Auto Body, while the remaining operations of Araco were  
merged with Takanichi Co., Ltd. (“Takanichi”) and  
Toyoda Boshoku Corporation to become Toyota Boshoku  
Corporation (“Toyota Boshoku”). As a result, Toyota’s  
ownership interests in Toyota Boshoku increased to 49.63%  
and Toyota Boshoku is accounted for using the equity  
method from the latter half of fiscal 2005. Prior to the  
merger, Araco and Takanichi were consolidated subsidiaries  
of Toyota and included their financial results in Toyota’s  
consolidated financial statements. Toyota Boshoku is  
primarily engaged in the development, manufacturing and  
sales of all automotive interior system and filter parts.  
In November 2002, Toyota acquired an additional  
ownership interest in Toyota South Africa Motor  
Company (“Toyota South Africa”). As a result, Toyota’s  
ownership interest in Toyota South Africa increased by  
Financial Services Operations  
The worldwide automobile financial services industry is  
highly competitive. The market for automobile financing has  
grown as more consumers are financing their purchases,  
primarily in North America and Europe. As competition  
increases, margins on financing transactions may decrease  
and market share may also decline as customers obtain  
financing for Toyota vehicles from alternative sources.  
Toyota’s financial services operations mainly include loans  
and leasing programs for customers and dealers. Toyota  
believes that its ability to provide financing to its customers is  
an important value added service, therefore Toyota intends  
to continue to expand its network of finance subsidiaries in  
order to offer financial services in more countries.  
Toyota’s competitors for retail financing and retail  
leasing include commercial banks, credit unions, and other  
finance companies. Meanwhile, commercial banks and  
other captive automobile finance companies also provide  
competition for Toyota’s wholesale financing activities.  
Toyota’s financial assets increased during fiscal 2005  
resulting primarily from the continued expansion of its  
financial services operations in North America.  
39.3% to 75.0% and Toyota’s consolidated financial  
statements include the accounts of Toyota South Africa  
from the end of fiscal 2003. Prior to the acquisition of the  
additional ownership interest, Toyota South Africa was  
accounted for using the equity method. Toyota South  
Africa is primarily engaged in the manufacturing and sale  
of Toyota vehicles and related parts. Fiscal 2004 is the first  
full year that Toyota’s consolidated financial statements  
include the operating results of Toyota South Africa. In  
May 2003, Toyota acquired additional ownership interests  
in Toyota Auto Body Co., Ltd. (“Toyota Auto Body”) and  
Kanto Auto Works, Ltd (“Kanto Auto Works”). As a  
result, Toyota’s ownership interests in Toyota Auto Body  
and Kanto Auto Works increased by 2.94% and 1.14% to  
50.21% and 50.57%, respectively, and Toyota’s consoli-  
dated financial statements include the accounts of Toyota  
Auto Body and Kanto Auto Works from fiscal 2004. Prior  
to the acquisition of the additional ownership interests,  
Toyota Auto Body and Kanto Auto Works were accounted  
for using the equity method. Toyota Auto Body and Kanto  
Auto Works are primarily engaged in the manufacturing  
and sale of Toyota vehicles and related parts. In September  
The following table provides information regarding  
Toyota’s finance receivables and operating leases as of  
March 31, 2004 and 2005.  
2
003, Toyota acquired an additional ownership interest  
in P.T. Toyota Motor Manufacturing Indonesia  
“TMMIN”). As a result, Toyota’s ownership interests in  
(
TMMIN increased by 46.00% to 95.00% and Toyota’s  
consolidated financial statements include the accounts  
of TMMIN from the end of fiscal 2004. Prior to the  
MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS > 53  
Yen in millions  
March 31,  
2004  
2005  
Finance Receivables  
Retail ......................................................................................................................................... ¥ 3,643,998 ¥ 4,780,250  
Finance leases..............................................................................................................................  
Wholesale and other dealer loans..............................................................................................  
912,622  
1,680,907  
,237,527  
(298,153)  
(87,462)  
5,851,912  
(2,622,939)  
¥ 3,228,973 ¥ 3,976,941  
758,632  
1,773,440  
7,312,322  
(233,417)  
(91,829)  
6
Unearned income.......................................................................................................................  
Allowance for credit losses.........................................................................................................  
Finance receivables, net..........................................................................................................  
Less – Current portion ...............................................................................................................  
Noncurrent finance receivables, net......................................................................................  
Operating Leases  
6,987,076  
(3,010,135)  
Vehicles .......................................................................................................................................  
Equipment ..................................................................................................................................  
¥ 1,387,404 ¥ 1,736,238  
106,376  
,493,780  
(375,861)  
92,459  
1,828,697  
(424,609)  
1
Less – Accumulated depreciation ..............................................................................................  
Vehicles and equipment on operating leases, net.................................................................  
¥ 1,117,919 ¥ 1,404,088  
Toyota has continued to originate leases to finance new  
Toyota vehicles. These leasing activities are subject to  
residual value risk. Residual value risk arises when the  
lessee of a vehicle does not exercise the option to purchase  
the vehicle at the end of the lease. The number of vehicles  
returned at the end of leases has decreased in recent years.  
Approximately 50% of vehicles leased by Toyota Motor  
Credit Corporation, Toyota’s financing subsidiary located  
in the United States, were returned at the end of the  
applicable lease periods during fiscal 2003 and 2004,  
compared to a decrease in the return rate to approxi-  
mately 40% in fiscal 2005 due to a narrowing spread  
between contractual residual values and end of lease  
market values. To avoid a loss on a vehicle returned to  
Toyota at the end of its lease, Toyota must resell or re-  
lease the vehicle at or above the residual value of the  
vehicle. If Toyota is unable to recover the residual value of  
the vehicle, it will incur a loss at the end of the lease, which  
may offset a portion of the earnings on the lease. To the  
extent that sales incentives remain an integral part of sales  
promotions (reducing new vehicle prices and cost of  
ownership), resale prices of used vehicles and, correspond-  
ingly, the fair value of Toyota’s leased vehicles could be  
subject to downward pressure. During fiscal 2004 and  
Toyota maintains an overall risk management strategy  
to mitigate its exposure to fluctuations in interest rates  
and currency exchange rates. Toyota enters into interest  
rate swap agreements and cross currency interest rate  
swap agreements to convert its fixed-rate debt to variable-  
rate functional currency debt. Toyota formally documents  
relationships between the derivative instrument and the  
hedged item, as well as its risk-management strategy for  
undertaking hedge transactions. If Toyota elects fair value  
hedge accounting, derivative instruments are designated  
with specific liabilities on Toyota’s consolidated balance  
sheet, and the fair value quarterly change component of  
each derivative instrument and hedged item is included in  
the assessment of hedge effectiveness. Most interest rate  
swap agreements are executed as an integral part of  
specific debt transactions, achieving designated hedges.  
Toyota uses cross currency interest rate swap agreements  
to entirely hedge exposure to currency exchange rate  
fluctuations on principal  
and/or interest payments  
and to manage its expo-  
sure to interest rate fluctua-  
tions. Certain derivative  
instruments are entered  
into to hedge interest rate  
risk from an economic  
perspective and are not  
designated to specific assets  
or liabilities on Toyota’s  
consolidated balance sheet.  
Accordingly, unrealized gains  
or losses related to deriva-  
tives that are not designated  
Total Assets by Financial  
Services Operations  
(¥ Billion)  
10,000  
7,500  
2005, losses have decreased mainly due to a decrease in the  
number of vehicles returned. See discussion in the Critical  
Accounting Estimates section regarding “Investment in  
Operating Leases” and note 2 to consolidated financial  
statements regarding the allowance for residual values losses.  
5,000  
2,500  
0
FY ’01 ’02 ’03 ’04 ’05  
5
4
> MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS  
to specific assets and liabilities on Toyota’s consolidated  
balance sheet are recognized currently. As a result, earnings  
are impacted by these non-designated derivatives. The  
impact of recognizing these realized and unrealized gains  
and losses attributed to non-designated derivatives resulted  
in a loss, gain and gain to net income for fiscal 2003, 2004  
and 2005, respectively. Toyota does not use any derivative  
instruments for trading purposes. See discussion in the  
Critical Accounting Estimates section regarding “Deriva-  
tives and Other Contracts at Fair Value”, and further  
discussion in the Market Risk Disclosures section.  
In addition, aggregated funding costs can affect the  
profitability of Toyota’s financial services operations.  
Funding costs are affected by a number of factors, some of  
which are not in Toyota’s control. These factors include  
general economic conditions, prevailing interest rates  
and Toyota’s financial strength. Funding costs decreased  
during fiscal 2004 as a result of lower interest rates  
primarily in the United States and increased during fiscal  
pound and the Australian dollar. Toyota’s consolidated  
financial statements, which are presented in Japanese yen,  
are affected by foreign currency exchange fluctuations  
through both translation risk and transaction risk.  
Changes in foreign currency exchange rates may positively  
or negatively affect Toyota’s revenues, operating costs and  
expenses, gross margins, operating income, net income  
and retained earnings.  
Translation risk is the risk that Toyota’s consolidated  
financial statements for a particular period or for a  
particular date will be affected by changes in the prevailing  
exchange rates of the currencies in those countries in  
which Toyota does business compared with the Japanese  
yen. Even though the fluctuations of currency exchange  
rates to the Japanese yen can be substantial, and, therefore,  
significantly impact comparisons with prior periods and  
amongst the various geographic markets, the translation  
effect is a reporting consideration and does not reflect  
Toyota’s underlying results of operations. Toyota does not  
hedge against translation risk.  
2005 as a result of higher interest rates and an increase in  
borrowings, primarily in the United States.  
Toyota launched its credit card business in Japan at the  
beginning of fiscal 2002. As of March 31, 2004, Toyota had  
Transaction risk is the risk that the currency structure of  
Toyota’s costs and liabilities will deviate from the currency  
structure of sales proceeds and assets. Transaction risk  
relates primarily to sales proceeds from Toyota’s non-  
domestic operations from vehicles produced in Japan.  
Toyota believes that the location of its production  
facilities in different parts of the world has significantly  
reduced the level of transaction risk. As part of its  
globalization strategy, Toyota has continued to localize  
production by constructing production facilities in the  
major markets in which it sells its vehicles. In calendar  
2003 and 2004, Toyota produced 60.9% and 62.9% of  
Toyota’s non-domestic sales outside Japan, respectively.  
In North America, 61.7% and 63.7% of vehicles sold in  
calendar 2003 and 2004 were produced locally, respec-  
tively. In Europe, 52.6% and 56.7% of vehicles sold in  
calendar 2003 and 2004 were produced locally, respec-  
tively. Localizing production enables Toyota to purchase  
many of the supplies and resources used in the production  
process, which allows for a better match of local currency  
revenues with local currency expenses.  
Toyota also enters into foreign currency transactions and  
other hedging instruments to address a portion of its  
transaction risk. This has reduced, but not eliminated, the  
effects of foreign currency exchange rate fluctuations, which  
in some years can be significant. See notes 20 and 21 to the  
consolidated financial statements for additional information  
regarding the extent of Toyota’s use of derivative financial  
instruments to hedge foreign currency exchange rate risks.  
Generally, a weakening of the Japanese yen against other  
currencies has a positive effect on Toyota’s revenues,  
operating income and net income. A strengthening of the  
4.2 million cardholders, an increase of 0.6 million  
cardholders compared with March 31, 2003, and as of  
March 31, 2005, Toyota had 4.7 million cardholders, an  
increase of 0.5 million cardholders compared with March  
3
1, 2004. Corresponding to the increase in cardholders,  
the credit card receivables at March 31, 2004 increased by  
21.8 billion from March 31, 2003 to ¥117.2 billion. The  
credit card receivables at March 31, 2005 increased by  
27.0 billion from March 31, 2004 to ¥144.2 billion.  
¥
¥
Other Business Operations  
Toyota’s other business operations consist of housing  
including the manufacture and sale of prefabricated homes;  
information technology related businesses including  
information technology and telecommunications, intelligent  
transport systems, GAZOO; marine, biotechnology and  
afforestation.  
Toyota does not expect its other business operations to  
materially contribute to Toyota’s consolidated results of  
operations.  
Currency Fluctuations  
Toyota is sensitive to fluctuations in foreign currency  
exchange rates. In addition to the Japanese yen, Toyota is  
principally exposed to fluctuations in the value of the U.S.  
dollar and the euro, and to a lesser extent the British  
MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS > 55  
Revenues by Market  
Japanese yen against other currencies has the opposite effect.  
The Japanese yen has on average been stronger against the  
U.S. dollar during fiscal 2004 and 2005. At the end of fiscal  
GEOGRAPHICAL  
BREAKDOWN  
14.3%  
The following table sets forth  
Toyota’s net revenues from  
external customers in each  
geographical market for the  
past three fiscal years.  
2004 and 2005, the Japanese yen was stronger and weaker,  
12.4%  
3
9.9%  
respectively, against the U.S. dollar in comparison to the end  
of the prior fiscal year. As compared to the euro, the  
Japanese yen has on average been weaker during fiscal 2004  
and 2005. At the end of fiscal 2004 and 2005, the Japanese  
yen was stronger and weaker, respectively, against the euro  
compared to the end of the prior fiscal year. See further  
discussion in the Market Risk Disclosures section regarding  
33.4%  
Japan  
North America  
Europe All Other Markets  
Yen in millions  
For the years ended March 31,  
003 2004 2005  
“Foreign Currency Exchange Rate Risk”.  
2
During fiscal 2004 and 2005, the average value of the yen  
Japan ........................ ¥6,621,054 ¥7,167,704 ¥7,408,136  
North America ........ 5,929,803 5,910,422 6,187,624  
Europe ..................... 1,514,683 2,018,969 2,305,450  
All Other Markets ... 1,436,013 2,197,665 2,650,316  
fluctuated against the major currencies including the U.S.  
dollar and euro compared with the average value of the  
previous fiscal year, respectively, as noted above. The  
operating results excluding the impact of currency  
fluctuations described in the “Results of Operations—Fiscal  
RESULTS OF OPERATIONS —  
FISCAL 2005 COMPARED WITH FISCAL 2004  
2005 Compared with Fiscal 2004” and the “Results of  
Operations—Fiscal 2004 Compared with Fiscal 2003” show  
results of net revenues obtained by applying the yen’s average  
exchange rate in the previous fiscal year to the local currency-  
denominated net revenues for fiscal 2004 and 2005,  
respectively, as if the value of the yen had remained constant  
for the comparable periods. Results excluding the impact of  
currency fluctuations year-on-year are not on the same basis  
as Toyota’s consolidated financial statements and do not  
conform with U.S.GAAP. Furthermore, Toyota does not  
believe that these measures are a substitute for U.S.GAAP  
measures. However, Toyota believes that such results  
excluding the impact of currency fluctuations year-on-year  
provide additional useful information to investors regarding  
the operating performance on a local currency basis.  
Net Revenues  
Toyota had net revenues for fiscal 2005 of ¥18,551.5 billion,  
an increase of ¥1,256.8 billion, or 7.3%, compared with the  
prior year. This increase principally reflects the impact of  
increased vehicle unit sales, increased parts and service sales  
and increased financings. These increases were partially  
offset by the impact of fluctuations in foreign currency  
translation rates particularly against the U.S. dollar.  
Eliminating the difference in the yen value used for transla-  
tion purposes, net revenues would have been approximately  
¥18,846.1 billion during fiscal 2005, a 9.0% increase com-  
pared with the prior year. Toyota’s net revenues include net  
revenues from sales of products which increased during  
fiscal 2005 by 7.3% from the prior year to ¥17,790.8 billion  
and net revenues from financing operations which increased  
6.1% in fiscal 2005 compared with the prior year to ¥760.7  
billion. Eliminating the difference in the yen value used for  
translation purposes, net revenues from sales of products  
would have been approxi-  
Segmentation  
Toyota’s most significant business segment is its automotive  
operations. Toyota carries out its automotive operations as a  
global competitor in the worldwide automotive market.  
Toyota’s management allocates resources to, and assesses the  
performance of, its automotive operations as a single business  
segment on a worldwide basis. Toyota does not manage any  
subset of its automotive operations, such as domestic or  
overseas operations or parts, as separate management units.  
The management of the automotive operations is aligned  
on a functional basis with managers having oversight  
responsibility for the major operating functions within the  
segment. Management assesses financial and non-financial  
data such as units of sale, units of production, market share  
information, vehicle model plans and plant location costs to  
allocate resources within the automotive operations.  
mately ¥18,062.8 billion, a  
9.0% increase, while net rev-  
Net Revenues  
(¥ Billion)  
enues from financing opera-  
tions would have increased  
approximately 9.3% during  
fiscal 2005 compared to the  
prior year to ¥783.3 billion.  
Geographically, net revenues  
for fiscal 2005 increased by  
3.4% in Japan, 4.7% in  
North America, 14.2% in  
Europe and 20.6% in all  
other markets compared with  
the prior year. Eliminating  
the difference in the yen value  
2
1
1
0,000  
5,000  
0,000  
5,000  
0
FY ’01 ’02 ’03 ’04 ’05  
5
6
> MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS  
used for translation purposes, net revenues in fiscal 2005  
would have increased by 3.4% in Japan, 10.0% in North  
America, 12.2% in Europe and 21.5% in all other markets  
compared with the prior year.  
The following is a discussion of net revenues for each of  
Toyota’s business segments. The net revenue amounts  
discussed are amounts before the elimination of interseg-  
ment revenues.  
All Other Operations Segment  
Net revenues for Toyota’s other businesses increased by  
¥134.1 billion, or 15.0%, to ¥1,030.3 billion during fiscal  
2005 compared with the prior year. This increase  
primarily relates to increased production volume and sales  
attributed to the housing business.  
Operating Costs and Expenses  
Operating costs and expenses increased by ¥1,251.5  
billion, or 8.0%, to ¥16,879.3 billion during fiscal 2005  
compared with the prior year. The increase resulted  
primarily from the approximate ¥1,100.0 billion impact  
on costs of products attributed to combined net impact of  
vehicle unit sales growth and changes in sales mix, a ¥72.9  
billion increase in research and development expenses, a  
¥59.8 billion decrease in net gain on the transfer to the  
government of the substitutional portion of certain  
employee pension funds in Japan, increased expenses in  
expanding business operations and increased costs related  
to the corresponding increase in parts and service sales.  
These increases were partially offset by approximately  
¥160.0 billion of cost reduction efforts in fiscal 2005.  
In 2001, the Corporate Defined Benefit Pension Plan  
Law was enacted and allowed a company to transfer the  
substitutional portion of the obligation to the govern-  
ment. The parent company and certain subsidiaries in  
Japan applied for an exemption from the payment of  
benefits related to future employee services with respect to  
the substitutional portion of their employee pension funds  
and obtained approval from the Minister of Health, Labor,  
and Welfare. These companies also applied for approval  
for the separation of the benefit obligations of the  
substitutional portion which relates to past employee  
services. After approval was obtained, the parent company  
and certain subsidiaries in Japan completed the transfers  
of the government-specified portion of plan assets relating  
to the substitutional portion in fiscal 2004. Several  
additional subsidiaries in Japan also completed the  
transfers of the government-specified portion of plan  
assets in fiscal 2005. The gains and losses relating to these  
transfers were treated in accordance with the Emerging  
Issues Task Force (“EITF”) No. 03-02, Accounting for the  
transfer to the Japanese Government of the Substitutional  
Portion of Employee Pension Fund Liabilities.  
Automotive Operations Segment  
Net revenues from Toyota’s automotive operations, which  
constitute the largest percentage of Toyota’s net revenues,  
increased in fiscal 2005 by ¥1,139.7 billion, or 7.1% com-  
pared with the prior year to ¥17,113.5 billion. The increase  
resulted primarily from the approximate ¥1,300.0 billion  
impact attributed to combined net impact of vehicle unit  
sales growth and changes in sales mix and the impact of  
increased parts and service sales. These overall increases  
were partially offset by unfavorable currency fluctuations  
totaling ¥270.0 billion. Eliminating the difference in the  
yen value used for translation purposes, automotive  
operations net revenues would have been approximately  
¥17,383.5 billion in fiscal 2005, an 8.8% increase  
compared to the prior year. In fiscal 2005, net revenues in  
Japan were favorably impacted primarily attributed to  
vehicle unit sales growth in both the domestic and export  
markets, which was partially offset by changes in sales mix  
compared to fiscal 2004. Net revenues in North America  
were favorably impacted by vehicle unit sales growth, but  
were partially offset by the impact of foreign currency  
fluctuations during fiscal 2005. Net revenues in Europe  
were favorably impacted primarily by vehicle unit sales  
growth and foreign currency translation rates fluctuations  
during fiscal 2005. Net revenues in all other markets were  
favorably impacted, primarily attributed to vehicle unit  
sales growth due to IMV (Innovative International Multi-  
Purpose Vehicle), which was launched in fiscal 2004.  
Financial Services Operations Segment  
Net revenues in fiscal 2005 for Toyota’s financial services  
operations increased by ¥44.3 billion or 6.0% compared to  
the prior year to ¥781.2 billion. This increase resulted  
primarily from the impact of  
a higher volume of  
financings and the impact of adjustments made by a sales  
financing subsidiary in the United States for the correction  
of errors relating to prior periods (see note 24 to the  
consolidated financial statements), but was partially offset  
by the impact of unfavorable foreign currency fluctuations  
during fiscal 2005. Eliminating the difference in the yen  
value used for translation purposes, financial services  
operations net revenues would have been approximately  
In connection with these transfers, for fiscal 2004 and  
2005, settlement losses relating to the transfer of the  
substitutional portion was ¥213.9 billion and ¥74.3 billion,  
respectively and is reflected in cost of products sold  
(¥190.1 billion and ¥65.9 billion, respectively) and selling,  
¥803.7 billion during fiscal 2005, a 9.1% increase com-  
pared with the prior year.  
MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS > 57  
general and administrative  
expenses (¥23.8 billion and  
by higher interest rates and  
an increase in borrowings  
attributed to business expan-  
sion in the United States,  
that was partially offset by  
the impact of an increase  
in net gains on derivative  
financial instruments that  
are not designated as hedges  
and are marked-to-market  
at the end of each period.  
Selling, general and admin-  
istrative expenses increas-  
ed by ¥251.9 billion, or  
14.3%, to ¥2,009.2 billion  
during fiscal 2005 com-  
R&D Expenses  
Cost of Products Sold  
(
¥ Billion)  
(%)  
(¥ Billion)  
(%)  
¥8.4 billion, respectively).  
8
6
4
2
00  
00  
00  
00  
0
8
1
6,000  
100  
In addition, the govern-  
ment subsidy representing  
the difference between the  
benefit obligations of the  
substitutional portion and  
the government-specified  
portion of plan assets of  
¥320.9 billion for fiscal  
6
4
2
0
1
2,000  
75  
50  
25  
0
8
4
,000  
,000  
2004 and ¥121.5 billion for  
fiscal 2005, respectively,  
which were both trans-  
ferred to the government,  
reduced selling, general and  
0
FY ’01 ’02 ’03 ’04 ’05  
% of sales of products (Right scale)  
FY ’01 ’02 ’03 ’04 ’05  
of sales of products (Right scale)  
%
administrative expenses. The net impact of these items  
was a reduction of operating expenses by ¥47.2 billion  
during fiscal 2005, which increased by ¥59.8 billion  
compared to a reduction of operating expenses by ¥107.0  
billion during fiscal 2004. See note 19 to the consolidated  
financial statements.  
Continued cost reduction efforts reduced costs and  
expenses in fiscal 2005 by approximately ¥160.0 billion  
over what would have otherwise been incurred. These cost  
reduction efforts relate to ongoing value engineering and  
value analysis activities, the use of common parts that  
result in a reduction of part types and other manu-  
facturing initiatives designed to reduce the costs of vehicle  
production.  
pared with the prior year. This increase (before the elimina-  
tion of intersegment amounts) reflects an increase of ¥324.5  
billion, or 21.8%, for the automotive operations, a decrease of  
¥20.9 billion, or 9.3%, for the financial services operations  
and an increase of ¥3.0 billion, or 2.5%, for all other  
operations segment. The increase for the automotive  
operations consisted primarily of the impact from the  
reduction of gains attributed to the transfer of the  
substitutional portion of certain employee pension funds  
to the government and the impact of increased expenses in  
expanding business operations, which were partially offset  
by the impact of unfavorable currency fluctuations. The  
decrease for the financial services operations reflects lower  
provisions for credit losses specifically in North America  
due to an improvement in the delinquent loan collection  
rate and the favorable impact of fluctuations in foreign  
currency translation rates.  
Research and development expenses (included in cost of  
products sales and selling, general and administrative  
expenses) increased by ¥72.9 billion, or 10.7%, to ¥755.1  
billion during fiscal 2005 compared with the prior year.  
This increase primarily relates to expenditures attributed  
to the development of environmentally conscious tech-  
nologies including hybrid and fuel cell battery technology,  
aggressive developments in advanced technologies relating to  
collision safety and vehicle stability controls and the impact  
of expanding new models to promote Toyota’s strength in  
a competitive global market to further build up competi-  
tive strength in future.  
Cost of products sold increased by ¥993.9 billion, or  
7.4%, to ¥14,500.2 billion during fiscal 2005 compared  
with the prior year. This increase (before the elimination  
of intersegment amounts) reflects an increase of ¥881.6  
billion, or 6.8%, for the automotive operations and an  
increase of ¥112.5 billion, or 14.8%, for the all other  
operations segment. The increase in cost of products sold  
for the automotive operations is primarily attributed to the  
net impact of increased vehicle unit sales and changes in  
sales mix, the impact of increased parts and service sales, and  
the impact of the increase in research and development  
expenses, which were partially offset by the impact of con-  
tinued cost reduction efforts, the impact of decrease in the  
settlement losses relating to the transfer to the government  
of the substitutional portion and the impact of foreign  
currency fluctuations during fiscal 2005. The increase in  
cost of products sold for all other operations primarily  
related to the increase in net revenues.  
Cost of financing operations increased by ¥5.7 billion,  
or 1.6%, to ¥369.8 billion during fiscal 2005 compared  
with the prior year. The increase resulted primarily from  
the impact of increased interest expenses caused primarily  
5
8
> MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS  
Operating Income  
reduction efforts in the manufacturing operations, an increase  
Toyota’s operating income increased by ¥5.3 billion, or  
in production volume and vehicle unit sales and the favorable  
impact of currency fluctuations, which were partially offset by  
increases in expenses attributed to expansion of operations.  
The increase in all other markets relates primarily to the  
impact of the increase in production volume and vehicle unit  
sales mainly attributed to the IMV project.  
The following is a discussion of operating income for  
each of Toyota’s business segments. The operating income  
amounts discussed are before the elimination of interseg-  
ment profits.  
0.3%, to ¥1,672.1 billion during fiscal 2005 compared with  
the prior year. Operating income was favorably affected by  
the combined net impact of vehicle unit sales growth and  
changes in sales mix, the impact of increased parts and  
service sales, continued cost reduction efforts, growth in  
the financial services operations and improvements in all  
other operations. These increases were partially offset by a  
reduction in the net gains on the transfer to the  
government of the substitutional portion of certain  
employee pension funds, increases in research and  
development expenses, the impact of business expansion  
and the unfavorable impact due to currency fluctuations.  
As a result, operating income decreased to 9.0% for fiscal  
Automotive Operations Segment  
Operating income from Toyota’s automotive operations  
decreased by ¥66.5 billion, or 4.4%, to ¥1,452.5 billion  
during fiscal 2005 compared with the prior year. Operating  
income was unfavorably affected by the impact of the  
reduction in net gains attributed to the transfer to the  
government of the substitutional portion of certain employee  
pension funds, the increase in research and development  
expenses, the increase in expenses corresponding to business  
expansion and currency fluctuations. These decreases were  
partially offset by the increase in vehicle unit sales, the  
increase in parts and service sales, and the impact of  
continued cost reduction efforts.  
2005 compared to 9.6% in the prior year.  
During fiscal 2005, operat-  
Operating Income  
ing income (before the  
elimination of intersegment  
profits) by significant geo-  
(
¥ Billion)  
,000  
(%)  
2
12  
graphies resulted in  
a
decreased of ¥120.9 billion,  
or 10.9%, in Japan, and  
increases of ¥56.5 billion, or  
1,500  
9
6
3
0
1
,000  
500  
1
¥
4.5%, in North America,  
36.0 billion, or 49.8% in  
Europe and ¥44.3 billion, or  
5.7% in all other markets  
Financial Services Operations Segment  
4
Operating income from Toyota’s financial services opera-  
tions increased by ¥54.8 billion, or 37.6%, to ¥200.8  
billion during fiscal 2005 compared with the prior year.  
This increase was primarily due to an increase in the  
finance receivables asset base, the impact of adjustments  
made by a sales financing subsidiary for the correction of  
errors relating to prior periods (see note 24 to the  
consolidated financial statements), the impact of lower  
provisions for credit losses and the allowance for residual  
value losses in the United States. These increases were  
partially offset by the impact of fluctuations in foreign  
currency translation rates.  
compared with the prior  
year. The decrease in Japan  
relates primarily to the  
impact of a decrease in the  
0
FY ’01 ’02 ’03 ’04 ’05  
of net revenues (Right scale)  
%
net gains on the transfer to the government of the  
substitutional portion of certain employee funds, increases  
in research and development expenses and unfavorable  
currency fluctuations. The decrease was partially offset by  
the combined net impact of vehicle unit sales growth in  
both of the domestic and export markets and changes in  
sales mix and continued cost reduction efforts. The  
increase in North America relates primarily to the increase  
in production volume and vehicle unit sales, the impact of  
cost reduction efforts in the manufacturing operations,  
increases in the asset base of the financial services  
operations, and lower provisions for credit losses and the  
allowance for residual value losses which were partially  
offset by an increase in expenses attributed to business  
expansion in North America and the impact of currency  
fluctuations. The increase in the European market  
operating income relates mainly to the impact of cost  
All Other Operations Segment  
Operating income from Toyota’s other businesses increased  
by ¥18.5 billion, or 121.3% to ¥33.7 billion during fiscal  
2005. This increase primarily relates to increased produc-  
tion volume and sales attributed to the housing business.  
MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS > 59  
Other Income and Expenses  
Net Income  
Interest and dividend income increased by ¥11.9 billion,  
or 21.4%, to ¥67.5 billion during fiscal 2005 compared with  
the prior year due to an increase in investment securities  
in the United States subsidiary.  
Toyota’s net income increased by ¥9.2 billion, or 0.8%, to  
¥1,171.2 billion during fiscal 2005 compared with the  
prior year.  
Interest expense decreased by ¥1.8 billion, or 8.5%, to  
Other Comprehensive  
Net Income and ROE  
¥18.9 billion during fiscal 2005 compared with the prior  
Income and Loss  
(¥ Billion)  
(%)  
year due to a decrease in borrowings in the automotive  
operations segment.  
Other comprehensive income  
decreased by ¥275.8 billion  
to ¥123.9 billion for fiscal  
2005 compared with the  
prior year. This change  
resulted primarily from a  
decrease in unrealized hold-  
ing gains on securities during  
fiscal 2005 of ¥38.4 billion  
compared with unrealized  
holding gains of ¥329.7  
billion in the prior year  
reflected by the recovery of  
the Japanese stock exchange  
1
,200  
20  
Foreign exchange gains, net decreased by ¥16.7 billion,  
or 43.9%, to ¥21.4 billion during fiscal 2005 compared  
with the prior year. Foreign exchange gains and losses  
include the differences between the value of foreign  
currency denominated sales translated at prevailing  
exchange rates and the value of the sales amounts settled  
during the year, including those settled using forward  
foreign currency exchange contracts.  
9
6
3
00  
00  
00  
0
15  
10  
5
Other income, net decreased by ¥13.3 billion, or 51.7%,  
to ¥12.4 billion during fiscal 2005 due to an increase in  
donations paid to educational institutions.  
0
FY ’01 ’02 ’03 ’04 ’05  
ROE (Right scale)  
Income Taxes  
market and the lower gain adjustment in the minimum  
pension liability component during fiscal 2005 of ¥9.8  
billion compared to a ¥273.3 billion gain adjustment in  
the prior year due to the transfer to the government of the  
substitutional portion of employee pension funds of  
primarily the parent company. These declines in the other  
comprehensive income were partially offset by the foreign  
currency translation adjustments, which resulted in a ¥75.7  
billion of gains in fiscal 2005 compared with losses of  
¥203.3 billion in the prior year.  
The provision for income taxes decreased ¥23.4 billion in  
fiscal 2005 compared with the prior year primarily due to  
the decrease in income before income taxes. In addition,  
the provision decreased as a result of the reduction in the  
effective tax rate for fiscal 2005, which decreased to 37.5%  
from 38.6% for the prior year mainly attributed to the  
reduction in the statutory tax rate in Japan.  
Minority Interest in Consolidated Subsidiaries  
and Equity in Earnings of Affiliated Companies  
Minority interest in consolidated subsidiaries increased by  
RESULTS OF OPERATIONS — FISCAL 2004  
COMPARED WITH FISCAL 2003  
¥22.3 billion to ¥64.9 billion during fiscal 2005 compared  
with the prior year. This increase was mainly due to  
favorable operating results at consolidated subsidiaries.  
Equity in earnings of affiliated companies during fiscal  
Net Revenues  
Toyota had net revenues for fiscal 2004 of ¥17,294.7  
billion, an increase of ¥1,793.2 billion, or 11.6%, com-  
pared with the prior year. This increase principally reflects  
the impact of increased vehicle unit sales, the consolida-  
tion of the results of subsidiaries previously accounted for  
on the equity basis, increased parts and service sales and  
the impact of increased financings. These increases were  
partially offset by the impact of fluctuations in foreign  
currency translation rates particularly against the U.S.  
dollar. Eliminating the difference in the yen value used for  
translation purposes, net revenues would have been  
approximately ¥17,554.3 billion during fiscal 2004, a  
2005 increased by ¥19.2 billion to ¥139.4 billion compared  
with the prior year due to an increase in net income  
attributable to favorable operations at the affiliated  
companies, which were partially offset by the decrease in  
the net gain on the transfer to the government of the  
substitutional portion of an employee pension fund of  
affiliated companies in Japan.  
13.2% increase compared with the prior year. Toyota’s net  
revenues include net revenues from sales of products  
which increased during fiscal 2004 by 12.1% to ¥16,578.0  
billion compared to the prior year and net revenues from  
6
0
> MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS  
financing operations which increased during fiscal 2004 by  
.3% to ¥716.7 billion compared with the prior year.  
Financial Services Operations Segment  
1
Net revenues for Toyota’s financial services operations  
increased by ¥12.0 billion, or 1.6%, to ¥736.9 billion  
during fiscal 2004 compared with the prior year. This  
increase resulted primarily from the impact of a higher  
volume of financings and the impact of expansion of the  
credit card business in Japan that was partially offset by  
the impact of foreign currency translation rates  
fluctuations during fiscal 2004. Eliminating the difference  
in the yen value used for translation purposes, financial  
services operations net revenues would have been  
approximately ¥765.0 billion during fiscal 2004, a 5.5%  
increase compared with the prior year.  
Eliminating the difference in the yen value used for  
translation purposes, net revenues from sales of products  
would have been approximately ¥16,809.1 billion, a 13.6%  
increase, and net revenues from financing operations  
would have been approximately ¥745.2 billion, a 5.3%  
increase, during fiscal 2004 compared with the prior year.  
Net revenues for fiscal 2004 increased by 8.3% in Japan,  
33.3% in Europe and 53.0% in all other markets and  
decreased by 0.3% in North America compared with the  
prior year. Eliminating the difference in the yen value used  
for translation purposes, net revenues would have  
increased by 8.3% in Japan, 7.1% in North America,  
25.3% in Europe and 48.9% in all other markets com-  
All Other Operations Segment  
pared with the prior year.  
Net revenues for Toyota’s other businesses increased by  
¥101.0 billion, or 12.7%, to ¥896.2 billion during fiscal  
2004 compared with the prior year. This increase resulted  
primarily from the impact of increased production  
volume and sales from the housing business.  
The following is a discussion of net revenues for each of  
Toyota’s business segments. The net revenue amounts  
discussed are amounts before the elimination of interseg-  
ment revenues.  
Automotive Operations Segment  
Operating Costs and Expenses  
Net revenues from Toyota’s automotive operations  
constitute the largest percentage of Toyota’s net revenues  
and increased by ¥1,662.3 billion, or 11.6%, to ¥15,973.8  
billion during fiscal 2004 compared with the prior year.  
The increase resulted primarily from the approximately  
Operating costs and expenses increased by ¥1,398.0  
billion, or 9.8%, to ¥15,627.9 billion during fiscal 2004  
compared with the prior year. The increase is comprised  
of approximately ¥1,000.0 billion, primarily from the  
impact on cost of products attributed to increased vehicle  
unit sales, a ¥470.0 billion impact from the consolidation  
of the results of subsidiaries previously accounted for on  
the equity basis, a ¥110.0 billion impact of increase in  
labor costs, and the impact of increased parts and service  
sales. These increases were partially offset by the  
approximate ¥230.0 billion impact of cost reduction  
efforts and a ¥107.0 billion net gain on the transfer of the  
substitutional portion of certain employee pension funds  
in Japan.  
In 2001, the Corporate Defined Benefit Pension Plan  
Law was enacted and allowed a company to transfer the  
substitutional portion of the obligation to the govern-  
ment. The parent company and certain subsidiaries in  
Japan applied for an exemption from the payment of  
benefits related to future employee services with respect to  
the substitutional portion of their employee pension funds  
and obtained approval from the Minister of Health, Labor,  
and Welfare. These companies also applied for approval  
for the separation of the benefit obligations of the  
substitutional portion which relates to past employee  
services. After approval was obtained, the parent company  
and certain subsidiaries completed the transfer of the  
government-specified portion of plan assets relating to the  
substitutional portion in fiscal 2004. In accordance with  
the Emerging Issues Task Force (“EITF”) No. 03-02,  
Accounting for the transfer to the Japanese Government of  
the Substitutional Portion of Employee Pension Fund  
¥1,300.0 billion impact attributed to increased vehicle unit  
sales, the ¥420.0 billion impact attributed to the consolida-  
tion of the results of subsidiaries previously accounted for  
on the equity basis, as discussed in note 5 to the con-  
solidated financial statements, and increased parts and  
service sales. These increases were partially offset by the  
¥230.0 billion impact of foreign currency translation rates  
fluctuations. Eliminating the difference in the yen value  
used for translation purposes, automotive operations  
revenues would have been approximately ¥16,205.2 billion  
during fiscal 2004, a 13.2% increase compared to the prior  
year. Net revenues in Japan were favorably impacted by  
vehicle unit sales growth in both of the domestic and  
export markets, that were offset by lower average unit sales  
prices resulting from the continuing market shift in Japan  
to lower priced vehicles during fiscal 2004. Net revenues in  
North America were favorably impacted by vehicle unit  
sales growth, but were partially offset by the negative  
impact of foreign currency fluctuations during fiscal 2004.  
Net revenues in Europe were favorably impacted by  
combined net impact of vehicle unit sales growth and  
changes in sales mix, and foreign currency translation rate  
fluctuations during fiscal 2004. Net revenues in all other  
markets were favorably impacted by vehicle unit sales  
growth, but were partially offset by the lower average unit  
sales price.  
MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS > 61  
Liabilities, settlement losses relating to the transfer of the  
The cost of all other operations increased ¥90.3 billion,  
or 11.4% during fiscal 2004 compared to the prior year.  
The increase results from the increase in net revenues  
from Toyota’s other businesses.  
substitutional portion was ¥213.9 billion and is reflected  
in cost of products sold (¥190.1 billion) and selling,  
general and administrative expenses (¥23.8 billion) for  
fiscal 2004. In addition, the government subsidy repre-  
senting the difference between the benefit obligations of  
the substitutional portion and the government-specified  
portion of plan assets of ¥320.9 billion transferred to the  
government reduced selling, general and administrative  
expenses. The net impact of these items was a reduction of  
operating expenses by ¥107.0 billion during fiscal 2004.  
See note 19 to the consolidated financial statements.  
Continued cost reduction efforts reduced costs and  
expenses for fiscal 2004 by approximately ¥230.0 billion  
over what would have otherwise been incurred. These cost  
reduction efforts relate to ongoing value engineering and  
value analysis activities, the use of common parts that  
results in a reduction of part types and other manu-  
facturing initiatives designed to reduce the costs of vehicle  
production.  
Selling, general and administrative expenses (after the  
elimination of intersegment amounts) decreased by ¥134.4  
billion, or 7.1%, to ¥1,757.4 billion during fiscal 2004  
compared with the prior year. This decrease (before the  
elimination of intersegment amounts) reflects a decrease of  
¥95.0 billion, or 6.0%, for the automotive operations, a  
decrease of ¥43.7 billion, or 16.3%, for the financial services  
operations and a decrease of ¥2.3 billion, or 1.9%, for the  
other operations segment. The decrease for the automotive  
operations consisted primarily of the impact of continued  
cost reduction efforts, the impact of fluctuations in foreign  
currency translation rates and the government subsidy  
relating to the transfer of the substitutional portion of  
certain employee pension funds that was partially offset by  
the impact of increased labor costs arising from the  
expansion of operations overseas and increases in advertis-  
ing costs. The decrease for the financial services operations  
results from lower provisions for credit losses especially in  
North America due to an improvement in the delinquent  
loan collection rate and the impact of fluctuations in  
foreign currency translation rates.  
Research and development expenses (included in cost of  
products sales and selling, general and administrative  
expenses) increased by ¥13.8 billion, or 2.1%, to ¥682.2  
billion during fiscal 2004 compared with the prior year, as  
a result of the impact of research related to anticipatory,  
advanced and environmental technologies with a central  
focus on the development of a fuel cell battery and the  
impact of expanding new models to promote Toyota’s  
strength in a competitive global market for the future.  
Cost of products sold increased by ¥1,592.1 billion, or  
13.4%, to ¥13,506.3 billion during fiscal 2004 compared  
with the prior year. This increase (before the elimination  
of intersegment amounts) reflects an increase of ¥1,485.3  
billion, or 12.9%, for the automotive operations and an  
increase of ¥92.5 billion, or 13.8%, for the all other  
operations segment. The increase in cost of products sold  
for the automotive operations is primarily due to the  
combined net impact of increased vehicle unit sales and  
changes in sales mix, the consolidation of the results of  
subsidiaries previously accounted for on the equity basis,  
the impact of increased parts and service sales, the increase  
in research and development expenses and settlement loss  
on transfer of the substitutional portion of the employee  
pension fund that was partially offset by the impact of  
continued cost reduction efforts and the impact of foreign  
currency translation rates fluctuations during fiscal 2004.  
Cost of financing operations decreased by ¥59.7 billion,  
or 14.1%, to ¥364.2 billion during fiscal 2004 compared  
with the prior year. The decrease resulted primarily from  
the impact of gains on derivative financial instruments  
that are not designated as hedges and are marked-to-  
market at the end of each period, the impact of decreased  
interest expenses caused primarily by lower interest rates  
in the United States and the impact of fluctuations in  
foreign currency translation rates.  
Operating Income  
Toyota’s operating income increased by ¥395.2 billion, or  
31.1%, to ¥1,666.8 billion during fiscal 2004 compared  
with the prior year. Operating income was favorably  
affected primarily by vehicle unit sales growth, the impact  
of increased parts and service sales, continued cost  
reduction efforts, net gains on the transfer of the  
substitutional portion of certain employee pension funds  
and the consolidation of the results of subsidiaries  
previously accounted for on the equity basis. These  
increases were partially offset by increases in labor costs  
and advertising costs. As a result, operating income as a  
percentage of revenue increased to 9.6% for fiscal 2005  
compared to 8.2% in the prior years.  
6
2
> MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS  
During fiscal 2004, operating income (before the  
elimination of intersegment profits) increased by ¥163.8  
billion, or 17.4%, in Japan, ¥111.0 billion, or 39.6%, in  
North America, ¥64.2 billion, or 772.7% in Europe and  
Financial Services Operations Segment  
Operating income from Toyota’s financial services opera-  
tions increased by ¥115.7 billion, or 381.4%, to ¥146.0  
billion during fiscal 2004 compared with the prior year.  
This increase was primarily due to the impact of gains on  
derivative financial instruments, lower provisions for credit  
losses, an increase in the finance receivables asset base, the  
decrease in interest expenses attributed to lower interest  
rates on borrowings in the United States and the increase in  
the number of credit cards issued in Japan. These increases  
were partially offset by the unfavorable fluctuations in the  
U.S. dollar exchange rate against the yen.  
¥51.3 billion, or 112.4% in all other markets compared  
with the prior year. The increase in Japan relates primarily  
to the impact of increased production volume and vehicle  
unit sales, continued cost reduction efforts, the impact of  
the net gains on the transfer of the substitutional portion  
of certain employee funds and the consolidation of the  
results of subsidiaries previously accounted for on the  
equity basis. These increases were partially offset by the  
impact of fluctuations in foreign currency translation rates  
against Toyota’s non-domestic sales produced in Japan.  
The increase in North America relates primarily to the  
increase in production volume and vehicle unit sales,  
the impact of cost reduction efforts of manufacturing  
companies, lower provisions for credit losses and the  
impact of unrealized gains on interest rate swaps held by  
sales financing subsidiaries, that were partially offset by the  
negative impact of the exchange rate of the yen against the  
U.S. dollar. The increase in the European market relates  
mainly to the impact of cost reduction efforts of manu-  
facturing companies, an increase in production volume and  
vehicle unit sales, the impact of changes in sales mix and a  
favorable exchange rate of the yen against the Euro, that  
was partially offset by the increase in labor costs due to the  
expansion of operations. The increase in other markets  
relates primarily to the impact of the increase in production  
volume and vehicle unit sales mainly in Asia and a general  
improvement in other markets.  
All Other Operations Segment  
Operating income from Toyota’s other businesses increased  
by ¥10.7 billion, or 236.7% to ¥15.2 billion during fiscal  
2004. This increase primarily relates to increased revenue  
from the prefabricated housing business.  
Other Income and Expenses  
Interest and dividend income increased by ¥3.0 billion, or  
5.6%, to ¥55.6 billion during fiscal 2004 compared with  
the prior year due to an increase in investment securities  
in the United States subsidiary, which was partially offset  
by lower interest rates in the United States.  
Interest expense decreased by ¥9.8 billion, or 32.0%, to  
¥20.7 billion during fiscal 2004 compared with the prior  
year due to a decrease in borrowings in the automotive  
segment and lower interest rates in the United States.  
Foreign exchange gain, net increased by ¥2.6 billion, or  
7.3%, to ¥38.2 billion during fiscal 2004 compared with  
the prior year. Foreign exchange gain and loss include the  
differences between the value of foreign currency  
denominated sales translated at prevailing exchange rates  
and the value of the sales amounts settled during the year,  
including those settled using forward foreign currency  
exchange contracts.  
The following is a discussion of operating income for  
each of Toyota’s business segments. The operating income  
amounts discussed are before the elimination of interseg-  
ment profits.  
Automotive Operations Segment  
Operating income from Toyota’s automotive operations  
increased by ¥272.1 billion, or 21.8%, to ¥1,519.0 billion  
during fiscal 2004 compared with the prior year.  
Operating income was favorably affected primarily by the  
increase in vehicle unit sales, the increase in parts and  
service sales, the impact of continued cost reduction  
efforts, net gains on the transfer of the substitutional  
portion of certain employee pension funds, the consolida-  
tion of the results of subsidiaries previously accounted for  
on the equity basis, and the favorable exchange rate  
fluctuations of the yen against the euro. These increases  
were partially offset by increases in labor costs and  
advertising expenses, and the unfavorable exchange rate  
fluctuations of the yen against the U.S. dollar.  
Other gain and loss changed to a gain of ¥25.8 billion  
from a loss of ¥102.8 billion in the prior year. During fiscal  
2003, there were losses of ¥111.3 billion relating to other-  
than temporary impairments on investment securities.  
During fiscal 2004, there were no material impairments on  
investment securities primarily attributed to the more  
favorable stock market conditions in Japan.  
MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS > 63  
Income Taxes  
LIQUIDITY AND CAPITAL RESOURCES  
Provision for income taxes increased by ¥164.3 billion  
during fiscal 2004 compared with the prior year, primarily as  
a result of the increase in income before income taxes and an  
increased provision for taxes on undistributed earnings of  
affiliated companies accounted for by the equity method.  
The effective tax rate for fiscal 2004 decreased to 38.6% from  
Historically, Toyota has funded its capital expenditures  
and research and development activities primarily through  
cash generated by operations.  
Toyota expects to sufficiently fund its capital expendi-  
tures and research and development activities in fiscal  
2006 primarily through cash and cash equivalents on hand  
42.1% for the prior year due to the reduction in valuation  
and increases in cash and cash equivalents from operating  
activities. See “Information on the Company—Business  
Overview—Capital Expenditures and Divestitures” in  
Toyota’s annual report on Form 20-F for information  
regarding Toyota’s material capital expenditures and  
divestitures for fiscal 2003, 2004 and 2005 and information  
concerning Toyota’s principal capital expenditures and  
divestitures currently in progress.  
Toyota funds its financing programs for customers and  
dealers, including loans and leasing programs, from both  
operating cash flows and borrowings by its finance  
subsidiaries. Toyota seeks to expand its ability to raise  
funds locally in markets throughout the world by  
expanding its network of finance subsidiaries.  
During fiscal 2005, Toyota changed its presentation of  
cash flows attributed to origination and collection  
activities of finance receivables relating to the sales of  
inventory in its consolidated statement of cash flows from  
investing activities to operating activities. This change in  
presentation was based on concerns raised by the staff of  
the Division of the Corporation Finance of the United  
States Securities and Exchange Commission.  
To conform the prior years’ statements of cash flows to  
the new presentation adopted in fiscal 2005, Toyota  
reclassified similar amounts reported for these items in  
fiscal 2003 and 2004.  
allowances and an increase in certain tax credits.  
Minority Interest in Consolidated Subsidiaries  
and Equity in Earnings of Affiliated Companies  
Minority interest in consolidated subsidiaries increased by  
¥31.1 billion to ¥42.6 billion during fiscal 2004 compared  
with the prior year. This increase was mainly due to the  
consolidation of the results of subsidiaries previously  
accounted for on the equity basis.  
Equity in earnings of affiliated companies during fiscal  
2004 increased by ¥67.4 billion to ¥120.2 billion compared  
with the prior year due to an increase in net income as a  
result of favorable operations at most of the affiliated  
companies, a net gain on the transfer of the substitutional  
portion of an employee pension fund of an affiliate  
company in Japan, partially offset by the acquisition and  
consolidation of certain affiliate companies.  
Net Income  
Toyota’s net income increased by ¥411.1 billion, or 54.8%,  
to ¥1,162.0 billion during fiscal 2004 compared with the  
prior year.  
Other Comprehensive Income and Loss  
Other comprehensive income and loss increased by ¥736.6  
billion to an income of ¥399.7 billion during fiscal 2004  
compared with the prior year. This change resulted  
primarily from an increase in unrealized holding gains on  
securities during fiscal 2004 of ¥329.7 billion compared  
with unrealized holding losses of ¥26.5 billion in the prior  
year due to favorable market conditions in Japan and  
minimum pension liability adjustments during fiscal 2004,  
The following table sets forth a reconciliation of Toyota’s  
current year presentation of cash flows attributed to  
finance receivables compared to the presentation of cash  
flows reported in prior periods.  
which resulted in  
a ¥273.3 billion gain adjustment  
compared with a ¥171.9 billion loss adjustment in the  
prior year due to the transfer of the substitutional portion  
of certain employee pension funds, an increase in cash  
contributions to the plans, and the increase in the market  
value of assets of the plans, offset by an increase in the  
losses for foreign currency translation adjustments during  
fiscal 2004 of ¥203.3 billion compared with a losses of  
¥139.3 billion in the prior year.  
6
4
> MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS  
Yen in millions  
For the years ended March 31,  
2003  
2004  
Net cash provided by operating activities  
As previously reported ...........................................................................................................  
Amount reclassified from investing activities...........................................................................  
Net cash provided by operating activities  
¥2,085,047  
(144,959)  
¥2,283,023  
(96,289)  
After reclassified......................................................................................................................  
Net cash used in investing activities  
¥1,940,088  
¥2,186,734  
As previously reported ........................................................................................................... ¥(2,146,407) ¥(2,312,784)  
Amount reclassified to operating activities...............................................................................  
Net cash used in investing activities  
144,959  
96,289  
After reclassified...................................................................................................................... ¥(2,001,448) ¥(2,216,495)  
Net cash outflows from finance receivables relating to  
the sale of inventories reported in operating activities in  
the consolidated statement of cash flows for the year ended  
March 31, 2005 were ¥55.9 billion. See note 4 and 7 to the  
consolidated financial statements.  
Net cash provided by operating activities was ¥2,370.9  
billion for fiscal 2005, compared with ¥2,186.7 billion for  
the prior year. The increase in net cash provided by operat-  
ing activities resulted primarily from increased operating  
cash flows attributed to the growth in business of the  
financial services operations.  
Total capital expenditures for property, plant and equip-  
ment, excluding vehicles and equipment on operating  
leases, were ¥1,068.2 billion during fiscal 2005, an increase  
of 13.0% over the ¥945.8 billion in total capital expendi-  
tures for the prior year. The increase in capital expenditures  
resulted primarily from  
the impact of increased  
capital expenditures in  
domestic subsidiaries and  
overseas capital expendi-  
tures for IMV.  
Capital Expenditures  
for Property, Plant and  
Equipment* and Depreciation  
(¥ Billion)  
1,200  
Net cash used in investing activities was ¥3,061.1 billion  
for fiscal 2005, compared with ¥2,216.4 billion for the  
prior year. The increase in net cash used in investing  
activities resulted primarily from the decrease in sales,  
redemptions and maturities of marketable securities and  
security investments and an increase in additions of equip-  
Total expenditures for  
vehicles and equipment on  
operating leases were  
¥854.9 billion during fiscal  
2005, an increase of 57.5%  
over the ¥542.7 billion in  
expenditures in the prior  
year. The change resulted  
primarily from increased  
operating lease assets in  
finance subsidiaries in  
North America and Europe.  
Toyota expects invest-  
ments in property, plant and equipment, excluding  
vehicles leased to others, to approximate ¥1,250.0 billion  
during fiscal 2006. Toyota’s expected capital expenditures  
include approximately ¥770.0 billion in Japan, ¥220.0  
billion in North America, ¥110.0 billion in Europe and  
¥150.0 billion in all other areas, respectively.  
9
6
3
00  
00  
00  
0
ment leased to others,  
Net Cash Provided by Operating  
which was partially offset  
by decrease in additions  
to finance receivables.  
Net cash provided by  
financing activities was  
Activities and Free Cash Flow*  
(¥ Billion)  
FY ’01 ’02 ’03 ’04 ’05  
2,400  
1,800  
1,200  
Capital expenditures  
Depreciation  
*
Excluding vehicles and equipment  
on operating leases  
¥419.3 billion for fiscal  
2005, compared with  
¥242.2 billion for the prior  
year. The increase in net  
cash provided by financ-  
ing activities resulted pri-  
marily from an increase  
in long-term debt and a  
decrease in purchases of  
common stock, which  
was partially offset by  
increased payments of  
short-term borrowings.  
6
00  
0
FY ’01 ’02 ’03 ’04 ’05  
Net cash provided by operating activities  
Free cash flow  
(Net cash provided by operating activities)  
(Capital expenditures for property, plant  
and equipment, excluding vehicles and  
equipment on operating leases)  
*
MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS > 65  
Based on currently available information, Toyota does not  
in securitizations of finance receivables in finance subsi-  
diaries in North America. These increases were partially  
offset by the decrease in finance leases. As of March 31,  
2005, finance receivables were geographically distributed  
as follows: in North America 64.0%, in Japan 15.7%, in  
Europe 10.3% and in all other markets 10.0%. Toyota  
maintains programs to sell finance receivables through  
special purpose entities and obtained proceeds from  
securitization transactions, net of purchased and retained  
interests totaling ¥48.9 billion during fiscal 2005.  
Marketable securities and other securities investments,  
including those included in current assets, increased during  
fiscal 2005 by ¥556.8 billion, or 20.7%, to ¥3,247.2 billion,  
primarily reflecting the increase of U.S. treasury notes held  
by a manufacturing subsidiary in North America and  
Japanese government bonds held by the parent company.  
Property, plant and equipment increased during fiscal  
2005 by ¥440.9 billion, or 8.2%, reflecting an increase in  
capital expenditures and the impact of changes in foreign  
currency translation rates, which was partially offset by the  
depreciation charges during the year.  
Accounts payable increased during fiscal 2005 by ¥147.4  
billion, or 8.6%, reflecting the increased product volumes  
and the impact of changes in foreign currency translation rates.  
Accrued expenses increased during fiscal 2005 by ¥156.1  
billion, or 13.8%, reflecting the increase in expenses due to  
the expansion of the business.  
Income taxes payable increased during fiscal 2005 by  
¥40.3 billion, or 15.9%, principally as a result of the  
increase in taxable income especially in subsidiaries in  
North America and Asia.  
Toyota’s total borrowings increased during fiscal 2005 by  
¥986.1 billion, or 13.0%. Toyota’s short-term borrowings  
consist of loans with a weighted-average fixed interest rate of  
1.58% and commercial paper with a weighted-average fixed  
interest rate of 2.81%. Short-term borrowings increased  
during fiscal 2005 by ¥192.8 billion, or 8.8%, to ¥2,381.8  
billion. Toyota’s long-term debt consists of unsecured and  
secured loans, medium-term notes, unsecured notes and  
long-term capital lease obligations ranging from 0.01% to  
27.00%, with maturity dates ranging from 2005 to 2035.  
Toyota’s long-term debt also consists of notes payable  
related to securitized finance receivables structured as  
collateralized borrowings. The current portion of long-term  
debt increased during fiscal 2005 by ¥25.7 billion, or 2.3%,  
to ¥1,150.9 billion and the non-current portion increased by  
¥767.6 billion, or 18.1%, to ¥5,014.9 billion. The increase in  
total borrowings reflects the expansion of the financial  
expect environmental matters to have a material impact  
on its financial position, results of operations, liquidity or  
cash flows during fiscal 2006. However, there exists a sub-  
stantial amount of uncertainty with respect to Toyota’s  
obligations under current and future environment regula-  
tions as described in “Information on the Company—  
Business Overview—Governmental Regulations, Environment  
and Safety Standards” in Toyota’s annual report on Form 20-F.  
Cash and cash equivalents were ¥1,483.7 billion at  
March 31, 2005. Most of Toyota’s cash and cash equi-  
valents are held in Japanese yen and the U.S. dollars. In  
addition, time deposits were ¥63.6 billion and marketable  
securities were ¥543.1 billion at March 31, 2005.  
Liquid assets, which Toyota defines as cash and cash  
equivalents, time deposits, marketable debt securities and  
its investment in monetary  
trust funds, increased dur-  
Cash and Cash Equivalents  
at End of Year  
ing fiscal 2005 by ¥353.8  
billion, or 10.2%, to ¥3,810.0  
billion.  
(¥ Billion)  
2
1
1
,000  
,500  
,000  
Trade accounts and notes  
receivable, net increased dur-  
ing fiscal 2005 by ¥84.7  
billion, or 5.5%, to ¥1,616.3  
billion, reflecting the impact  
of increased revenues and  
the impact of the change in  
foreign currency translation  
rates.  
5
00  
0
Inventories increased during  
fiscal 2005 by ¥223.4 billion,  
or 20.6%, to ¥1,306.7 billion,  
reflecting the impact of  
increased volumes and the  
impact of the change in  
foreign currency translation  
rates.  
FY ’01 ’02 ’03 ’04 ’05  
Liquid Assets*  
(
¥ Billion)  
4
3
2
1
,000  
,000  
,000  
,000  
0
Total finance receivables,  
net increased during fiscal  
2
1
005 by ¥1,135.1 billion, or  
9.4%, to ¥6,987.0 billion.  
The change resulted from  
the increase in retail financ-  
ings due to the increase in  
vehicle unit sales, the  
increase in wholesale and  
other dealer loans, including  
real estate loans and work-  
ing capital financings pro-  
vided to dealers and a decrease  
FY ’01 ’02 ’03 ’04 ’05  
*
Cash and cash equivalents, time  
deposits, marketable debt  
securities and its investment  
in monetary trust funds  
6
6
> MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS  
services operations. At March  
31, 2005, approximately 38%  
of long-term debt was  
denominated in U.S. dollars,  
ratings is subject to a number of factors, some of which  
are not within Toyota’s control. These factors include  
general economic conditions in Japan and the other major  
markets in which Toyota does business, as well as Toyota’s  
successful implementation of its business strategy.  
Shareholders’ Equity  
and Equity Ratio  
(¥ Billion)  
(%)  
60  
1
0,000  
27% in Japanese yen, 17% in  
7
5
2
,500  
,000  
,500  
0
45  
30  
15  
0
euros and 18% in other  
currencies. Toyota hedges  
fixed rate exposure by enter-  
ing into interest rate swaps.  
There are no material sea-  
sonal variations in Toyota’s  
borrowings requirements.  
As of March 31, 2005,  
Toyota’s total interest bearing  
debt was 94.5% of total  
shareholders’ equity, com-  
Toyota’s unfunded pension liabilities decreased during  
fiscal 2005 by ¥325.2 billion, or 38.7% to ¥516.0 billion. The  
unfunded pension liabilities relate primarily to the parent  
company and its Japanese subsidiaries. The unfunded  
amounts will be funded through future cash contributions  
by Toyota and its employees or in some cases will be funded  
on the retirement date of each covered employee. The  
unfunded pension liabilities decreased in fiscal 2005  
compared to the prior year due to the transfer to the  
government of the substitutional portion of certain  
employee pension funds in some of Toyota’s subsidiaries,  
cash contributions to the plans and the increase in the  
market value of assets of the plans. See note 19 to the  
consolidated financial statements.  
FY ’01 ’02 ’03 ’04 ’05  
Equity ratio (Right scale)  
pared to 92.5% as of March 31, 2004.  
Toyota’s long-term debt was rated “AAA” by Standard  
Poor’s Ratings Group, “Aaa” by Moody’s Investors  
&
Services and “AAA” by Rating and Investment  
Information, Inc. as of March 31, 2005. These ratings  
represent the highest long-term debt ratings published by  
each of the respective rating agencies. A credit rating is not  
a recommendation to buy, sell or hold securities. A credit  
rating may be subject to withdrawal or revision at any  
time. Each rating should be evaluated separately of any  
other rating.  
Toyota’s treasury policy is to maintain controls on all  
exposures, to adhere to stringent counterparty credit  
standards, and to actively monitor marketplace exposures.  
Toyota centralized, and is pursuing global efficiency of, its  
financial services operations through Toyota Financial  
Services Corporation.  
The key element of Toyota’s financial policy is maintain-  
ing a strong financial position that will allow Toyota to  
fund its research and development initiatives, capital  
expenditures and financing operations on a cost effective  
basis even if earnings experience short-term fluctuations.  
Toyota believes that it maintains sufficient liquidity for its  
present requirements and that by maintaining their high  
credit ratings, it will continue to be able to access funds  
from external sources in large amounts and at relatively  
low costs. Toyota’s ability to maintain its high credit  
MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS > 67  
OFF-BALANCE SHEET ARRANGEMENTS  
Toyota’s use of SPEs in securitizations is consistent with  
conventional practices in the securitization markets. The  
sale to the SPE isolates the sold receivables from other  
creditors of Toyota for the benefit of securitization  
investors and, assuming accounting requirements are  
satisfied, the sold receivables are accounted for as a sale.  
While Toyota retains subordinated interests, investors in  
securitizations have no recourse to Toyota, any cash  
reserve funds, or any amounts available or funded under  
the revolving liquidity notes discussed below. Toyota does  
not guarantee any securities issued by the securitization  
trust. Each SPE has a limited purpose and may only be  
used to purchase and sell the receivables. The individual  
securitization trusts have a limited duration and generally  
terminate when investors holding the asset-backed  
securities have been paid all amounts owed to them.  
The SPE retains an interest in the securitization trust.  
The retained interest includes subordinated securities  
issued by the securitization trust and interest-only strips  
representing the right to receive any excess interest. The  
retained interests are subordinated and serve as credit  
enhancements for the more senior securities issued by the  
securitization trust. The retained interests are held by the  
SPE as restricted assets and are not available to satisfy any  
obligations of Toyota. If forecasted future cash flows result  
in an other-than-temporary decline in the fair value of the  
retained interests, then an impairment loss is recognized  
to the extent that the fair value is less than the carrying  
amount. Such losses would be included in the consoli-  
dated statement of income. These retained interests as well  
as senior securities purchased by Toyota are reflected in  
the consolidated balance sheet for accounting purposes.  
Various other forms of credit enhancements are  
provided to reduce the risk of loss for senior classes of  
securities. These credit enhancements may include the  
following:  
Securitization Funding  
Toyota uses its securitization program as part of its  
funding for its financial services operations. Toyota  
believes that the securitizations are an important element  
of its financial services operations as it provides a cost-  
effective funding source.  
Securitization of receivables allows Toyota to access a  
highly liquid and efficient capital market while providing  
Toyota with an alternative source of funding and investor  
diversification. See note 7 to the consolidated financial  
statements with respect to the impact on the balance sheet,  
income statement, and cash flows of these securitizations.  
Toyota’s securitization program involves a two-step  
transaction. Toyota sells discrete pools of retail finance  
receivables to a wholly-owned, bankruptcy remote special  
purpose entity (“SPE”), which in turn transfers the  
receivables to a qualified special purpose entity (“QSPE”  
or “securitization trust”) in exchange for the proceeds  
from securities issued by the securitization trust. Once the  
receivables are transferred to the QSPE, the receivables are  
no longer assets of Toyota and, therefore, no longer  
appear in Toyota’s consolidated balance sheet. These  
securities are secured by collections on the sold receivables  
and structured into senior and subordinated classes.  
The following flow chart diagrams a typical securitiza-  
tion transaction:  
Receivables Receivables Securities  
SPE  
QSPE  
Toyota  
(Wholly-owned  
by Toyota)  
(Securitization  
Trust)  
Investors  
Proceeds  
Proceeds  
Proceeds  
Cash reserve funds or restricted cash  
A portion of the proceeds from the sale of asset-backed  
securities may be held by the securitization trust in  
segregated reserve funds and may be used to pay principal  
and interest to investors if collections on the sold  
receivables are insufficient. In the event a trust experiences  
charge-offs or delinquencies above specified levels,  
additional excess amounts from collections on receivables  
held by the securitization trusts will be added to such  
reserve funds.  
Bankruptcy  
remote  
transaction  
Off-balance  
sheet  
transaction  
6
8
> MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS  
Revolving liquidity notes  
addition, Toyota, as servicer of the receivables, may be  
In certain securitization structures, revolving liquidity  
notes (“RLN”) are used in lieu of deposits to a cash reserve  
fund. The securitization trust may draw upon the RLN to  
cover any shortfall in interest and principal payments to  
investors. Toyota funds any draws, and the terms of the  
RLN obligate the securitization trust to repay amounts  
drawn plus accrued interest. Repayments of principal and  
interest due under the RLN are subordinated to principal  
and interest payments on the asset-backed securities and,  
in some circumstances, to deposits into a reserve account.  
If collections are insufficient to repay amounts outstand-  
ing under a RLN, Toyota will recognize a loss for the  
outstanding amounts. Toyota must fund the entire  
amount available under the RLN if Toyota’s short-term  
unsecured debt rating is downgraded below P-1 or A-1 by  
Moody’s or S&P, respectively. Management believes the  
likelihood of Toyota incurring such losses or Toyota’s  
short-term credit rating being downgraded is remote.  
There were no outstanding amounts drawn on the RLN’s  
at March 31, 2004 and 2005. The RLN had no material fair  
value as of March 31, 2004 and 2005. Toyota has not  
recognized a liability for the RLN because it does not  
expect to be required to fund any amounts under the RLN.  
Toyota may enter into a swap agreement with the  
securitization trust under which the securitization trust is  
obligated to pay Toyota a fixed rate of interest on payment  
dates in exchange for receiving amounts equal to the  
floating rate of interest payable on the asset backed  
securities. This arrangement enables the securitization  
trust to issue securities bearing interest on a basis different  
from that of the receivables held.  
required to repurchase any receivable in the event of a  
breach of a covenant by the servicer with respect to the  
receivable that materially and adversely affects the interest  
of the securitization trust or of an extension or modifica-  
tion of a receivable as to which Toyota, as servicer, does  
not commit to make advances to fund reductions in  
interest payments. The repurchase price is generally the  
outstanding principal balance of the receivable and  
accrued interest. These provisions are customary for  
securitization transactions.  
Advancing requirements  
As the servicer, Toyota is required to advance certain  
shortfalls in obligor payments to the securitization trust to  
the extent it believes the advance will be recovered from  
future collections of that receivable. Generally, the  
securitization trust is required to reimburse Toyota for  
these advances from collections on all receivables before  
making other required payments. These provisions are  
customary for securitization transactions.  
Lending Commitments  
Credit facilities with credit card holders  
Toyota’s financial services operation issues credit cards to  
customers. As customary for credit card businesses, Toyota  
maintains credit facilities with holders of credit cards issued  
by Toyota. These facilities are used upon each holders’  
requests up to the limits established on an individual holder  
basis. Although loans made to customers through this  
facility are not secured, for the purposes of minimizing  
credit risks and of appropriately establishing credit limits for  
each individual credit card holder, Toyota employs its own  
risk management policy which includes an analysis of  
information provided by financial institutions in alliance  
with Toyota. Toyota periodically reviews and revises, as appro-  
priate, these credit limits. Outstanding credit facilities with  
credit card holders were ¥1,885.8 billion as of March 31, 2005.  
Toyota continues to service the sold receivables for a  
servicing fee. Toyota’s servicing duties include collecting  
payments on receivables and submitting them to the  
trustee for distribution to the certificate holders. While  
servicing the sold receivables for the securitization trusts,  
Toyota applies the same servicing policies and procedures  
that are applied to the owned receivables and maintains a  
normal relationship with the financing customers.  
Credit facilities with dealers  
Other significant provisions relating to securitizations  
are described below.  
Toyota’s financial services operation maintains credit  
facilities with dealers. These credit facilities may be used for  
business acquisitions, facilities refurbishment, real estate  
purchases, and working capital requirements. These loans  
are typically collateralized with liens on real estate, vehicle  
inventory, and/or other dealership assets, as appropriate.  
Toyota obtains a personal guarantee from the dealer or  
corporate guarantee from the dealership when deemed  
prudent. Although the loans are typically collateralized or  
guaranteed, the value of the underlying collateral or guaran-  
tees may not be sufficient to cover Toyota’s exposure under  
such agreements. Toyota prices the credit facilities according  
Receivable repurchase obligations  
Toyota makes certain representations and warranties to  
the SPE, and the SPE makes corresponding representa-  
tions and warranties to the securitization trust, relating to  
receivables sold in a securitization. Toyota and the SPE  
may be required to repurchase any receivables in the event  
of a breach of a representation and warranty relating to  
the receivable that materially and adversely affects the  
interest of the SPE, or securitization trust, as applicable. In  
MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS > 69  
to the risks assumed in entering into the credit facility.  
2005 is ¥1,139.6 billion. Liabilities for these guarantees of  
¥3.7 billion have been provided as of March 31, 2005.  
Under these guarantee contracts, Toyota is entitled to  
recover any amounts paid by it from the customers whose  
obligations it guaranteed.  
Toyota’s financial services operation also provides financing  
to various multi-franchise dealer organizations, referred to  
as dealer groups, often as part of a lending consortium, for  
wholesale inventory financing, business acquisitions, facilities  
refurbishment, real estate purchases, and working capital  
requirements. Toyota’s outstanding credit facilities with  
dealers totaled ¥1,169.5 billion as of March 31, 2005.  
CONTRACTUAL OBLIGATIONS AND COMMITMENTS  
For information regarding debt obligations, capital lease  
obligations, operating leases, and other obligations, including  
amounts maturing in each of the next five years, see notes 13,  
22 and 23 to the consolidated financial statements. In addi-  
tion, as part of Toyota’s normal business practices, Toyota  
enters into long-term arrangements with suppliers for  
purchases of certain raw materials, components and services.  
These arrangements may contain fixed/minimum quantity  
purchase requirements. Toyota enters into such arrange-  
ments to facilitate an adequate supply of these materials and  
services.  
Guarantees  
Toyota enters into certain guarantee contracts with its dealers  
to guarantee customers’ payments of their installment  
payables that arise from installment contracts between  
customers and Toyota dealers, as and when requested by  
Toyota dealers. Guarantee periods are set to match the  
maturity of installment payments, and at March 31, 2005  
range from one month to 35 years; however, they are  
generally shorter than the useful lives of products sold.  
Toyota is required to execute its guarantee primarily when  
customers are unable to make required payments. The maxi-  
mum potential amount of future payments as of March 31,  
The following tables summarize Toyota’s contractual obliga-  
tions and commercial commitments as of March 31, 2005:  
Yen in millions  
Payments Due by Period  
Less than  
1 year  
1 to 3  
years  
3 to 5  
years  
5 years and  
after  
Total  
Contractual Obligations:  
Short-term borrowings (note 13)  
Loans................................................................... ¥ 789,801 ¥ 789,801  
Commercial paper..............................................  
Long-term debt* (note 13) ....................................  
Capital lease obligations (note 13) ........................  
Non-cancelable operating lease  
1,592,026  
6,094,565  
71,280  
1,592,026  
1,133,876  
17,044  
¥2,486,313  
24,988  
¥1,546,951  
9,493  
¥927,425  
19,755  
obligations (note 22)............................................  
Commitments for the purchase of property,  
plant and other assets (note 23) ..........................  
43,151  
8,649  
12,010  
7,837  
14,655  
87,617  
80,026  
7,591  
Total ................................................................ ¥8,678,440 ¥3,621,422  
¥2,530,902  
¥1,564,281  
¥961,835  
*“Long-term debt” represents future principal payments.  
Toyota expects to contribute ¥83,862 million to its pension plan in the year ending March 31, 2006.  
Yen in millions  
Amount of Commitment Expiration Per Period  
Total  
Amounts  
Committed  
Less than  
1 year  
1 to 3  
years  
3 to 5  
years  
5 years and  
after  
Commercial Commitments:  
Maximum potential exposure to guarantees  
given in the ordinary course of business  
(
note 23) ............................................................... ¥1,139,638  
¥372,904  
¥372,904  
¥515,551  
¥515,551  
¥196,283  
¥196,283  
¥54,900  
¥54,900  
Total Commercial Commitments ................. ¥1,139,638  
7
0
> MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS  
RELATED PARTY TRANSACTIONS  
RECENT ACCOUNTING PRONOUNCEMENTS  
IN THE UNITED STATES  
Toyota does not have any significant related party transac-  
tions other than transactions with affiliated companies in  
the ordinary course of business as described in note 12 to  
the consolidated financial statements.  
In November 2004, FASB issued FAS No. 151, Inventory  
Costs—an amendment of ARB No. 43, Chapter 4 (“FAS  
151”). FAS 151 amends the guidance in ARB No. 43,  
Chapter 4, “Inventory Pricing,” to clarify the accounting  
for abnormal amounts of idle facility expense, freight,  
handling costs, and wasted material (spoilage). Paragraph  
LEGISLATION REGARDING END-OF-LIFE  
VEHICLES  
5
of ARB 43, Chapter 4, previously stated that “. . . under  
In September 2000, the European Union approved a direc-  
tive that requires member states to promulgate regulations  
implement the following by April 21, 2002:  
some circumstances, items such as idle facility expense,  
excessive spoilage, double freight, and rehandling costs  
may be so abnormal as to require treatment as current  
period charges. . . .”. FAS 151 requires that those items be  
recognized as current-period charges regardless of  
whether they meet the criterion of “so abnormal.” In  
addition, this Statement requires that allocation of fixed  
production overheads to the costs of conversion be based  
on the normal capacity of the production facilities. FAS  
manufacturers shall bear all or a significant part of the  
costs for taking back end-of-life vehicles put on the market  
after July 1, 2002 and dismantling and recycling those  
vehicles. Beginning January 1, 2007, this requirement  
will also be applicable to vehicles put on the market  
before July 1, 2002;  
manufacturers may not use certain hazardous materials  
in vehicles sold after July 2003;  
151 is effective for inventory costs incurred during fiscal  
years beginning after June 15, 2005. Management does not  
expect this statement to have a material impact on  
Toyota’s consolidated financial statements.  
vehicles type-approved and put on the market from  
three years after the amendment of the directive on  
type-approval shall be re-usable and/or recyclable to a  
minimum of 85% by weight per vehicle and shall be re-  
usable and/or recoverable to a minimum of 95% by  
weight per vehicle; and  
In December 2004, the Financial Accounting Standards  
Board (“FASB”) issued FAS No. 123(R), Share-Based  
Payment (revised 2004) (“FAS 123(R)”). FAS 123(R) is a  
revision of FASB Statement No. 123, Accounting for  
Stock-Based Compensation (“FAS 123”), supersedes APB  
Opinion No. 25, Accounting for Stock Issued to  
Employees (“APB 25”), and its related implementation  
guidance. FAS 123(R) requires a public entity to measure  
the cost of employee services received in exchange for an  
award of equity instruments based on the grant-date fair  
value of the award. That cost will be recognized over the  
period during which an employee is required to provide  
service in exchange for the award. FAS 123(R) also  
requires a public entity to initially measure the cost of  
employee services received in exchange for an award of  
liability instruments based on its current fair value; the fair  
value of that award will be remeasured subsequently at  
each reporting date through the settlement date. Changes  
in fair value will be recognized as compensation cost over  
that period. Although Toyota is required to implement the  
standard as of the beginning of the first interim or annual  
period that begins after June 15, 2005 under Statement  
No. 123(R), the Securities and Exchange Commission has  
amended the compliance date and Toyota is required to  
end-of-life vehicles must meet actual re-use of 80% and  
re-use as material or energy of 85%, respectively, of  
vehicle weight by 2006, rising respectively to 85% and  
9
5% by 2015.  
See note 23 to the consolidated financial statements for  
further discussion.  
MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS > 71  
adopt the Standard at the beginning of its next fiscal year,  
instead of the next reporting period, that begins after June  
5, 2005. Management does not expect this statement to  
have a material impact on Toyota’s consolidated financial  
statements.  
In May 2005, FASB issued FAS No. 154, Accounting  
Changes and Error Corrections—a replacement of APB  
No. 20 and FAS No. 3 (“FAS 154”). FAS 154 replaces APB  
Opinion No. 20, Accounting Changes, and FASB State-  
ment No. 3, Reporting Accounting Changes in Interim  
Financial Statements, and changes the requirements for  
1
In December 2004, FASB issued FAS No. 153, Ex-  
changes of Nonmonetary Assets—an amendment of APB  
Opinion No. 29 (“FAS 153”). The guidance in APB  
Opinion No. 29, Accounting for Nonmonetary Transac-  
tions, is based on the principle that exchanges of  
nonmonetary assets should be measured based on the fair  
value of the assets exchanged. The guidance in that  
Opinion; however, included certain exceptions to that  
principle. FAS 153 amends Opinion No. 29 to eliminate  
the exception for nonmonetary exchanges of similar  
productive assets and replaces it with a general exception  
for exchanges of nonmonetary assets that do not have  
commercial substance. A nonmonetary exchange has  
commercial substance if the future cash flows of the entity  
are expected to change significantly as a result of the  
exchange. FAS 153 is effective for nonmonetary asset  
exchanges occurring in fiscal periods beginning after June  
the accounting for and reporting of  
a change in  
accounting principle. FAS 154 applies to all voluntary  
changes in accounting principle. It also applies to changes  
required by an accounting pronouncement when the  
pronouncement does not include specific transition  
provisions. APB Opinion 20 previously required that most  
voluntary changes in accounting principle be recognized  
by including in net income of the period of the change the  
cumulative effect of changing to the new accounting  
principle. FAS 154 requires retrospective application to  
prior periods’ financial statements of changes in  
accounting principle. FAS 154 is effective for accounting  
changes and corrections of errors made in fiscal years  
beginning after December 15, 2005. The impact of  
applying FAS 154 will depend on the change, if any, that  
Toyota may identify and record in future period.  
15, 2005. Management does not expect this statement to  
have a material impact on Toyota’s consolidated financial  
statements.  
CRITICAL ACCOUNTING ESTIMATES  
In March 2005, FASB issued the FASB Interpretation  
No. 47, Accounting for Conditional Asset Retirement  
Obligations—an interpretation of FASB Statement No.  
The consolidated financial statements of Toyota are  
prepared in conformity with accounting principles generally  
accepted in the United States of America. The preparation  
of these financial statements requires the use of estimates,  
judgments and assumptions that affect the reported  
amounts of assets and liabilities at the date of the financial  
statements and the reported amounts of revenues and  
expenses during the periods presented. Toyota believes  
that of its significant accounting policies, the following  
may involve a higher degree of judgments, estimates and  
complexity:  
143 (“FIN 47”). This Interpretation clarifies that the term  
conditional asset retirement obligation as used in FASB  
Statement No. 143, Accounting for Asset Retirement  
Obligations, refers to a legal obligation to perform an asset  
retirement activity in which the timing and (or) method of  
settlement are conditional on a future event that may or  
may not be within the control of the entity. FIN 47  
requires a company to recognize a liability for the fair  
value of a conditional asset retirement obligation if the fair  
value of the liability can be reasonably estimated. The fair  
value of a liability for the conditional asset retirement  
obligation should be recognized when incurred. FIN 47 is  
effective no later than the end of fiscal years ending after  
December 15, 2005. Management does not expect this  
statement to have a material impact on Toyota’s con-  
solidated financial statements.  
7
2
> MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS  
Product Warranty  
be necessary due to (i) changes in management estimates  
Toyota generally warrants its products against certain  
manufacturing and other defects. Product warranties are  
provided for specific periods of time and/or usage of the  
product and vary depending upon the nature of the  
product, the geographic location of the sale and other  
factors. All product warranties are consistent with  
commercial practices. Toyota provides a provision for  
estimated product warranty costs as a component of cost  
of sales at the time the related sale is recognized. The  
accrued warranty costs represent management’s best  
estimate at the time of sale of the total costs that Toyota  
will incur to repair or replace product parts that fail while  
still under warranty. The amount of accrued estimated  
warranty costs is primarily based on historical experience  
as to product failures as well as current information on  
repair costs. The amount of warranty costs accrued also  
contains an estimate of warranty claim recoveries to be  
received from suppliers. The foregoing evaluations are  
inherently uncertain, as they require material estimates  
and some products’ warranties extend for several years.  
Consequently, actual warranty costs will differ from the  
estimated amounts and could require additional warranty  
provisions. If these factors require a significant increase in  
Toyota’s accrued estimated warranty costs, it would  
negatively affect future operating results of the automotive  
operations.  
and assumptions about asset impairments, (ii) informa-  
tion that indicates changes in expected future cash flows,  
or (iii) changes in economic and other events and condi-  
tions. To the extent that sales incentives remain an integral  
part of sales promotion with the effect of reducing new  
vehicle prices, resale prices of used vehicles and,  
correspondingly, the collateral value of Toyota’s sales  
financing and finance lease receivables could experience  
further downward pressure. If these factors require a  
significant increase in Toyota’s allowance for doubtful  
accounts and credit losses, it could negatively affect future  
operating results of the financial services operations. The  
level of credit losses, which impacts larger on Toyota’s  
results of operations, is influenced primarily by two  
factors, which are frequency of occurrence and loss  
severity. For evaluation purposes, exposures to credit loss  
are segmented into the two primary categories of  
“consumer” and “dealer”. Toyota’s consumer portfolio  
consists of smaller balance homogenous retail finance  
receivables and lease earning assets. Dealer portfolio  
consists of wholesale and other dealer financing. The  
overall allowance for credit losses is evaluated at least  
quarterly, considering a variety of assumptions and factors  
to determine whether reserves are considered adequate to  
cover probable losses.  
Sensitivity analysis  
Allowance for Doubtful Accounts and Credit Losses  
Natures of estimates and assumptions  
The level of credit losses, which could significantly impact  
Toyota’s results of operations, is influenced primarily by  
two factors: frequency of occurrence and loss severity. The  
overall allowance for credit losses is evaluated at least  
quarterly, considering a variety of assumptions and factors  
to determine whether reserves are considered adequate to  
cover probable losses. The following table illustrates the  
effect of an assumed change in expected loss severity,  
which we believe is one of the key critical estimates for  
determining the allowance for credit losses, assuming all  
other assumptions are held consistent. The table below  
represents the impact on the allowance for credit losses in  
Toyota’s financial services operations as any change  
impacts most significantly on the financial services  
operations.  
Sales financing and finance lease receivables consist of  
retail installment sales contracts secured by passenger cars  
and commercial vehicles. Collectibility risks include  
consumer and dealer insolvencies and insufficient  
collateral values (less costs to sell) to realize the full  
carrying values of these receivables. As a matter of policy,  
Toyota maintains an allowance for doubtful accounts and  
credit losses representing Toyota management’s estimate  
of the amount of asset impairment in the portfolios of  
finance, trade and other receivables. Toyota determines  
the allowance for doubtful accounts and credit losses  
based on a systematic, ongoing review and evaluation  
performed as part of the credit-risk evaluation process,  
historical loss experience, the size and composition of the  
portfolios, current economic events and conditions, the  
estimated fair value and adequacy of collateral and other  
pertinent factors. This evaluation is inherently judgmental  
and requires material estimates, including the amounts  
and timing of future cash flows expected to be received,  
which may be susceptible to significant change. Although  
management considers the allowance for doubtful  
accounts and credit losses to be adequate based on  
information currently available, additional provisions may  
Yen in millions  
Effect on the allowance  
for credit losses as of March 31, 2005  
10 percent increase in  
expected loss severity...........  
¥4,081  
MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS > 73  
Investment in Operating Leases  
Sensitivity analysis  
Natures of estimates and assumptions  
The following table illustrates the effect of an assumed  
change in the vehicle return rate, which we believe is one  
of the critical estimates, in determining the allowance for  
residual value, holding all other assumptions constant.  
The following table represents the impact on the  
allowance for residual values in Toyota’s financial services  
operations as those changes impact most significantly on  
financing operations.  
Vehicles on operating leases, where Toyota is the lessor, is  
valued at acquisition cost and depreciated over its  
estimated useful life using the straight-line method to its  
estimated residual value. Toyota utilizes industry  
published information and its own historical experience to  
determine estimated residual values for these vehicles.  
Toyota evaluates the recoverability of the carrying values  
of its leased vehicles for impairment when there are  
indications of declines in residual values, and if impaired,  
Toyota recognizes an allowance for its residual values. In  
addition, to the extent that sales incentives remain an  
integral part of sales promotion with the effect of reducing  
new vehicle prices, resale prices of used vehicles and,  
correspondingly, the fair value of Toyota’s leased vehicles  
could be subject to downward pressure. If resale prices of  
used vehicles decline, future operating results of the  
financial services operations are likely to be adversely  
affected by incremental charges to reduce estimated  
residual values. Throughout the life of the lease,  
management performs periodic evaluations of estimated  
end-of-term market values to determine whether  
estimates used in the determination of the contractual  
residual value are still considered reasonable. Factors  
affecting the estimated residual value at lease maturity  
include, but are not limited to, new vehicle incentive  
programs, new vehicle pricing, used vehicle supply,  
projected vehicle return rates, and projected loss severity.  
The vehicle return rate represents the number of leased  
vehicles returned at contract maturity and sold by Toyota  
during the period as a percentage of the number of lease  
contracts that, as of their origination dates, were  
scheduled to mature in the same period. A higher rate of  
vehicle returns exposes Toyota to higher potential losses  
incurred at lease termination. Loss severity is the extent to  
which the end-of-term market value of a lease is less than  
its carrying value at lease end.  
Yen in millions  
Effect on the allowance for  
residual value as of March 31, 2005  
5
percent increase in  
vehicle return rate ...............  
¥1,074  
Impairment of Long-Lived Assets  
Toyota periodically reviews the carrying value of its long-  
lived assets held and used and assets to be disposed of,  
including goodwill and other intangible assets, when  
events and circumstances warrant such a review. This  
review is performed using estimates of future cash flows. If  
the carrying value of a long-lived asset is considered  
impaired, an impairment charge is recorded for the  
amount by which the carrying value of the long-lived asset  
exceeds its fair value. Management believes that the  
estimates of future cash flows and fair values are  
reasonable; however, changes in estimates of such cash  
flows and fair values would affect the evaluations and  
negatively affect future operating results of the automotive  
operations.  
Pension Costs and Obligations  
Natures of estimates and assumptions  
Pension costs and obligations are dependent on assump-  
tions used in calculating such amounts. These assumptions  
include discount rates, benefits earned, interest costs,  
expected rate of return on plan assets, mortality rates and  
other factors. Actual results that differ from the assump-  
tions are accumulated and amortized over future periods  
and, therefore, generally affect recognized expense and the  
recorded obligations in future periods. While manage-  
ment believes that the assumptions used are appropriate,  
differences in actual experience or changes in assumptions  
may affect Toyota’s pension costs and obligations.  
7
4
> MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS  
Sensitivity analysis  
MARKET RISK DISCLOSURE  
The following table illustrates the effect of assumed  
changes in discount rates and the expected rate of return  
on plan assets, which we believe are critical estimates in  
determining pension costs and obligations, assuming all  
other assumptions are consistent.  
Toyota is exposed to market risk from changes in foreign  
currency exchange rates, interest rates and certain com-  
modity and equity security prices. In order to manage the  
risk arising from changes in foreign currency exchange  
rates and interest rates, Toyota enters into a variety of  
derivative financial instruments.  
Yen in millions  
Effect on pre-tax income Effect on PBO  
for the year ending  
March 31, 2006  
as of March 31,  
2005  
A description of Toyota’s accounting policies for deriva-  
tive instruments is included in note 2 to the consolidated  
financial statements and further disclosure is provided in  
notes 20 and 21 to the consolidated financial statements.  
Toyota monitors and manages these financial exposures  
as an integral part of its overall risk management program,  
which recognizes the unpredictability of financial markets  
and seeks to reduce the potentially adverse effects on  
Toyota’s operating results.  
Discount rates  
0
0
.5% decrease..............  
.5% increase...............  
¥(10,496)  
8,814  
¥ 128,713  
(110,883)  
Expected rate of return  
on plan assets  
0
0
.5% decrease..............  
.5% increase...............  
¥ (4,673)  
4,673  
The financial instruments included in the market risk  
analysis consist of all of Toyota’s cash and cash equi-  
valents, marketable securities, finance receivables, securities  
investments, long-term and short-term debt and all deriva-  
tive financial instruments. Toyota’s portfolio of derivative  
financial instruments consists of forward foreign currency  
exchange contracts, foreign currency options, interest rate  
swaps, interest rate currency swap agreements and interest  
rate options. Anticipated transactions denominated in  
foreign currencies that are covered by Toyota’s derivative  
hedging are not included in the market risk analysis.  
Although operating leases are not required to be included,  
Toyota has included these instruments in determining  
interest rate risk.  
Derivatives and Other Contracts at Fair Value  
Toyota uses derivatives in the normal course of business  
to manage its exposure to foreign currency exchange rates  
and interest rates. The accounting is complex and con-  
tinues to evolve. In addition, there are the significant  
judgments and estimates involved in the estimating of fair  
value in the absence of quoted market values. These  
estimates are based upon valuation methodologies deemed  
appropriate in the circumstances; however, the use of  
different assumptions may have a material effect on the  
estimated fair value amounts.  
Marketable securities  
Toyota’s accounting policy is to record a write-down of  
such investments to realizable value when a decline in fair  
value below the carrying value is other-than-temporary. In  
determining if a decline in value is other-than-temporary,  
Toyota considers the length of time and the extent to  
which the fair value has been less than the carrying value,  
the financial condition and prospects of the company and  
Toyota’s ability and intent to retain its investment in the  
company for a period of time sufficient to allow for any  
anticipated recovery in market value.  
MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS > 75  
Foreign Currency Exchange Rate Risk  
may fluctuate with changes in market interest rates, while  
interest rates on other types of assets may lag behind  
changes in market rates. Finance receivables are less  
susceptible to prepayments when interest rates change  
and, as a result, Toyota’s model does not address prepay-  
ment risk for automotive related finance receivables.  
However, in the event of a change in interest rates, actual  
loan prepayments may deviate significantly from the  
assumptions used in the model.  
Toyota has foreign currency exposures related to buying,  
selling and financing in currencies other than the local  
currencies in which it operates. Toyota is exposed to  
foreign currency risk related to future earnings or assets  
and liabilities that are exposed due to operating cash flows  
and various financial instruments that are denominated in  
foreign currencies. Toyota’s most significant foreign cur-  
rency exposures relate to the United States and Western  
European countries.  
Toyota uses a value-at-risk analysis (“VAR”) to evaluate  
its exposure to changes in foreign currency exchange rates.  
The value-at-risk of the combined foreign exchange position  
represents a potential loss in pre-tax earnings that are  
estimated to be ¥37.8 billion as of March 31, 2004 and ¥57.1  
billion as of March 31, 2005. Based on Toyota’s overall  
currency exposure (including derivative positions), the risk  
during the year ended March 31, 2005 to pre-tax cash flow  
from currency movements was on average ¥50.6 billion,  
with a high of ¥57.1 billion and a low of ¥46.6 billion.  
The VAR was estimated by using a Monte Carlo  
Simulation method and assumed 95% confidence level on  
the realization date and a 10-day holding period.  
Commodity Price Risk  
Commodity price risk is the possibility of higher or lower  
costs due to changes in the prices of commodities, such as  
non-ferrous (e.g., aluminum), precious metals (e.g.,  
palladium, platinum and rhodium) and ferrous alloys  
(e.g., steel), which Toyota uses in the production of motor  
vehicles. Toyota does not use derivative instruments to  
hedge the price risk associated with the purchase of those  
commodities and controls its commodity price risk by  
holding minimum stock levels.  
Equity Price Risk  
Toyota holds investments in various available-for-sale  
equity securities which are subject to price risk. The fair  
value of available-for-sale equity securities was ¥952.5  
billion as of March 31, 2004 and ¥904.8 billion as of  
March 31, 2005. The potential change in the fair value of  
these investments, assuming a 10% change in prices,  
would be approximately ¥95.2 billion as of March 31, 2004  
and ¥90.4 billion as of March 31, 2005.  
Interest Rate Risk  
Toyota is subject to market risk from exposures to changes  
in interest rates based on its financing, investing and cash  
management activities. Toyota enters into various  
financial instrument transactions to maintain the desired  
level of exposure to the risk of interest rate fluctuations  
and to minimize interest expense. Certain exchange traded  
future and option contracts, interest rate caps and floors,  
along with various investments, have been entered into to  
reduce the interest rate risk related to these activities. The  
potential decrease in fair value resulting from a hypothe-  
tical 100 basis point upward shift in interest rates would  
be approximately ¥29.6 billion as of March 31, 2004 and  
¥56.3 billion as of March 31, 2005.  
There are certain shortcomings inherent to the sensitivity  
analyses presented. The model assumes interest rate  
changes are instantaneous parallel shifts in the yield curve;  
however, in reality, changes are rarely instantaneous.  
Although certain assets and liabilities may have similar  
maturities or periods to repricing, they may not react  
correspondingly to changes in market interest rates. Also,  
the interest rates on certain types of assets and liabilities  
7
6
CONSOLIDATED BALANCE SHEETS  
Toyota Motor Corporation  
March 31, 2004 and 2005  
U.S. dollars  
in millions  
Yen in millions  
ASSETS  
2004  
2005  
2005  
Current assets  
Cash and cash equivalents ........................................................................... ¥ 1,729,776  
¥ 1,483,753  
63,609  
$ 13,816  
592  
Time deposits ...............................................................................................  
Marketable securities....................................................................................  
Trade accounts and notes receivable, less allowance for  
68,473  
448,457  
543,124  
5,058  
doubtful accounts of ¥28,966 million in 2004  
and ¥18,656 million ($174 million) in 2005 .............................................  
Finance receivables, net................................................................................  
Other receivables..........................................................................................  
Inventories....................................................................................................  
Deferred income taxes .................................................................................  
Prepaid expenses and other current assets..................................................  
Total current assets...............................................................................  
1,531,651  
2,622,939  
396,788  
1,616,341  
3,010,135  
438,676  
15,051  
28,030  
4,085  
1,083,326  
457,161  
1,306,709  
475,764  
12,168  
4,430  
509,882  
501,994  
4,675  
8,848,453  
9,440,105  
87,905  
Noncurrent finance receivables, net..............................................................  
3,228,973  
3,976,941  
37,033  
Investments and other assets  
Marketable securities and other securities investments.............................  
Affiliated companies.....................................................................................  
Employees receivables..................................................................................  
Other.............................................................................................................  
Total investments and other assets......................................................  
2,241,971  
1,370,171  
35,857  
2,704,142  
1,570,185  
49,538  
25,181  
14,621  
461  
960,156  
798,506  
7,435  
47,698  
4,608,155  
5,122,371  
Property, plant and equipment  
Land ..............................................................................................................  
Buildings .......................................................................................................  
Machinery and equipment...........................................................................  
Vehicles and equipment on operating leases..............................................  
Construction in progress .............................................................................  
1,135,665  
2,801,993  
7,693,616  
1,493,780  
237,195  
1,182,768  
2,935,274  
7,897,509  
1,828,697  
214,781  
11,014  
27,333  
73,540  
17,029  
2,000  
1
3,362,249  
14,059,029  
(8,263,435)  
5,795,594  
130,916  
(76,948)  
53,968  
Less—Accumulated depreciation................................................................  
Property, plant and equipment, net ....................................................  
(8,007,602)  
5,354,647  
Total assets ........................................................................................... ¥22,040,228  
¥24,335,011  
$226,604  
The accompanying notes are an integral part of these consolidated financial statements.  
CONSOLIDATED BALANCE SHEETS > 77  
U.S. dollars  
in millions  
Yen in millions  
LIABILITIES AND SHAREHOLDERS’ EQUITY  
Current liabilities  
2004  
2005  
2005  
Short-term borrowings ................................................................................ ¥ 2,189,024  
¥ 2,381,827  
1,150,920  
1,856,799  
693,041  
$ 22,179  
10,717  
17,290  
6,454  
Current portion of long-term debt .............................................................  
Accounts payable..........................................................................................  
Other payables..............................................................................................  
Accrued expenses .........................................................................................  
Income taxes payable ...................................................................................  
Other current liabilities................................................................................  
Total current liabilities.........................................................................  
1,125,195  
1,709,344  
665,624  
1,133,281  
252,555  
1,289,373  
292,835  
12,006  
2,727  
522,968  
562,411  
5,238  
7,597,991  
8,227,206  
76,611  
Long-term liabilities  
Long-term debt.............................................................................................  
Accrued pension and severance costs..........................................................  
Deferred income taxes .................................................................................  
Other long-term liabilities ...........................................................................  
Total long-term liabilities ....................................................................  
4,247,266  
725,569  
778,561  
65,981  
5,014,925  
646,989  
811,670  
84,342  
46,698  
6,025  
7,558  
785  
5,817,377  
6,557,926  
61,066  
Minority interest in consolidated subsidiaries ............................................  
446,293  
504,929  
4,702  
Shareholders’ equity  
Common stock, no par value,  
authorized: 9,740,185,400 shares in 2004 and 2005;  
issued: 3,609,997,492 shares in 2004 and 2005.........................................  
Additional paid-in capital............................................................................  
Retained earnings.........................................................................................  
Accumulated other comprehensive loss .....................................................  
Treasury stock, at cost, 280,076,395 shares in 2004 and  
397,050  
495,179  
397,050  
495,707  
3,697  
4,616  
8,326,215  
(204,592)  
9,332,176  
(80,660)  
86,900  
(751)  
3
41,918,553 shares in 2005 ........................................................................  
Total shareholders’ equity....................................................................  
(835,285)  
8,178,567  
(1,099,323)  
9,044,950  
(10,237)  
84,225  
Commitments and contingencies  
Total liabilities and shareholders’ equity.......................................... ¥22,040,228  
¥24,335,011  
$226,604  
The accompanying notes are an integral part of these consolidated financial statements.  
7
8
CONSOLIDATED STATEMENTS OF INCOME  
Toyota Motor Corporation  
For the years ended March 31, 2003, 2004 and 2005  
U.S. dollars  
in millions  
Yen in millions  
2004  
2003  
2005  
2005  
Net revenues  
Sales of products ................................................................ ¥14,793,973  
¥16,578,033  
716,727  
¥17,790,862  
760,664  
$165,666  
7,083  
Financing operations .........................................................  
707,580  
1
5,501,553  
17,294,760  
18,551,526  
172,749  
Costs and expenses  
Cost of products sold......................................................... 11,914,245  
13,506,337  
364,177  
14,500,282  
369,844  
135,025  
3,444  
Cost of financing operations .............................................  
Selling, general and administrative ...................................  
423,885  
1,891,777  
4,229,907  
1,757,356  
15,627,870  
2,009,213  
16,879,339  
18,709  
157,178  
1
Operating income .................................................................  
1,271,646  
1,666,890  
1,672,187  
15,571  
Other income (expense)  
Interest and dividend income............................................  
Interest expense..................................................................  
Foreign exchange gain, net ................................................  
Other income (loss), net....................................................  
52,661  
(30,467)  
35,585  
55,629  
(20,706)  
38,187  
25,793  
98,903  
67,519  
(18,956)  
21,419  
12,468  
82,450  
629  
(177)  
199  
(102,773)  
117  
(44,994)  
768  
Income before income taxes, minority interest  
and equity in earnings of affiliated companies ................  
Provision for income taxes...................................................  
1,226,652  
517,014  
1,765,793  
681,304  
1,754,637  
657,910  
16,339  
6,126  
Income before minority interest and equity in  
earnings of affiliated companies........................................  
709,638  
(11,531)  
52,835  
1,084,489  
(42,686)  
1,096,727  
(64,938)  
10,213  
(605)  
Minority interest in consolidated subsidiaries ..................  
Equity in earnings of affiliated companies.........................  
120,295  
139,471  
1,299  
Net income............................................................................. ¥ 750,942  
¥ 1,162,098  
¥ 1,171,260  
$ 10,907  
Yen  
U.S. dollars  
Net income per share  
Basic...............................................................................  
Diluted...........................................................................  
¥211.32  
¥211.32  
¥342.90  
¥342.86  
¥355.35  
¥355.28  
$3.31  
$3.31  
Cash dividends per share .....................................................  
¥ 36.00  
¥ 45.00  
¥ 65.00  
$0.61  
The accompanying notes are an integral part of these consolidated financial statements.  
7
9
CONSOLIDATED STATEMENTS OF SHAREHOLDERS’ EQUITY  
Toyota Motor Corporation  
For the years ended March 31, 2003, 2004 and 2005  
Yen in millions  
Accumulated  
Additional  
paid-in  
capital  
other  
Treasury  
stock,  
at cost  
Common  
stock  
Retained  
earnings  
comprehensive  
income (loss)  
Total  
Balances at March 31, 2002 ........................................ ¥397,050  
Issuance during the year..............................................  
Comprehensive income  
¥490,538 ¥6,804,722  
3,252  
¥(267,304) ¥ (160,894) ¥7,264,112  
3,252  
Net income...............................................................  
Other comprehensive income (loss)  
750,942  
750,942  
Foreign currency translation adjustments.........  
Unrealized losses on securities,  
(139,285)  
(139,285)  
net of reclassification adjustments ...................  
Minimum pension liability adjustments ...........  
Net gains on derivative instruments ..................  
Total comprehensive income..................................  
Dividends paid .............................................................  
Purchase and retirement of common stock ...............  
(26,495)  
(171,978)  
790  
(26,495)  
(171,978)  
790  
413,974  
(110,876)  
(449,462)  
(110,876)  
(142,993)  
(306,469)  
Balances at March 31, 2003 ........................................  
Issuance during the year..............................................  
Comprehensive income  
397,050  
493,790  
1,389  
7,301,795  
(604,272)  
(467,363) 7,121,000  
1,389  
Net income...............................................................  
Other comprehensive income (loss)  
Foreign currency translation adjustments.........  
Unrealized gains on securities,  
1,162,098  
1,162,098  
(203,257)  
(203,257)  
net of reclassification adjustments ...................  
Minimum pension liability adjustments ...........  
Total comprehensive income..................................  
Dividends paid .............................................................  
Purchase and reissuance of common stock................  
Balances at March 31, 2004 ........................................  
Issuance during the year..............................................  
Comprehensive income  
329,672  
273,265  
329,672  
273,265  
1,561,778  
(137,678)  
(137,678)  
8,326,215  
(367,922)  
(367,922)  
(835,285) 8,178,567  
528  
397,050  
495,179  
528  
(204,592)  
Net income...............................................................  
Other comprehensive income  
Foreign currency translation adjustments.........  
Unrealized gains on securities,  
1,171,260  
1,171,260  
75,697  
75,697  
net of reclassification adjustments ...................  
Minimum pension liability adjustments ...........  
Total comprehensive income..................................  
Dividends paid .............................................................  
Purchase and reissuance of common stock................  
38,455  
9,780  
38,455  
9,780  
1,295,192  
(165,299)  
(165,299)  
¥495,707 ¥9,332,176  
(264,038)  
(264,038)  
Balances at March 31, 2005 ........................................ ¥397,050  
¥ (80,660) ¥(1,099,323) ¥9,044,950  
U.S. dollars in millions  
Balances at March 31, 2004 ........................................  
Issuance during the year..............................................  
Comprehensive income  
$3,697  
$4,611  
5
$77,532  
$(1,905)  
$ (7,778)  
$76,157  
5
Net income...............................................................  
Other comprehensive income  
Foreign currency translation adjustments.........  
Unrealized gains on securities,  
10,907  
10,907  
705  
705  
net of reclassification adjustments ...................  
Minimum pension liability adjustments ...........  
Total comprehensive income..................................  
Dividends paid .............................................................  
Purchase and reissuance of common stock................  
Balances at March 31, 2005 ........................................  
358  
91  
358  
91  
12,061  
(1,539)  
(2,459)  
$84,225  
(1,539)  
(2,459)  
$(10,237)  
$3,697  
$4,616  
$86,900  
$
(751)  
The accompanying notes are an integral part of these consolidated financial statements.  
8
0
CONSOLIDATED STATEMENTS OF CASH FLOWS  
Toyota Motor Corporation  
For the years ended March 31, 2003, 2004 and 2005  
U.S. dollars  
in millions  
Yen in millions  
2003  
2004  
2005  
2005  
Cash flows from operating activities  
Net income.....................................................................................  
Adjustments to reconcile net income to net cash  
¥
750,942  
¥ 1,162,098  
¥ 1,171,260  
$ 10,907  
provided by operating activities  
Depreciation ..............................................................................  
Provision for doubtful accounts and credit losses...................  
Pension and severance costs, less payments ............................  
Losses on disposal of fixed assets..............................................  
Unrealized losses on available-for-sale securities, net.............  
Deferred income taxes ..............................................................  
Minority interest in consolidated subsidiaries.........................  
Equity in earnings of affiliated companies...............................  
Changes in operating assets and liabilities, and other  
Increase in accounts and notes receivable...........................  
Increase in inventories..........................................................  
870,636  
99,837  
55,637  
969,904  
83,138  
(159,267)  
39,742  
3,063  
120,828  
42,686  
997,713  
63,154  
(52,933)  
49,159  
2,324  
84,711  
9,291  
588  
(493)  
458  
22  
789  
46,492  
111,346  
(74,273)  
11,531  
64,938  
(139,471)  
605  
(1,299)  
(52,835)  
(120,295)  
(191,027)  
(38,043)  
(58,036)  
116,946  
(27,340)  
181,595  
(90,721)  
(53,609)  
43,445  
159,120  
(66,006)  
203,535  
(178,363)  
(191,545)  
34,674  
153,747  
41,228  
190,450  
79,894  
2,370,940  
(1,661)  
(1,784)  
323  
1,432  
384  
1,773  
743  
22,078  
(Increase) decrease in other current assets..........................  
Increase in accounts payable ................................................  
Increase (decrease) in accrued income taxes.......................  
Increase in other current liabilities ......................................  
Other......................................................................................  
Net cash provided by operating activities .......................  
136,680  
1,940,088  
(150,927)  
2,186,734  
Cash flows from investing activities  
Additions to finance receivables ...................................................  
Collection of finance receivables...................................................  
Proceeds from sale of finance receivables.....................................  
Additions to fixed assets excluding equipment  
(3,439,936)  
2,356,380  
572,771  
(4,547,068)  
3,152,302  
243,128  
(4,296,966)  
3,311,974  
65,536  
(40,013)  
30,841  
610  
leased to others leased to others.................................................  
Additions to equipment leased to others......................................  
Proceeds from sales of fixed assets excluding equipment  
leased to others............................................................................  
Proceeds from sales of equipment leased to others .....................  
Purchases of marketable securities  
(1,005,931)  
(604,298)  
(945,803)  
(542,738)  
(1,068,287)  
(854,953)  
(9,948)  
(7,961)  
61,847  
286,538  
73,925  
288,681  
69,396  
316,456  
646  
2,947  
and security investments ............................................................  
Proceeds from sales of marketable securities  
and security investments .............................................................  
Proceeds upon maturity of marketable securities  
(1,113,998)  
197,985  
(1,336,467)  
183,808  
(1,165,791)  
121,369  
(10,856)  
1,130  
and security investments .............................................................  
Payment for additional investments in affiliated companies,  
net of cash acquired ....................................................................  
Changes in investments and other assets, and other ...................  
Net cash used in investing activities.....................................  
723,980  
1,252,334  
452,574  
4,214  
(28,229)  
(8,557)  
(2,001,448)  
(20,656)  
(17,941)  
(2,216,495)  
(901)  
(11,603)  
(3,061,196)  
(8)  
(107)  
(28,505)  
Cash flows from financing activities  
Purchase of common stock...........................................................  
Proceeds from issuance of long-term debt...................................  
Payments of long-term debt..........................................................  
Increase in short-term borrowings...............................................  
Dividends paid...............................................................................  
Other ..............................................................................................  
Net cash provided by financing activities............................  
Effect of exchange rate changes on cash and cash equivalents .....  
Net increase (decrease) in cash and cash equivalents....................  
Cash and cash equivalents at beginning of year.............................  
Cash and cash equivalents at end of year........................................  
(454,611)  
1,686,564  
(1,117,803)  
30,327  
(110,876)  
4,074  
(357,457)  
1,636,570  
(1,253,045)  
353,833  
(137,678)  
242,223  
(74,714)  
137,748  
(264,106)  
1,863,710  
(1,155,223)  
140,302  
(165,299)  
419,384  
24,849  
(246,023)  
1,729,776  
¥ 1,483,753  
(2,459)  
17,354  
(10,757)  
1,306  
(1,539)  
3,905  
231  
(2,291)  
16,107  
$ 13,816  
37,675  
(41,447)  
(65,132)  
1,657,160  
1,592,028  
¥ 1,729,776  
¥ 1,592,028  
The accompanying notes are an integral part of these consolidated financial statements.  
8
1
TNoyOotaTMEotoSr CoTrpOoratCionONSOLIDATED FINANCIAL STATEMENTS  
1
. NATURE OF OPERATIONS  
Toyota Motor Corporation (the “parent company”) and  
its subsidiaries (collectively “Toyota”) are primarily engaged  
in the design, manufacture, and sale of sedans, minivans,  
compact cars, sport-utility vehicles, trucks and related  
parts and accessories throughout the world. In addition,  
Toyota provides retail and wholesale financing, retail  
leasing and certain other financial services primarily to its  
dealers and their customers related to vehicles manu-  
factured by Toyota.  
2
. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES  
The parent company and its subsidiaries in Japan main-  
tain their records and prepare their financial statements in  
accordance with accounting principles generally accepted  
in Japan, and its foreign subsidiaries in conformity with  
those of their countries of domicile. Certain adjustments  
and reclassifications have been incorporated in the accom-  
panying consolidated financial statements to conform to  
accounting principles generally accepted in the United  
States of America.  
of long-lived assets, pension costs and obligations, fair  
value of derivative financial instruments and other-than-  
temporary losses on marketable securities.  
Translation of foreign currencies—  
All asset and liability accounts of foreign subsidiaries and  
affiliates are translated into Japanese yen at appropriate  
year-end current exchange rates and all income and  
expense accounts of those subsidiaries are translated at the  
average exchange rates for each period. The foreign currency  
translation adjustments are included as a component of  
accumulated other comprehensive income.  
Significant accounting policies after reflecting adjust-  
ments for the above are as follows:  
Basis of consolidation and accounting for investments in  
affiliated companies—  
Foreign currency receivables and payables are translated  
at appropriate year-end current exchange rates and the  
resulting transaction gains or losses are recorded in  
operations currently.  
The consolidated financial statements include the accounts  
of the parent company and those of its majority-owned  
subsidiary companies. All significant intercompany trans-  
actions and accounts have been eliminated. Investments in  
affiliated companies in which Toyota exercises significant  
influence, but which it does not control, are stated at cost  
plus equity in undistributed earnings. Consolidated net  
income includes Toyota’s equity in current earnings of  
such companies, after elimination of unrealized inter-  
company profits. Investments in non-public companies in  
which Toyota does not exercise significant influence  
Revenue recognition—  
Revenues from sales of vehicles and parts are generally  
recognized upon delivery which is considered to have  
occurred when the dealer has taken title to the product  
and the risk and reward of ownership have been substan-  
tively transferred, except as described below.  
Toyota’s sales incentive programs principally consist of  
cash payments to dealers calculated based on vehicle  
volume or a model sold by a dealer during a certain period  
of time. Toyota accrues these incentives as revenue  
reductions upon the sale of a vehicle corresponding to the  
program by the amount determined in the related incen-  
tive program.  
Revenues from the sales of vehicles under which Toyota  
conditionally guarantees the minimum resale value is  
recognized on a pro rata basis from the date of sale to the  
first exercise date of the guarantee in a manner similar to  
lease accounting. The underlying vehicles of these transac-  
tions are recorded as assets and are depreciated in accor-  
dance with Toyota’s depreciation policy.  
Revenues from retail financing contracts and finance  
leases are recognized using the effective yield method.  
Revenues from operating leases are recognized on a  
straight-line basis over the lease term.  
(generally less than a 20% ownership interest) are stated at  
cost. The accounts of variable interest entities as defined  
by the Financial Accounting Standard Board (“FASB”)  
Interpretation No. 46(R) Consolidation of Variable Interest  
Entities (revised December 2003)—an interpretation of ARB  
No. 51 (“FIN 46(R)”) are included in the consolidated  
financial statements, if applicable.  
Estimates—  
The preparation of Toyota’s consolidated financial state-  
ments in conformity with accounting principles generally  
accepted in the United States of America requires manage-  
ment to make estimates and assumptions that affect the  
amounts reported in the consolidated financial statements  
and accompanying notes. Actual results could differ from  
those estimates. The more significant estimates include:  
product warranties, allowance for doubtful accounts and  
credit losses, residual values for leased assets, impairment  
Toyota on occasion sells finance receivables in transac-  
tions subject to limited recourse provisions. These sales  
8
2
>NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
are to trusts and Toyota retains the servicing rights and is  
paid a servicing fee. Gains or losses from the sales of the  
finance receivables are recognized in the period in which  
such sales occur.  
company for a period of time sufficient to allow for any  
anticipated recovery in market value. Realized gains and  
losses, which are determined on the average-cost method,  
are reflected in the statement of income when realized.  
Other costs—  
Security investments in non-public companies—  
Security investments in non-public companies are carried  
at cost as fair value is not readily determinable. If the value  
of a non-public security investment is estimated to have  
declined and such decline is judged to be other-than-  
temporary, Toyota recognizes the impairment of the  
investment and the carrying value is reduced to its fair  
value. Determination of impairment is based on the  
consideration of such factors as operating results, business  
plans and estimated future cash flows. Fair value is deter-  
mined principally through the use of the latest financial  
information.  
Advertising and sales promotion costs are expensed as  
incurred. Advertising costs were ¥326,972 million, ¥371,677  
million and ¥379,702 million ($3,536 million) for the  
years ended March 31, 2003, 2004 and 2005, respectively.  
Toyota generally warrants its products against certain  
manufacturing and other defects. Provisions for product  
warranties are provided for specific periods of time and/or  
usage of the product and vary depending upon the nature  
of the product, the geographic location of the sale and  
other factors. Toyota records a provision for estimated  
product warranty costs at the time the related sale is recog-  
nized based on estimates that Toyota will incur to repair  
or replace product parts that fail while under warranty.  
The amount of accrued estimated warranty costs is primarily  
based on historical experience as to product failures as  
well as current information on repair costs. The amount  
of warranty costs accrued also contains an estimate of  
warranty claim recoveries to be received from suppliers.  
Research and development costs are expensed as incurred  
and ¥668,404 million, ¥682,279 million and ¥755,147  
million ($7,032 million) for the years ended March 31,  
Finance receivables—  
Finance receivables are recorded at the present value of the  
related future cash flows including residual values for  
finance leases.  
Allowance for credit losses—  
Allowance for credit losses are established to cover  
probable losses on receivables resulting from the inability  
of customers to make required payments. The allowance  
for credit losses is based primarily on the frequency of  
occurrence and loss severity. Other factors affecting  
collectibility are also evaluated in determining the amount  
to be provided.  
Losses are charged to the allowance when it has been  
determined that payments will not be received and  
collateral cannot be recovered or the related collateral is  
repossessed and sold. Any shortfall between proceeds  
received and the carrying cost of repossessed collateral is  
charged to the allowance. Recoveries are reversed from the  
allowance for credit losses.  
2003, 2004 and 2005, respectively.  
Cash and cash equivalents—  
Cash and cash equivalents include all highly liquid invest-  
ments with original maturities of three months or less,  
that are readily convertible to known amounts of cash and  
are so near maturity that they present insignificant risk of  
changes in value because of changes in interest rates.  
Marketable securities—  
Marketable securities consist of debt and equity securities.  
Debt and equity securities designated as available-for-sale  
are carried at fair value with changes in unrealized gains or  
losses included as a component of accumulated other  
comprehensive income in shareholders’ equity, net of  
applicable taxes. Debt securities designated as held-to-  
maturity investments are carried at amortized cost.  
Individual securities classified as either available-for-sale  
or held-to-maturity are reduced to net realizable value for  
other-than-temporary declines in market value. In deter-  
mining if a decline in value is other-than-temporary,  
Toyota considers the length of time and the extent to  
which the fair value has been less than the carrying value,  
the financial condition and prospects of the company and  
Toyota’s ability and intent to retain its investment in the  
Allowance for residual value losses—  
Toyota is exposed to risk of loss on the disposition of off-  
lease vehicles to the extent that sales proceeds are not  
sufficient to cover the carrying value of the leased asset at  
lease termination. Toyota maintains an allowance to cover  
probable estimated losses related to unguaranteed residual  
values on its owned portfolio. The allowance is evaluated  
considering projected vehicle return rates and projected  
loss severity. Factors considered in the determination of  
projected return rates and loss severity include historical  
and market information on used vehicle sales, trends in  
lease returns and new car markets, and general economic  
conditions. Management evaluates the foregoing factors,  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 83  
develops several potential loss scenarios, and reviews  
allowance levels to determine whether reserves are consid-  
ered adequate to cover the probable range of losses.  
The allowance for residual value losses is maintained in  
amounts considered by Toyota to be appropriate in  
relation to the estimated losses on its owned portfolio.  
Upon disposal of the assets, the allowance for residual  
losses is adjusted for the difference between the net book  
value and the proceeds from sale.  
expected to result from the use of the asset and its eventual  
disposition. The amount of the impairment loss to be  
recorded is calculated by the excess of the carrying value of  
the asset over its fair value. Fair value is determined mainly  
using a discounted cash flow valuation method.  
Goodwill and intangible assets—  
Goodwill is not material to Toyota’s consolidated balance  
sheets.  
Intangible assets consist mainly of software. Intangible  
assets with a definite life are amortized on a straight-line  
basis with estimated useful lives mainly of 5 years.  
Intangible assets with an indefinite life are tested for  
impairment whenever events or circumstances indicate  
that a carrying amount of an asset (asset group) may not  
be recoverable. An impairment loss would be recognized  
when the carrying amount of an asset exceeds the estimated  
undiscounted cash flows used in determining the fair  
value of the asset. The amount of the impairment loss to  
be recorded is generally determined by the difference  
between the fair value of the asset using a discounted cash  
flow valuation method and the current book value.  
Inventories—  
Inventories are valued at cost, not in excess of market, cost  
being determined on the “average-cost” basis, except for  
the cost of finished products carried by certain subsidiary  
companies which is determined on the “specific identifi-  
cation” basis or “last-in, first-out” (“LIFO”) basis.  
Inventories valued on the LIFO basis totaled ¥190,642  
million and ¥233,440 million ($2,174 million) at March  
31, 2004 and 2005, respectively. Had the “first-in, first-  
out” basis been used for those companies using the LIFO  
basis, inventories would have been ¥21,463 million and  
¥31,894 million ($297 million) higher than reported at  
March 31, 2004 and 2005, respectively.  
Employee benefit obligations—  
Property, plant and equipment—  
Toyota has both defined benefit and defined contribution  
plans for employees’ retirement benefits. Retirement benefit  
obligations are measured by actuarial calculations in accor-  
dance with a Statement of Financial Accounting Standard  
(“FAS”) No. 87 Employers’ accounting for pensions (“FAS  
87”), “Accrued pension and severance costs” are determined  
by amounts of obligations, plan assets, unrecognized prior  
service costs and unrecognized actuarial gains/losses. A  
minimum pension liability is recorded for plans where the  
accumulated benefit obligation net of plan assets exceeds  
the accrued pension and severance costs.  
Property, plant and equipment are stated at cost. Major  
renewals and improvements are capitalized; minor  
replacements, maintenance and repairs are charged to  
current operations. Depreciation of property, plant and  
equipment is mainly computed on the declining-balance  
method for the parent company and Japanese subsidiaries  
and on the straight-line method for foreign subsidiary  
companies at rates based on estimated useful lives of the  
respective assets according to general class, type of  
construction and use. The estimated useful lives range  
from 3 to 60 years for buildings and from 2 to 20 years for  
machinery and equipment.  
Environmental matters—  
Vehicles and equipment on operating leases to third  
parties are originated by dealers and acquired by certain  
consolidated subsidiaries. Such subsidiaries are also the  
lessors of certain property that they acquire directly.  
Vehicles and equipment on operating leases are depre-  
ciated primarily on a straight-line method over the lease  
term, generally three years, to the estimated residual value.  
Environmental expenditures relating to current operations  
are expensed or capitalized as appropriate. Expenditures  
relating to existing conditions caused by past operations,  
which do not contribute to current or future revenues, are  
expensed. Liabilities for remediation costs are recorded  
when they are probable and reasonably estimable,  
generally no later than the completion of feasibility studies  
or Toyota’s commitment to a plan of action. The cost of  
each environmental liability is estimated by using current  
technology available and various engineering, financial  
and legal specialists within Toyota based on current law.  
Such liabilities do not reflect any offset for possible recov-  
eries from insurance companies and are not discounted.  
There were no material changes in these liabilities for all  
periods presented.  
Long-lived assets—  
Toyota reviews its long-lived assets, including investments  
in affiliated companies, for impairment whenever events  
or changes in circumstances indicate that the carrying  
amount of an asset may not be recoverable. An impairment  
loss would be recognized when the carrying amount of an  
asset exceeds the estimated undiscounted future cash flows  
8
4
>NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
Income taxes—  
Net income per share—  
The provision for income taxes is computed based on the  
pretax income included in the consolidated statement of  
income. The asset and liability approach is used to recog-  
nize deferred tax assets and liabilities for the expected  
future tax consequences of temporary differences between  
the carrying amounts and the tax bases of assets and  
liabilities. Valuation allowances are recorded to reduce  
deferred tax assets when it is more likely than not that a  
tax benefit will not be realized.  
Basic net income per common share is calculated by  
dividing net income by the weighted-average number of  
shares outstanding during the reported period. The  
calculation of diluted net income per common share is  
similar to the calculation of basic net income per share,  
except that the weighted-average number of shares  
outstanding includes the additional dilution from the  
assumed exercise of dilutive stock options.  
Stock-based compensation—  
Derivative financial instruments—  
Toyota measures compensation expense for its stock-  
based compensation plan using the intrinsic value  
method. Toyota accounts for the stock-based compensa-  
tion plans under the recognition and measurement  
principles of the Accounting Principles Board (“APB”)  
Opinion No. 25, Accounting for Stock Issued to Employees,  
and related Interpretations. No stock-based compensation  
cost is reflected in net income, as all options granted  
under those plans had an exercise price higher than the  
market value of the underlying common stock on the date  
of grant. The following table illustrates the effect on net  
income and earnings per share if the company had applied  
the fair value recognition provisions of FAS No. 123,  
Accounting for Stock-Based Compensation (“FAS 123”), to  
stock-based employee compensation. See note 18 to the  
consolidated financial statements for weighted-average  
assumptions used in option pricing model.  
Toyota employs derivative financial instruments, includ-  
ing forward foreign currency exchange contracts, foreign  
currency options, interest rate swaps, interest rate  
currency swap agreements and interest rate options to  
manage its exposure to fluctuations in interest rates and  
foreign currency exchange rates. Toyota does not use  
derivatives for speculation or trading purposes. Changes  
in the fair value of derivatives are recorded each period in  
current earnings or through other comprehensive income,  
depending on whether a derivative is designated as part of  
a hedge transaction and the type of hedge transaction. The  
ineffective portion of all hedges is recognized currently in  
operations.  
U.S. dollars  
in millions  
Yen in millions  
For the year  
For the years ended March 31,  
2004  
ended March 31,  
2003  
2005  
2005  
Net income  
As reported.....................................................................................  
Deduct: Total stock-based compensation expenses  
determined under fair value based method  
¥750,942  
¥1,162,098  
¥1,171,260  
$10,907  
for all awards, net of related tax effects ..................................  
Pro forma .......................................................................................  
(1,406)  
(1,292)  
(1,571)  
(15)  
¥749,536  
¥1,160,806  
¥1,169,689  
$10,892  
Net income per share  
Basic  
As reported.............................................  
Pro forma ...............................................  
¥211.32  
210.92  
¥342.90  
342.51  
¥355.35  
354.87  
$3.31  
3.30  
Diluted  
As reported.............................................  
Pro forma ...............................................  
¥211.32  
210.92  
¥342.86  
342.48  
¥355.28  
354.80  
$3.31  
3.30  
Other comprehensive income—  
sive income is primarily comprised of unrealized gains/  
losses on marketable securities designated as available-for-  
sale, foreign currency translation adjustments, gains/losses  
on certain derivative instruments and adjustments attrib-  
uted to additional minimum pension liabilities associated  
with Toyota’s defined benefit pension plans.  
Other comprehensive income refers to revenues, expenses,  
gains and losses that, under accounting principles gen-  
erally accepted in the United States of America are included  
in comprehensive income, but are excluded from net  
income as these amounts are recorded directly as an adjust-  
ment to shareholders’ equity. Toyota’s other comprehen-  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 85  
Accounting changes—  
standard as of the beginning of the first interim or annual  
In September 2004, the Emerging Issues Task Force  
period that begins after June 15, 2005 under Statement  
No. 123(R), the Securities and Exchange Commission has  
amended the compliance date and Toyota is required to  
adopt the Standard for the year ending March 31, 2007.  
Management does not expect this statement to have a mate-  
rial impact on Toyota’s consolidated financial statements.  
In December 2004, FASB issued FAS No. 153, Exchanges  
of Nonmonetary Assets — an amendment of APB Opinion  
No. 29 (“FAS 153”). The guidance in APB Opinion No. 29,  
Accounting for Nonmonetary Transactions, is based on the  
principle that exchanges of nonmonetary assets should be  
measured based on the fair value of the assets exchanged.  
The guidance in that Opinion; however, included certain  
exceptions to that principle. FAS 153 amends Opinion 29  
to eliminate the exception for nonmonetary exchanges of  
similar productive assets and replaces it with a general  
exception for exchanges of nonmonetary assets that do  
not have commercial substance. A nonmonetary exchange  
has commercial substance if the future cash flows of the  
entity are expected to change significantly as a result of the  
exchange. FAS 153 is effective for nonmonetary asset  
exchanges occurring in fiscal periods beginning after June  
15, 2005. Management does not expect this statement to  
have a material impact on Toyota’s consolidated financial  
statements.  
In March 2005, FASB issued the FASB Interpretation  
No. 47, Accounting for Conditional Asset Retirement  
Obligations — an interpretation of FASB Statement No. 143  
(“FIN 47”). This Interpretation clarifies that the term  
conditional asset retirement obligation as used in FASB  
Statement No. 143, Accounting for Asset Retirement  
Obligations, refers to a legal obligation to perform an asset  
retirement activity in which the timing and (or) method of  
settlement are conditional on a future event that may or  
may not be within the control of the entity. FIN 47  
requires a company to recognize a liability for the fair  
value of a conditional asset retirement obligation if the fair  
value of the liability can be reasonably estimated. The fair  
value of a liability for the conditional asset retirement  
obligation should be recognized when incurred. FIN 47 is  
effective no later than the end of fiscal years ending after  
December 15, 2005. Management does not expect this  
statement to have a material impact on Toyota’s consoli-  
dated financial statements.  
(“EITF”) reached consensus on the disclosure provisions  
in its Issue No. 03-1, The Meaning of Other-Than-  
Temporary Impairment and Its Application to Certain  
Investments (“EITF 03-1”) for investments accounted for  
under FAS No. 115, Accounting for Certain Investments in  
Debt and Equity Securities, and FAS No. 124, Accounting  
for Certain Investments Held by Not-for-Profit Organizations.  
See Note 6 for disclosures required by those provisions.  
Recent pronouncements to be adopted in future periods—  
In November 2004, the Financial Accounting Standards  
Board (“FASB”) issued FAS No. 151, Inventory Costs—an  
amendment of ARB No. 43, Chapter 4 (“FAS 151”). FAS  
151 amends the guidance in ARB No. 43, Chapter 4,  
“Inventory Pricing,” to clarify the accounting for abnor-  
mal amounts of idle facility expense, freight, handling  
costs, and wasted material (spoilage). Paragraph 5 of ARB  
43, Chapter 4, previously stated that “. . . under some  
circumstances, items such as idle facility expense, excessive  
spoilage, double freight, and rehandling costs may be so  
abnormal as to require treatment as current period  
charges. . . .”. FAS 151 requires that those items be  
recognized as current-period charges regardless of  
whether they meet the criterion of “so abnormal.” In  
addition, this Statement requires that allocation of fixed  
production overheads to the costs of conversion be based  
on the normal capacity of the production facilities. FAS  
151 is effective for inventory costs incurred during fiscal  
years beginning after June 15, 2005. Management does not  
expect this statement to have a material impact on  
Toyota’s consolidated financial statements.  
In December 2004, FASB issued FAS No. 123(R), Share-  
Based Payment (revised 2004) (“FAS 123(R)”). FAS 123(R)  
is a revision of FASB Statement No. 123, Accounting for  
Stock-Based Compensation (“FAS 123”), supersedes APB  
Opinion No. 25, Accounting for Stock Issued to Employees  
(“APB 25”), and its related implementation guidance. FAS  
123(R) requires a public entity to measure the cost of  
employee services received in exchange for an award of  
equity instruments based on the grant-date fair value of  
the award. That cost will be recognized over the period  
during which an employee is required to provide service  
in exchange for the award. FAS 123(R) also requires a  
public entity to initially measure the cost of employee  
services received in exchange for an award of liability  
instruments based on its current fair value; the fair value  
of that award will be remeasured subsequently at each  
reporting date through the settlement date. Changes in  
fair value will be recognized as compensation cost over  
that period. Although Toyota is required to implement the  
In May 2005, FASB issued FAS No. 154, Accounting  
Changes and Error Corrections — a replacement of APB No.  
20 and FAS No. 3 (“FAS 154”). FAS 154 replaces APB  
Opinion No. 20, Accounting Changes, and FASB Statement  
No. 3, Reporting Accounting Changes in Interim Financial  
Statements, and changes the requirements for the account-  
ing for and reporting of a change in accounting principle.  
8
6
>NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
FAS 154 applies to all voluntary changes in accounting  
principle. It also applies to changes required by an  
accounting pronouncement when the pronouncement  
does not include specific transition provisions. APB  
Opinion 20 previously required that most voluntary changes  
in accounting principle be recognized by including in net  
income of the period of the change the cumulative effect  
of changing to the new accounting principle. FAS 154  
requires retrospective application to prior periods’ finan-  
cial statements of changes in accounting principle. FAS  
154 is effective for accounting changes and corrections of  
errors made in fiscal years beginning after December 15,  
2005. The impact of applying FAS 154 will depend on the  
change, if any, that Toyota may identify and record in  
future periods.  
Reclassifications—  
Certain prior year amounts have been reclassified to conform  
to the presentations for the year ended March 31, 2005.  
3
. U.S. DOLLAR AMOUNTS  
U.S. dollar amounts presented in the consolidated  
financial statements and related notes are included solely  
for the convenience of the reader and are unaudited.  
These translations should not be construed as  
representations that the yen amounts actually represent,  
or have been or could be converted into, U.S. dollars. For  
this purpose, the rate of ¥107.39 = U.S. $1, the approxi-  
mate current exchange rate at March 31, 2005, was used  
for the translation of the accompanying consolidated  
financial amounts of Toyota as of and for the year ended  
March 31, 2005.  
4
. SUPPLEMENTAL CASH FLOW INFORMATION  
Cash payments for income taxes were ¥584,969 million,  
627,483 million and ¥694,985 million ($6,472 million)  
for the years ended March 31, 2003, 2004 and 2005,  
respectively. Interest payments during the years ended  
March 31, 2003, 2004 and 2005 were ¥216,888 million,  
the basis that the Automotive sales operations collected  
the trade receivables despite the fact that no cash received  
from a consolidated perspective related to the trade  
receivables as it was an intercompany transaction. The  
change in classification in the statements of cash flows for  
all periods presented reflects the fact that no cash was  
received by Toyota upon a sale to dealers and as a result,  
eliminates the effects of the intercompany transactions  
and reflects cash receipts from the sale of inventory as  
operating activities. In addition, the cash flows from  
finance receivables relating to the sale of Toyota product  
inventories, other than the above-described wholesale  
receivables, were also reclassified from investing activities  
to operating activities. Such cash flows include cash flows  
from sales-type lease receivables attributed to sales-type  
lease transactions involving inventories of Toyota  
products. The current presentation in the statements of  
cash flows reflects all cash flows relating to the sale of  
inventories as “Changes in accounts and notes receivable”  
in operating activities. Net cash outflows from finance  
receivables relating to the sale of inventories reported in  
operating activities in the consolidated statements of cash  
flows for the year ended March 31, 2005 was ¥55,951  
million ($521 million).  
¥
¥203,257 million and ¥226,615 million ($2,110 million),  
respectively.  
Capital lease obligations of ¥13,461 million, ¥4,826  
million and ¥3,571 million ($33 million) were incurred  
for the years ended March 31, 2003, 2004 and 2005,  
respectively.  
For the year ended March 31, 2005, Toyota decided to  
change its presentation of cash flows attributed to a  
certain portion of finance receivables in the consolidated  
statements of cash flows. Certain prior-period amounts  
have been reclassified to conform to the current year  
presentation. The decision to change the classification was  
based on concerns raised by the staff of the Division of  
Corporation Finance of the Securities and Exchange  
Commission. Historically, Toyota had reported the origi-  
nation and collection activities of its wholesale financing  
transactions as investing activities in the consolidated  
statements of cash flows. Consequently, when Toyota’s  
products were sold to its dealers through the use of  
Toyota’s wholesale financing program, investing cash  
outflows were reported on the basis that the Financial  
Services operations originated the wholesale finance  
receivables, while operating cash inflows were reported on  
The table below is a reconciliation of Toyota’s current  
year presentation of cash flows attributed to finance  
receivables compared to the presentation of cash flows  
reported in prior years.  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 87  
Yen in millions  
For the years ended March 31,  
2003  
2004  
Net cash provided by operating activities  
As previously reported ............................................................................................................................  
Amount reclassified from investing activities ...................................................................................  
After reclassification................................................................................................................................  
¥2,085,047  
(144,959)  
¥1,940,088  
¥2,283,023  
(96,289)  
¥2,186,734  
Net cash provided by investing activities  
As previously reported ............................................................................................................................  
Amount reclassified to operating activities .......................................................................................  
After reclassification................................................................................................................................  
¥(2,146,407) ¥(2,312,784)  
144,959 96,289  
¥(2,001,448) ¥(2,216,495)  
5
. ACQUISITIONS AND DISPOSITIONS  
During the year ended March 31, 2004, Toyota acquired  
additional ownerships in the following four contract  
manufacturers, Toyota Auto Body Corporation, Kanto  
Auto Works LTD, Central Motor CO., LTD, and P.T.  
Toyota Motor Manufacturing Indonesia. All of them are  
primarily engaged in manufacturing Toyota brand vehicles.  
Until the date of each acquisition, Toyota accounted for  
its investments in these contract manufacturers by the  
equity method because Toyota was considered to have  
significant influence of these companies. Subsequent to  
the date of each acquisition, Toyota’s consolidated financial  
statements include the accounts of these contract manu-  
facturers. The fair values of assets acquired and liabilities  
assumed at the dates of acquisition based on the allocation  
of the aggregate purchase price for these acquisitions are  
as follows:  
Yen in millions  
For the years ended  
March 31, 2004  
Assets acquired .............................................................................................................................................................................  
Liabilities assumed .......................................................................................................................................................................  
Minority interest ..........................................................................................................................................................................  
Goodwill .......................................................................................................................................................................................  
Less—Cash acquired....................................................................................................................................................................  
Net cash paid............................................................................................................................................................................  
¥488,939  
(372,277)  
(97,008)  
9,557  
(11,703)  
¥ 17,508  
Pro forma information related to these acquisitions is  
not included because the impact of these acquisitions,  
either individually or in the aggregate, on Toyota’s consoli-  
dated results of operations is not considered to be material.  
During the years ended March 31, 2003, 2004 and 2005,  
Toyota made a number of other acquisitions, however  
assets acquired and liabilities assumed were not material.  
6
. MARKETABLE SECURITIES AND OTHER SECURITIES INVESTMENTS  
Marketable securities and other securities investments include debt and equity securities for which the aggregate cost,  
gross unrealized gains and losses and fair value are as follows:  
Yen in millions  
March 31, 2004  
Gross  
unrealized  
gains  
Gross  
unrealized  
losses  
Fair  
value  
Cost  
Available-for-sale  
Debt securities.............................................................................  
Equity securities..........................................................................  
Total ........................................................................................  
¥1,606,685  
460,778  
¥ 10,094  
492,483  
¥1,626  
¥1,615,153  
952,541  
720  
¥2,067,463  
¥502,577  
¥2,346  
¥2,567,694  
Securities not practicable to determine fair value  
Debt securities.............................................................................  
Equity securities..........................................................................  
Total ........................................................................................  
¥ 43,382  
79,352  
¥122,734  
8
8
>NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
Yen in millions  
March 31, 2005  
Gross  
unrealized  
gains  
Gross  
unrealized  
losses  
Fair  
value  
Cost  
Available-for-sale  
Debt securities.............................................................................  
¥2,205,420  
451,903  
¥ 14,113  
453,494  
¥6,928  
¥2,212,605  
904,804  
Equity securities..........................................................................  
Total ........................................................................................  
593  
¥2,657,323  
¥467,607  
¥7,521  
¥3,117,409  
Securities not practicable to determine fair value  
Debt securities.............................................................................  
Equity securities..........................................................................  
Total ........................................................................................  
¥ 19,917  
109,940  
¥129,857  
U.S. dollars in millions  
March 31, 2005  
Gross  
unrealized  
gains  
Gross  
unrealized  
losses  
Fair  
value  
Cost  
Available-for-sale  
Debt securities.............................................................................  
Equity securities..........................................................................  
Total ........................................................................................  
$20,537  
4,208  
$
131  
4,223  
$4,354  
$64  
$20,604  
8,425  
6
$24,745  
$70  
$29,029  
Securities not practicable to determine fair value  
Debt securities.............................................................................  
Equity securities..........................................................................  
Total ........................................................................................  
$
185  
1,025  
$1,210  
Unrealized losses continuously over a 12 month period  
or more in the aggregate were not material at March 31,  
In the ordinary course of business, Toyota maintains  
long-term investment securities, included in “Marketable  
securities and other securities investments” and issued by  
a number of non-public companies which are recorded at  
cost, as their fair values were not readily determinable.  
Management employs a systematic methodology to assess  
the recoverability of such investments by reviewing the  
financial viability of the underlying companies and the  
prevailing market conditions in which these companies  
operate to determine if Toyota’s investment in each  
individual company is impaired and whether the  
impairment is other-than-temporary. Toyota performs  
this impairment test semi-annually for significant  
investments recorded at cost. If the impairment is  
determined to be other-than-temporary, the cost of the  
investment is written-down by the impaired amount and  
the losses are recognized currently in operations.  
2004 and 2005.  
At March 31, 2004 and 2005, debt securities classified as  
available-for-sale mainly consist of Japanese government  
bonds and corporate debt securities with maturities from  
one to ten years.  
Proceeds from sales of available-for-sale securities were  
¥197,985 million, ¥183,808 million and ¥121,369 million  
($1,130 million) for the years ended March 31, 2003, 2004  
and 2005, respectively. On those sales, gross realized gains  
were ¥6,518 million, ¥8,780 million and ¥14,551 million  
($135 million) and gross realized losses were ¥103 million,  
¥139 million and ¥231 million ($2 million), respectively.  
During the years ended March 31, 2003, 2004 and 2005,  
Toyota recognized impairment losses on available-for-sale  
securities of ¥111,346 million, ¥3,063 million, and ¥2,324  
million ($22 million), respectively, which are included in  
“Other income (loss), net” in the accompanying con-  
solidated statements of income.  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 89  
7
. FINANCE RECEIVABLES  
Finance receivables consist of the following:  
U.S. dollars  
Yen in millions  
March 31,  
in millions  
March 31,  
2005  
2004  
2005  
Retail ................................................................................................................................  
Finance leases...................................................................................................................  
Wholesale and other dealer loans ...................................................................................  
¥3,643,998  
912,622  
¥4,780,250  
758,632  
$44,513  
7,064  
1,680,907  
1,773,440  
7,312,322  
(233,417)  
(91,829)  
16,514  
68,091  
(2,173)  
(855)  
6,237,527  
Unearned income ............................................................................................................  
Allowance for credit losses ..............................................................................................  
Total finance receivables, net .................................................................................  
Less—Current portion ...................................................................................................  
Noncurrent finance receivables, net ......................................................................  
(298,153)  
(87,462)  
5,851,912  
(2,622,939)  
¥3,228,973  
6,987,076  
(3,010,135)  
¥3,976,941  
65,063  
(28,030)  
$37,033  
As discussed in Note 4, from the year ended March 31,  
005, Toyota reclassified cash flows attributed to a certain  
allowance for credit losses attributed to these receivables is  
not significant.  
2
portion of its finance receivables in the consolidated  
statements of cash flows. Included in finance receivables  
are receivables relating to the sale of inventories amount-  
ing to ¥595,532 million and ¥677,236 million ($6,306  
million) as of March 31, 2004 and 2005, respectively. The  
The contractual maturities of retail receivables, the  
future minimum lease payments on finance leases and  
wholesale and other dealer loans at March 31, 2005 are  
summarized as follows:  
Yen in millions  
Finance  
U.S. dollars in millions  
Wholesale  
and other  
Wholesale  
and other  
Finance  
lease  
Years ending March 31  
Retail  
¥1,422,669  
1,230,247  
1,029,558  
705,674  
lease  
dealer loans  
Retail  
dealer loans  
2
2
2
2
2
006 ...............................................  
007 ...............................................  
008 ...............................................  
009 ...............................................  
010 ...............................................  
¥204,611  
131,518  
99,357  
38,024  
13,307  
779  
¥1,477,817  
71,824  
$13,248  
11,456  
9,587  
6,571  
3,063  
588  
$1,905  
$13,761  
669  
1,225  
925  
59,051  
550  
87,415  
354  
814  
328,916  
57,082  
124  
532  
Thereafter.......................................  
63,186  
20,251  
7
188  
¥4,780,250  
¥487,596  
¥1,773,440  
$44,513  
$4,540  
$16,514  
Finance leases consist of the following:  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2004  
2005  
2005  
Minimum lease payments ...............................................................................................  
Estimated unguaranteed residual values ........................................................................  
¥617,890  
294,732  
¥487,596  
271,036  
758,632  
(71,702)  
(6,502)  
$4,540  
2,524  
7,064  
(668)  
(60)  
912,622  
Less—Unearned income ................................................................................................  
Less—Allowance for credit losses ..................................................................................  
Finance leases, net..................................................................................................  
(104,736)  
(25,015)  
¥782,871  
¥680,428  
$6,336  
9
0
>NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
Toyota maintains a program to sell retail and lease  
retained interests are held as restricted assets subject to  
limited recourse provisions and provide credit enhance-  
ment to the senior securities in Toyota’s securitization  
transactions. The retained interests are not available to  
satisfy any obligations of Toyota. Investors in the securiti-  
zations have no recourse to Toyota beyond Toyota’s  
retained subordinated interests and any amounts drawn  
on the revolving liquidity notes. Toyota’s exposure to  
these retained interests exists until the associated securities  
are paid in full. Investors do not have recourse to other  
assets held by Toyota for failure of obligors on the  
receivables to pay when due or otherwise.  
finance receivables. Under the program, Toyota’s securiti-  
zation transactions are generally structured as qualifying  
SPEs (“QSPE”s), thus Toyota achieves sale accounting  
treatment under the provisions of FAS No. 140 Accounting  
for Transfers and Servicing of Financial Assets and  
Extinguishments of Liabilities (“FAS 140”). Toyota recog-  
nizes a gain or loss on the sale of the finance receivables  
upon the transfer of the receivables to the securitization  
trusts structured as a QSPE. Toyota retains servicing rights  
and earns a contractual servicing fee of 1% per annum on  
the total monthly outstanding principal balance of the  
related securitized receivables. In a subordinated capacity,  
Toyota retains interest-only strips, subordinated securities,  
and cash reserve funds in these securitizations, and these  
The following table summarizes certain cash flows  
received from and paid to the securitization trusts for the  
years ended March 31, 2003, 2004 and 2005.  
U.S. dollars  
in millions  
Yen in millions  
For the year  
For the years ended March 31,  
2004  
ended March 31,  
2003  
2005  
2005  
Proceeds from new securitizations, net of purchased  
and retained securities....................................................................  
Servicing fees received ......................................................................  
Excess interest received from interest only strips ...........................  
Repurchases of receivables ...............................................................  
Servicing advances............................................................................  
Reimbursement of servicing and maturity advances......................  
¥412,594  
6,868  
¥168,135  
6,860  
¥48,958  
$456  
35  
3,762  
9,140  
15,313  
(11,466)  
(1,098)  
122  
20,514  
(33,614)  
(792)  
85  
(34,675)  
(215)  
(323)  
(2)  
8
1,358  
860  
Toyota sold finance receivables under the program and  
recognized pretax gains resulting from these sales of  
At March 31, 2004 and 2005, Toyota’s retained interests  
relating to these securitizations include interest in trusts,  
interest-only strips, and other receivables, amounting to  
¥50,625 million and ¥18,896 million ($176 million),  
respectively.  
¥
16,202 million, ¥5,608 million and ¥323 million ($3  
million) for the years ended March 31, 2003, 2004 and  
005, respectively, after providing an allowance for esti-  
2
mated credit losses. The gain on sale recorded depends on  
the carrying amount of the assets at the time of the sale.  
The carrying amount is allocated between the assets sold  
and the retained interests based on their relative fair values  
at the date of the sale. The key economic assumptions  
initially and subsequently measuring the fair value of  
retained interests include the market interest rate environ-  
ment, severity and rate of credit losses, and the prepay-  
ment speed of the receivables. All key economic assumptions  
used in the valuation of the retained interests are reviewed  
periodically and are revised as considered necessary.  
Toyota recorded impairments on retained interests  
totaling ¥2,440 million for the year ended March 31, 2003.  
These impairments were calculated by discounting cash  
flows using management’s estimates and other key eco-  
nomic assumptions. No impairment losses on retained  
interests were recorded for the years ended March 31,  
2004 and 2005.  
Key economic assumptions used in measuring the fair  
value of retained interests at the sale date of securitization  
transactions completed during the years ended March 31,  
2003, 2004 and 2005 were as follows:  
For the years ended March, 31  
2
003  
2004  
2005  
0.7%–1.1%  
1.85  
Prepayment speed related to securitizations..................................................................... 1.0%–1.5%  
Weighted-average life (in years) ........................................................................................ 1.45–1.85  
Expected annual credit losses............................................................................................. 0.50%–0.80%  
Discount rate used on the subordinated securities........................................................... 5.0%  
Discount rate used on other retained interests ................................................................. 8.0%–15.0%  
1.0%–1.5%  
1.70–1.85  
0.50%–0.80%  
5.0%  
0.30%  
8.0%–15.0%  
15.0%  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 91  
Expected cumulative static pool losses over the life of  
the securitizations are calculated by taking actual life to  
date losses plus projected losses and dividing the sum by  
the original balance of each pool of assets. Expected  
cumulative static pool credit losses for the retail loans  
securitized for the years ended March 31, 2003, 2004 and  
2005 were 0.54%, 0.50%, and 0.47%, respectively.  
The key economic assumptions and the sensitivity of  
the current fair value of the retained interest to an  
immediate 10 and 20 percent adverse change in those  
economic assumptions are presented below.  
U.S. dollars  
Yen in millions  
March 31,  
in millions  
March 31,  
2005  
2005  
Prepayment speed assumption (annual rate) ...............................................................................................  
Impact on fair value of 10% adverse change ............................................................................................  
Impact on fair value of 20% adverse change ............................................................................................  
Residual cash flows discount rate (annual rate) ...........................................................................................  
Impact on fair value of 10% adverse change ............................................................................................  
Impact on fair value of 20% adverse change ............................................................................................  
0.7%–1.7%  
¥ (861)  
$ (8)  
(16)  
(1,725)  
5.0%–15.0%  
¥ (258)  
$ (2)  
(6)  
(617)  
Expected credit losses (annual rate) .............................................................................................................. 0.50%–1.04%  
Impact on fair value of 10% adverse change ............................................................................................  
Impact on fair value of 20% adverse change ............................................................................................  
¥(352)  
(705)  
$(3)  
(7)  
These hypothetical scenarios do not reflect expected  
market conditions and should not be used as a prediction  
of future performance. As the figures indicate, changes in  
the fair value may not be linear. Also, in this table, the  
effect of a variation in a particular assumption on the fair  
value of the retained interest is calculated without  
changing any other assumption. Actual changes in one  
factor may result in changes in another, which might  
magnify or counteract the sensitivities. Actual cash flows  
may differ from the above analysis.  
Outstanding receivable balances and delinquency  
amounts for managed retail and lease receivables, which  
include both owned and securitized receivables, as of March  
31, 2004 and 2005 are as follows:  
U.S. dollars  
Yen in millions  
March 31,  
in millions  
March 31,  
2005  
2004  
2005  
Principal amount outstanding........................................................................................  
Delinquent amounts over 60 days or more....................................................................  
¥4,819,938  
19,379  
¥5,585,672  
23,396  
$52,013  
218  
Comprised of:  
Receivables owned.......................................................................................................  
Receivables securitized................................................................................................  
¥4,328,906  
491,032  
¥5,305,464  
280,208  
$49,404  
2,609  
Credit losses, net of recoveries attributed to managed retail and lease receivables for the years ended March 31, 2004  
and 2005 totaled ¥48,011 million and ¥34,455 million ($321 million), respectively.  
8
. OTHER RECEIVABLES  
Other receivables relate to arrangements with certain component manufacturers whereby Toyota procures inventory for  
these component manufacturers and is reimbursed for the related purchases.  
9
2
>NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
9
. INVENTORIES  
Inventories consist of the following:  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2004  
2005  
2005  
Finished goods .................................................................................................................  
Raw materials...................................................................................................................  
Work in process...............................................................................................................  
Supplies and other ...........................................................................................................  
¥ 717,201  
155,162  
165,597  
45,366  
¥ 890,118  
189,675  
179,943  
46,973  
$ 8,289  
1,766  
1,676  
437  
¥1,083,326  
¥1,306,709  
$12,168  
1
0. VEHICLES AND EQUIPMENT ON OPERATING LEASES  
Vehicles and equipment on operating leases consist of the following:  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2004  
2005  
2005  
Vehicles ............................................................................................................................  
Equipment........................................................................................................................  
¥1,387,404  
106,376  
¥1,736,238  
92,459  
$16,168  
861  
1,493,780  
1,828,697  
17,029  
Less—Accumulated depreciation ..................................................................................  
Vehicles and equipment on operating leases, net .................................................  
(375,861)  
(424,609)  
(3,954)  
$13,075  
¥1,117,919  
¥1,404,088  
Rental income from vehicles and equipment on operating leases was ¥293,366 million, ¥267,252 million and ¥291,205  
million ($2,712 million) for the years ended March 31, 2003, 2004 and 2005, respectively. Future minimum rentals from  
vehicles and equipment on operating leases are due in installments as follows:  
U.S. dollars  
Years ending March 31,  
Yen in millions  
¥304,672  
214,761  
128,713  
51,124  
in millions  
$2,837  
2,000  
1,198  
476  
2
2
2
2
2
006 .................................................................................................................................................................  
007 .................................................................................................................................................................  
008 .................................................................................................................................................................  
009 .................................................................................................................................................................  
010 .................................................................................................................................................................  
14,718  
137  
Thereafter........................................................................................................................................................  
Total minimum future rentals.......................................................................................................................  
11,123  
104  
¥725,111  
$6,752  
The future minimum rentals as shown above should not be considered indicative of future cash collections.  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 93  
1
1. ALLOWANCE FOR DOUBTFUL ACCOUNTS AND CREDIT LOSSES  
An analysis of activity within the allowance for doubtful accounts relating to trade accounts and notes receivable for the  
years ended March 31, 2003, 2004 and 2005 is as follows:  
U.S. dollars  
in millions  
Yen in millions  
For the year  
For the years ended March 31,  
2004  
ended March 31,  
2003  
2005  
2005  
$569  
147  
Allowance for doubtful accounts at beginning of year...................  
Provision for doubtful accounts ......................................................  
Write-offs..........................................................................................  
Other .................................................................................................  
Allowance for doubtful accounts at end of year.........................  
¥59,864  
5,953  
¥53,172  
16,540  
¥61,121  
15,752  
(12,855)  
(8,267)  
¥55,751  
(6,035)  
(6,610)  
¥53,172  
(2,598)  
(5,993)  
¥61,121  
(120)  
(77)  
$519  
The other amount includes the impact of consolidation  
and deconsolidation of certain entities due to changes in  
ownership interest and currency translation adjustments  
for the years ended March 31, 2003, 2004 and 2005.  
A portion of the allowance for doubtful accounts  
balance at March 31, 2004 and 2005 totaling ¥32,155  
million and ¥37,095 million ($345 million), respectively, is  
attributed to certain non-current receivable balances  
which are reported as other assets in the consolidated  
balance sheets.  
An analysis of the allowance for credit losses relating to  
finance receivables and vehicles and equipment on  
operating leases for the years ended March 31, 2003, 2004  
and 2005 is as follows:  
U.S. dollars  
in millions  
Yen in millions  
For the year  
For the years ended March 31,  
2004  
ended March 31,  
2003  
2005  
2005  
$ 815  
441  
Allowance for credit losses at beginning of year .............................  
Provision for credit losses ................................................................  
Charge-offs, net of recoveries ..........................................................  
Other .................................................................................................  
Allowance for credit losses at end of year ...................................  
¥ 63,053  
93,884  
¥116,888  
66,598  
¥ 87,462  
47,402  
(44,587)  
1,552  
(51,914)  
11,865  
(92,835)  
(3,189)  
(415)  
14  
¥116,888  
¥ 87,462  
¥ 91,829  
$ 855  
The other amount primarily includes the impact of currency translation adjustments for the years ended March 31,  
003, 2004 and 2005.  
2
1
2. AFFILIATED COMPANIES AND VARIABLE INTEREST ENTITIES  
Investments in and transactions with affiliated companies —  
Summarized financial information for affiliated companies accounted for by the equity method is shown below:  
U.S. dollars  
Yen in millions  
March 31,  
in millions  
March 31,  
2005  
2004  
2005  
Current assets...................................................................................................................  
Noncurrent assets ............................................................................................................  
Total assets ..............................................................................................................  
Current liabilities.............................................................................................................  
Long-term liabilities ........................................................................................................  
Shareholders’ equity ........................................................................................................  
Total liabilities and shareholders’ equity ...................................................................  
Toyota’s share of shareholders’ equity ...........................................................................  
Number of affiliated companies accounted for by the equity method  
¥ 4,632,926  
7,128,587  
¥ 5,282,960  
8,017,220  
$ 49,194  
74,655  
¥11,761,513  
¥ 3,407,702  
3,823,124  
¥13,300,180  
¥ 3,982,816  
4,167,042  
$123,849  
$ 37,087  
38,803  
4,530,687  
5,150,322  
47,959  
¥11,761,513  
¥ 1,358,079  
¥13,300,180  
¥ 1,556,236  
$123,849  
$ 14,491  
at end of period..............................................................................................................  
53  
56  
9
4
>NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
U.S. dollars  
in millions  
Yen in millions  
For the year  
For the years ended March 31,  
2004  
ended March 31,  
2003  
2005  
2005  
Net revenues......................................................................................  
Gross profit .......................................................................................  
Net income........................................................................................  
¥13,661,769  
¥ 1,654,250  
¥13,187,869  
¥ 1,650,233  
¥15,359,634  
¥ 1,900,344  
$143,027  
$ 17,696  
¥
187,330  
¥
403,213  
¥
420,640  
$ 3,917  
Entities comprising a significant portion of Toyota’s  
investment in affiliated companies include Denso  
Corporation; Aioi Insurance Co., Ltd.; Toyota Industries  
Corporation; Toyota Tsusho Corporation; and Aisin Seiki  
Co., Ltd.  
method with carrying amounts of ¥1,024,084 million and  
¥1,235,535 million ($11,505 million) at March 31, 2004  
and 2005, respectively, were quoted on various established  
markets at an aggregate value of ¥1,383,398 million and  
¥1,827,725 million ($17,020 million), respectively.  
Certain affiliated companies accounted for by the equity  
Account balances and transactions with affiliated companies are presented below:  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2004  
2005  
2005  
Trade accounts and notes receivable, and other receivables.........................................  
Accounts payable and other payables.............................................................................  
¥129,036  
460,730  
¥179,519  
463,870  
$1,672  
4,319  
U.S. dollars  
in millions  
Yen in millions  
For the year  
For the years ended March 31,  
2004  
ended March 31,  
2003  
2005  
2005  
Net revenues......................................................................................  
Purchases...........................................................................................  
¥ 921,636  
3,725,315  
¥ 883,112  
2,577,696  
¥1,150,523  
2,923,325  
$10,714  
27,222  
Dividends from affiliated companies accounted for by  
the equity method for the years ended March 31, 2003,  
Variable interest entities—  
Toyota enters into securitization transactions with certain  
special-purpose entities. However, substantially all securi-  
tization transactions are with entities that are qualifying  
special-purpose entities under FAS 140 and thus no  
material variable interest entities (“VIEs”) relating to these  
securitization transactions.  
Certain joint ventures in which Toyota has invested are  
VIEs for which Toyota is not the primary beneficiary.  
However, neither the aggregate size of these joint ventures  
nor Toyota’s involvements in these entities are material to  
Toyota’s consolidated financial statements.  
2
¥
004 and 2005 were ¥18,270 million, ¥15,722 million and  
22,164 million ($206 million), respectively.  
Toyota has convertible debt securities issued by  
affiliated companies accounted for by the equity method,  
which were included in “Investments and other assets—  
Affiliated companies” in the consolidated balance sheets at  
fair value. Fair value of those securities as of March 31,  
2
(
004 and 2005 were ¥8,005 million and ¥11,124 million  
$104 million), respectively. Maturities of these converti-  
ble debt securities are in one year.  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 95  
1
3. SHORT-TERM BORROWINGS AND LONG-TERM DEBT  
Short-term borrowings at March 31, 2004 and 2005 consist of the following:  
U.S. dollars  
Yen in millions  
March 31,  
in millions  
March 31,  
2005  
2004  
2005  
Loans, principally from banks, with a weighted-average interest  
at March 31, 2004 and March 31, 2005 of 1.29% and 1.58%  
per annum, respectively.................................................................................................  
Commercial paper with a weighted-average interest  
¥ 806,508  
1,382,516  
¥ 789,801  
$ 7,354  
at March 31, 2004 and March 31, 2005 of 1.47% and of 2.81%  
per annum, respectively................................................................................................  
1,592,026  
14,825  
¥2,189,024  
¥2,381,827  
$22,179  
At March 31, 2005, Toyota has unused short-term lines of  
credit amounting to ¥1,617,351 million ($15,061 million)  
of which ¥619,387 million ($5,768 million) related to  
commercial paper programs. Under these programs, Toyota  
is authorized to obtain short-term financing at prevailing  
interest rates for periods not in excess of 360 days.  
Long-term debt at March 31, 2004 and 2005 comprises the following:  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2004  
2005  
2005  
Unsecured loans, representing obligations principally to banks,  
due 2004 to 2025 in 2004 and due 2005 to 2025 in 2005  
with interest ranging from 0.05% to 16.00% per annum in 2004  
and from 0.05% to 27.00% per annum in 2005...........................................................  
Secured loans, representing obligations principally to banks,  
¥
669,751  
¥
894,212  
$
8,327  
due 2004 to 2019 in 2004 and due 2005 to 2019 in 2005  
with interest ranging from 0.35% to 5.04% per annum in 2004  
and from 0.35% to 5.60% per annum in 2005.............................................................  
Medium-term notes of consolidated subsidiaries, due 2004 to 2019 in 2004  
and due 2005 to 2035 in 2005 with interest ranging from 0.05% to 7.59%  
per annum in 2004 and from 0.01% to 7.59% per annum in 2005............................  
Unsecured notes of parent company, due 2008 to 2018 in 2004  
29,307  
3,027,920  
500,000  
24,320  
3,447,104  
500,000  
226  
32,099  
4,656  
and due 2008 to 2018 in 2005 with interest ranging from 1.33% to 3.00%  
per annum in 2004 and from 1.33% to 3.00% per annum in 2005............................  
Unsecured notes of consolidated subsidiaries, due 2004 to 2031 in 2004  
and due 2005 to 2031 in 2005 with interest ranging from 0.27% to 7.00%  
per annum in 2004 and from 0.27% to 7.00% per annum in 2005............................  
Notes payable related to securitized finance receivables structured  
as collateralized borrowings..........................................................................................  
Long-term capital lease obligations, due 2004 to 2017 in 2004  
1,044,875  
23,903  
1,228,929  
11,443  
and due 2005 to 2017 in 2005, with interest ranging from 0.37% to 9.33%  
per annum in 2004 and from 0.37% to 9.33% per annum in 2005............................  
76,705  
71,280  
664  
5,372,461  
6,165,845  
57,415  
Less–Current portion due within one year ....................................................................  
(1,125,195)  
4,247,266  
(1,150,920)  
¥ 5,014,925  
(10,717)  
$ 46,698  
¥
9
6
>NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
At March 31, 2005, property, plant and equipment with  
obligations. At March 31, 2005, approximately 38%,  
27%, 17% and 18% of long-term debt is denominated in  
U.S. dollars, Japanese yen, euros, and other currencies,  
respectively.  
The aggregate amounts of annual maturities of long-  
term debt during the next five years are as follows:  
a book value of ¥112,885 million ($1,051 million) was  
pledged as collateral by consolidated subsidiaries for  
certain debt obligations. In addition, other assets aggregat-  
ing ¥44,553 million ($415 million) was pledged as  
collateral by consolidated subsidiaries for certain debt  
U.S. dollars  
Years ending March 31,  
Yen in millions  
¥1,150,920  
1,251,073  
1,260,228  
927,560  
in millions  
$10,717  
11,650  
11,735  
8,637  
2006 ..............................................................................................................................................  
2007 ..............................................................................................................................................  
2008 ..............................................................................................................................................  
2009 ..............................................................................................................................................  
2010 ..............................................................................................................................................  
628,884  
5,856  
Standard agreements with certain banks in Japan  
to all present or future indebtedness to such banks. During  
the year ended March 31, 2005, Toyota has not received  
any significant such requests from these banks.  
At March 31, 2005, Toyota has unused long-term lines  
of credit amounting to ¥3,677,859 million ($34,248 million).  
include provisions that collateral (including sums on  
deposit with such banks) or guarantees will be furnished  
upon the banks’ request and that any collateral furnished,  
pursuant to such agreements or otherwise, will be applicable  
1
4. PRODUCT WARRANTIES  
Toyota provides product warranties for certain defects  
mainly resulting from manufacturing based on warranty  
contracts with its customers at the time of sale of products.  
Toyota accrues estimated warranty costs to be incurred in  
the future in accordance with the warranty contracts. The  
net change in the accrual for the product warranties for  
the years ended March 31, 2003, 2004 and 2005, which is  
included in “Accrued expenses” in the accompanying  
consolidated balance sheets, consist of the following:  
U.S. dollars  
in millions  
Yen in millions  
For the year  
For the years ended March 31,  
2004  
ended March 31,  
2003  
2005  
2005  
Liabilities for product warranties at beginning of year...................  
Payments made during year.............................................................  
Provision for warranties...................................................................  
Changes relating to pre-existing warranties....................................  
Other ..............................................................................................  
Liabilities for product warranties at end of year.........................  
¥225,654  
(179,650)  
200,484  
(1,670)  
¥240,634  
(193,979)  
229,578  
(1,910)  
¥269,140  
(209,166)  
239,117  
(3,654)  
1,725  
$2,506  
(1,948)  
2,227  
(34)  
(4,184)  
(5,183)  
16  
¥240,634  
¥269,140  
¥297,162  
$2,767  
The other amount primarily includes the impact of  
currency translation adjustments and the impact of  
consolidation and deconsolidation of certain entities due  
to changes in ownership interest.  
In addition to product warranties above, Toyota initiates  
recall actions or voluntary service campaigns to repair or  
to replace parts which might be expected to fail from  
products safety perspectives or customer satisfaction  
standpoints. Toyota accrues costs of these activities, which  
are not included in the reconciliation above, based on  
management’s estimates.  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 97  
1
5. OTHER PAYABLES  
Other payables are mainly related to purchases of property, plant and equipment and non-manufacturing purchases.  
1
6. INCOME TAXES  
The components of income before income taxes comprise the following:  
U.S. dollars  
in millions  
Yen in millions  
For the year  
For the years ended March 31,  
2004  
ended March 31,  
2003  
2005  
2005  
Income before income taxes:  
Parent company and domestic subsidiaries................................  
Foreign subsidiaries......................................................................  
¥ 803,594  
423,058  
¥1,104,719  
661,074  
¥
946,626  
808,011  
¥1,754,637  
$ 8,815  
7,524  
¥1,226,652  
¥1,765,793  
$16,339  
The provision for income taxes consists of the following:  
U.S. dollars  
in millions  
Yen in millions  
For the year  
For the years ended March 31,  
2004  
ended March 31,  
2003  
2005  
2005  
Current income tax expense:  
Parent company and domestic subsidiaries................................  
Foreign subsidiaries......................................................................  
Total current ............................................................................  
Deferred income tax expense (benefit):  
¥497,613  
93,674  
¥404,672  
155,804  
560,476  
¥376,845  
196,354  
573,199  
$3,509  
1,828  
5,337  
591,287  
Parent company and domestic subsidiaries................................  
Foreign subsidiaries......................................................................  
Total deferred...........................................................................  
Total provision.........................................................................  
(102,276)  
28,003  
77,970  
42,858  
34,820  
49,891  
324  
465  
(74,273)  
¥517,014  
120,828  
¥681,304  
84,711  
789  
¥657,910  
$6,126  
Toyota is subject to a number of different income taxes  
which, in the aggregate, indicate a statutory rate in Japan  
of approximately 41.3% in the years ended March 31,  
used to calculate the future expected tax effects of  
temporary differences, which are expected to be realized  
on and after April 1, 2005. Reconciliation of the differ-  
ences between the statutory tax rate and the effective  
income tax rate is as follows:  
2003 and 2004. Due to changes in Japanese income tax  
regulations, effective April 1, 2004, the statutory rate was  
reduced to approximately 40.2%, and such rate was also  
For the years ended March, 31  
2003  
2004  
2005  
Statutory tax rate ...................................................................................................................  
Increase (reduction) in taxes resulting from:  
41.3%  
41.3%  
40.2%  
Non-deductible expenses..................................................................................................  
Tax on equity earnings in affiliated companies...............................................................  
Valuation allowance..........................................................................................................  
Tax credits .........................................................................................................................  
Changes in tax rate resulting from enactment of income tax regulations .....................  
Other..................................................................................................................................  
Effective income tax rate .......................................................................................................  
0.7  
1.6  
0.5  
1.7  
0.3  
1.8  
1.3  
(0.9)  
(3.5)  
0.6  
(0.1)  
(3.4)  
(1.9)  
0.6  
(1.5)  
42.1%  
(1.1)  
38.6%  
(1.3)  
37.5%  
9
8
>NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
Significant components of deferred tax assets and liabilities are as follows:  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2004  
2005  
2005  
Deferred tax assets  
Accrued pension and severance costs ........................................................................  
Warranty reserves and accrued expenses...................................................................  
Other accrued employees’ compensation..................................................................  
Operating loss carryforwards for tax purposes..........................................................  
Inventory adjustments ................................................................................................  
Property, plant and equipment and other assets.......................................................  
Other............................................................................................................................  
Gross deferred tax assets.........................................................................................  
Less—Valuation allowance ........................................................................................  
Total deferred tax assets .........................................................................................  
Deferred tax liabilities  
¥
204,002  
162,783  
115,416  
84,829  
¥
172,811  
$ 1,609  
1,495  
1,039  
471  
160,565  
111,555  
50,566  
43,392  
53,093  
494  
109,623  
267,745  
987,790  
(104,083)  
883,707  
131,467  
294,828  
974,885  
(102,737)  
872,148  
1,224  
2,746  
9,078  
(957)  
8,121  
Unrealized gains on securities ....................................................................................  
Undistributed earnings of affiliates accounted for by the equity method ...............  
Basis difference of acquired assets..............................................................................  
Lease transactions........................................................................................................  
Gain on securities contribution to employee retirement benefit trust ....................  
Other............................................................................................................................  
Gross deferred tax liabilities...................................................................................  
Net deferred tax liability.........................................................................................  
(273,591)  
(360,310)  
(33,670)  
(287,410)  
(66,523)  
(43,526)  
(255,028)  
(365,981)  
(33,313)  
(321,055)  
(66,523)  
(65,681)  
(2,375)  
(3,408)  
(310)  
(2,990)  
(619)  
(611)  
(1,065,030)  
¥ (181,323)  
(1,107,581)  
¥ (235,433)  
(10,313)  
$ (2,192)  
The valuation allowance mainly relates to deferred tax  
assets of the consolidated subsidiaries with operating loss  
carryforwards for tax purposes that are not expected to be  
realized. The net changes in the total valuation allowance  
for deferred tax assets for the years ended March 31, 2003,  
2004 and 2005 consist of the following:  
U.S. dollars  
in millions  
Yen in millions  
For the year  
For the years ended March 31,  
2004  
ended March 31,  
2003  
2005  
2005  
$ 969  
198  
Valuation allowance at beginning of year .......................................  
Additions ......................................................................................  
Deductions....................................................................................  
Other.............................................................................................  
Valuation allowance at end of year..................................................  
¥103,211  
29,530  
¥119,620  
17,738  
¥104,083  
21,249  
(22,829)  
234  
(12,989)  
(132)  
(31,934)  
(1,341)  
(213)  
3
¥119,620  
¥104,083  
¥102,737  
$ 957  
The other amount includes the impact of consolidation  
and deconsolidation of certain entities due to changes in  
ownership interest, changes in the statutory tax rates and  
currency translation adjustments during the years ended  
March 31, 2003, 2004 and 2005.  
During the years ended March 31, 2004 and 2005,  
certain subsidiaries reported favorable results resulting in  
reduction or reversal of certain previously provided  
valuation allowances.  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 99  
The deferred tax assets and liabilities that comprise the net deferred tax liability are included in the consolidated  
balance sheets as follows:  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2004  
2005  
2005  
Deferred tax assets  
Deferred income taxes (Current assets).....................................................................  
Investments and other assets - other..........................................................................  
Deferred tax liabilities  
¥ 457,161  
145,695  
¥ 475,764  
108,513  
$ 4,430  
1,010  
Other current liabilities...............................................................................................  
Deferred income taxes (Long-term liabilities) ..........................................................  
Net deferred tax liability.........................................................................................  
(5,618)  
(778,561)  
¥(181,323)  
(8,040)  
(811,670)  
¥(235,433)  
(74)  
(7,558)  
$(2,192)  
Management intends to reinvest certain undistributed  
earnings of their foreign subsidiaries for an indefinite  
period of time. As a result, no provision for income taxes  
has been made on undistributed earnings of these  
subsidiaries not expected to be remitted in the foreseeable  
future aggregating ¥1,776,398 million ($16,542 million) as  
of March 31, 2005. Toyota estimates an additional tax  
provision of ¥113,951 million ($1,061 million) would be  
required if the full amount of these accumulated earnings  
became subject to Japanese taxes.  
Operating loss carryforwards for tax purposes attributed  
to consolidated subsidiaries at March 31, 2005 were  
approximately ¥141,534 million ($1,318 million) and are  
available as an offset against future taxable income of such  
subsidiaries. The majority of these carryforwards expire in  
years 2006 to 2012.  
1
7. SHAREHOLDERS’ EQUITY  
Changes in the number of shares of common stock issued have resulted from the following:  
For the years ended March, 31,  
2003  
2004  
2005  
Common stock issued  
Balance at beginning of year.................................................................................... 3,649,997,492  
3,609,997,492  
3,609,997,492  
Issuance during the year ..........................................................................................  
Purchase and retirement..........................................................................................  
(40,000,000)  
Balance at end of year .......................................................................................... 3,609,997,492  
3,609,997,492  
3,609,997,492  
The Japanese Commercial Code provides that an amount  
equal to at least 10% of cash dividends and other distribu-  
tions from retained earnings paid by the parent company  
and its Japanese subsidiaries be appropriated as a legal  
reserve. No further appropriation is required when total  
amount of the legal reserve and capital surplus reaches  
quent accounting period after shareholders’ approval has  
been obtained. Retained earnings at March 31, 2005  
include amounts representing year-end cash dividends of  
¥130,723 million ($1,217 million), ¥40 ($0.37) per share,  
which were approved at the shareholders’ meeting held on  
June 23, 2005.  
2
5% of stated capital. The legal reserve included in retained  
Retained earnings at March 31, 2005 include ¥919,685  
million ($8,564 million) relating to equity in undistri-  
buted earnings of companies accounted for by the equity  
method.  
In June 26, 1997, the shareholders of the parent com-  
pany approved a stock repurchase policy at the Ordinary  
General Shareholders’ Meeting in accordance with the  
Japanese Commercial Code, which allows the company to  
purchase treasury stock only for the purpose of retirement  
of the stock with a resulting reduction in retained  
earnings. Under the stock repurchase policy, the share-  
holders authorized the parent company to repurchase up  
to 370 million shares of its common stock without the  
earnings as of March 31, 2004 and 2005 was ¥133,432  
million and ¥141,064 million ($1,314 million), respec-  
tively. The legal reserve is restricted and unable to be used  
for dividend payments, and is excluded from the  
calculation of the profit available for dividend.  
The amounts of statutory retained earnings of the parent  
company available for dividend payments to shareholders  
were ¥4,765,477 million and ¥4,864,555 million ($45,298  
million) as of March 31, 2004 and 2005, respectively. In  
accordance with customary practice in Japan, the appro-  
priations are not accrued in the financial statements for  
the corresponding period, but are recorded in the subse-  
1
00 >NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
limitation of time, subject to the approval of the Board of  
approximately 113 million shares of its treasury stock  
during the approved period of time. On June 23, 2004, at  
the Ordinary Shareholders’ Meeting, the shareholders of  
the parent company again approved to purchase up to 65  
million of its common stock at a cost of up to ¥250,000  
million during the period until the next Ordinary General  
Shareholders’ Meeting which was held on June 23, 2005,  
and, in response to the Japanese Commercial Code revi-  
sion, also approved to change the Articles of Incorpora-  
tion to authorize the Board of Directors to repurchase  
treasury stock on the basis of its resolution. During this  
approved period of time, the parent company purchased  
59 million of shares. In addition, on June 23, 2005, the  
shareholders of the parent company approved to purchase  
up to 65 million of its common stock at a cost of up to  
¥250,000 million during the period until the resolution of  
next Ordinary General Shareholders’ Meeting. These  
approvals by the shareholders on and after the resolution  
in the Ordinary General Shareholders’ Meeting on June  
23, 2004 are not required under the current regulation.  
In years prior to 1997, Toyota had made free distri-  
butions of shares to its shareholders for which no account-  
ing entry is required in Japan. Had the distributions been  
accounted for in a manner used by companies in the  
United States of America, ¥2,576,606 million ($23,993  
million) would have been transferred from retained  
earnings to the appropriate capital accounts.  
Directors. In October 2001, the Japanese Commercial  
Code was changed to allow the company to purchase  
treasury stock without limitation of reason during the  
whole period until the next Ordinary General  
Shareholders’ Meeting by the resolution of the Board of  
Directors up to the limitation of number of shares and  
aggregated acquisition costs approved at the Ordinary  
General Shareholders’ Meeting. In response to the  
Japanese Commercial Code revision, on June 26, 2002, at  
the Ordinary General Shareholders’ Meeting, the share-  
holders of the parent company approved the amendment  
of the stock repurchase policy in the Articles of Incorpora-  
tion to be deleted the limitation of the purpose of  
purchasing treasury stock noted above. As a result,  
Toyota’s unused authorized shares for the repurchase of  
shares of common stock under the legacy policy elapsed.  
In the same Shareholders’ Meeting, the shareholders of the  
parent company also approved the purchase as treasury  
stock of up to 170 million shares at a cost up to ¥600,000  
million during the period until the next Ordinary General  
Shareholders’ Meeting which was held on June 26, 2003.  
As a result, the parent company repurchased approxi-  
mately 170 million shares during the year ended March  
31, 2003. On June 26, 2003, at the Ordinary General  
Shareholders’ Meeting, the shareholders of the parent  
company again approved to purchase up to 150 million of  
its common stock at a cost up to ¥400,000 million during  
the period until the next Ordinary General Shareholders’  
Meeting which was held on June 23, 2004. According  
to this authorization, the parent company purchased  
Detailed components of accumulated other comprehen-  
sive loss at March 31, 2004 and 2005 and the related  
changes, net of taxes for the years ended March 31, 2003,  
2004 and 2005 consist of the following:  
Yen in millions  
Foreign  
currency  
translation  
adjustments  
Minimum  
pension  
Net gains  
(losses) on  
derivative  
Accumulated  
other  
comprehensive  
income (loss)  
Unrealized  
gains (losses)  
on securities  
liability  
adjustments  
instruments  
Balances at March 31, 2002..........................................  
Other comprehensive income (loss) ............................  
Balances at March 31, 2003..........................................  
Other comprehensive income (loss) ............................  
Balances at March 31, 2004..........................................  
Other comprehensive income.......................................  
¥(172,488)  
(139,285)  
(311,773)  
(203,257)  
(515,030)  
75,697  
¥ 33,747  
(26,495)  
7,252  
¥(127,773)  
(171,978)  
(299,751)  
273,265  
¥(790)  
790  
¥(267,304)  
(336,968)  
(604,272)  
399,680  
329,672  
336,924  
38,455  
(26,486)  
9,780  
(204,592)  
123,932  
Balances at March 31, 2005.......................................... ¥(439,333)  
¥375,379  
¥ (16,706)  
¥
¥ (80,660)  
U.S. dollars in millions  
Foreign  
currency  
translation  
adjustments  
Minimum  
pension  
Net gains  
(losses) on  
derivative  
Accumulated  
other  
comprehensive  
income (loss)  
Unrealized  
gains  
on securities  
liability  
adjustments  
instruments  
Balances at March 31, 2004..........................................  
Other comprehensive income.......................................  
Balances at March 31, 2005..........................................  
$(4,796)  
705  
$3,137  
358  
$(246)  
91  
$ —  
$(1,905)  
1,154  
$(4,091)  
$3,495  
$(155)  
$ —  
$(751)  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 101  
Tax effects allocated to each component of other comprehensive income for the years ended March 31, 2003, 2004 and  
005 are as follows:  
2
Yen in millions  
Pre-tax  
amount  
Tax expense  
(benefit)  
Net-of-tax  
amount  
For the year ended March 31, 2003  
Foreign currency translation adjustments.......................................................................  
Unrealized losses on securities:  
¥(142,278)  
¥
2,993  
¥(139,285)  
Unrealized net holding losses arising for the year ......................................................  
Less: reclassification adjustments for losses included in net income.........................  
Minimum pension liability adjustments .........................................................................  
Net gains on derivative instruments ................................................................................  
Other comprehensive loss........................................................................................  
For the year ended March 31, 2004  
(143,806)  
98,100  
59,707  
(40,496)  
120,337  
(284)  
(84,099)  
57,604  
(292,315)  
1,074  
(171,978)  
790  
¥(479,225)  
¥ 142,257  
¥(336,968)  
Foreign currency translation adjustments.......................................................................  
Unrealized gains on securities:  
¥(201,511)  
¥
(1,746)  
¥(203,257)  
Unrealized net holding gains arising for the year .......................................................  
Less: reclassification adjustments for gains included in net income..........................  
Minimum pension liability adjustments .........................................................................  
Other comprehensive income .................................................................................  
For the year ended March 31, 2005  
554,496  
(21,953)  
450,549  
(211,234)  
8,363  
343,262  
(13,590)  
273,265  
(177,284)  
¥(381,901)  
¥ 781,581  
¥ 399,680  
Foreign currency translation adjustments.......................................................................  
Unrealized gains on securities:  
¥ 76,089  
¥
(392)  
¥ 75,697  
Unrealized net holding gains arising for the year .......................................................  
Less: reclassification adjustments for gains included in net income..........................  
Minimum pension liability adjustments .........................................................................  
Other comprehensive income .................................................................................  
214,661  
(150,355)  
21,691  
(86,294)  
60,443  
128,367  
(89,912)  
9,780  
(11,911)  
¥ 162,086  
¥ (38,154)  
¥ 123,932  
U.S. dollars in millions  
Pre-tax  
amount  
Tax expense  
(benefit)  
Net-of-tax  
amount  
For the year ended March 31, 2005  
Foreign currency translation adjustments.......................................................................  
Unrealized gains on securities:  
$
709  
$
(4)  
$ 705  
Unrealized net holding gains arising for the year .......................................................  
Less: reclassification adjustments for gains included in net income..........................  
Minimum pension liability adjustments .........................................................................  
Other comprehensive income .................................................................................  
1,998  
(803)  
563  
1,195  
(837)  
91  
(1,400)  
202  
(111)  
$ 1,509  
$ (355)  
$1,154  
1
8. STOCK-BASED COMPENSATION  
In June 1997, the parent company’s shareholders approved  
a stock option plan for board members. In June 2001, the  
shareholders approved an amendment of the plan to include  
both board members and key employees. Each year, since  
the plans’ inception, the shareholders have approved the  
authorization for the grant of options for the purchase of  
Toyota’s common stock. Authorized shares for each year  
that remain ungranted are unavailable for grant in future  
years. Stock options with a term ranging from 4 years to 6  
years are granted with an exercise price equal to 1.025 times  
the closing price of Toyota’s common stock on the date of  
grant and generally vest 2 years from the date of grant.  
Subsequent to March 31, 2005, the shareholders approved  
the authorization of an additional 2,104,000 shares for  
issuance under the Toyota’s stock option plan for board  
members and key employees.  
1
02 > NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
The following table summarizes Toyota’s stock option activity:  
Yen  
Weighted-average  
remaining  
Number of  
options  
Weighted-average  
excercise price  
contractual  
life in years  
Options outstanding at March 31, 2002 ............................................................................. 2,398,200  
¥4,237  
2,958  
2.62  
3.53  
3.83  
Granted.............................................................................................................................. 1,876,000  
Exercised............................................................................................................................  
Canceled ............................................................................................................................  
(348,800)  
3,895  
3,656  
3,116  
Options outstanding at March 31, 2003 ............................................................................. 3,925,400  
Granted.............................................................................................................................. 1,958,000  
Exercised............................................................................................................................  
Canceled ............................................................................................................................  
(987,000)  
3,849  
3,401  
4,541  
2,995  
4,105  
¥3,802  
¥4,503  
¥4,319  
¥3,641  
Options outstanding at March 31, 2004 ............................................................................. 4,896,400  
Granted.............................................................................................................................. 2,021,000  
Exercised............................................................................................................................  
Canceled ............................................................................................................................  
(810,300)  
(606,800)  
Options outstanding at March 31, 2005 ............................................................................. 5,500,300  
Options exercisable at March 31, 2003................................................................................. 625,000  
3.86  
0.85  
1.15  
1.69  
Options exercisable at March 31, 2004................................................................................. 1,371,400  
Options exercisable at March 31, 2005................................................................................. 1,740,300  
The following table summarizes information for options outstanding and options exercisable at March 31, 2005:  
Outstanding  
Exercisable  
Exercise  
Weighted-average Weighted-average Weighted-average  
Weighted-average Weighted-average  
price range  
Number of  
shares  
exercise price  
exercise price  
remaining life  
Number of  
shares  
exercise price  
exercise price  
Yen  
Yen  
Dollars  
Years  
Yen  
Dollars  
¥
2,958 – 4,000  
2,538,900  
2,961,400  
5,500,300  
¥3,067  
4,432  
3,802  
$29  
41  
4.02  
3.72  
3.86  
785,900  
954,400  
¥2,958  
4,203  
3,641  
$28  
39  
4
,001 – 4,541  
,958 – 4,541  
2
35  
1,740,300  
34  
The weighted-average fair value per option at the date  
of grant for options granted during the years ended March  
1, 2003, 2004 and 2005 was ¥766, ¥769 and ¥1,139 ($11),  
amortized over the option vesting period in determining  
the pro forma impact in Note 2, is estimated on the date  
of grant using the Black-Scholes option pricing model  
with the following weighted-average assumptions:  
3
respectively. The fair value of options granted, which is  
2
003  
2004  
1.5%  
0.4%  
34%  
5.3  
2005  
1.5%  
1.2%  
32%  
5.3  
Dividend rate .........................................................................................................................  
Risk-free interest rate ............................................................................................................  
Expected volatility .................................................................................................................  
Expected holding period (years)...........................................................................................  
1.3%  
0.7%  
34%  
5.1  
1
9. EMPLOYEE BENEFIT PLANS  
Pension and severance plans—  
Effective October 1, 2004, the parent company amended  
its retirement plan to introduce a “point” based retire-  
ment benefit plan. Under the new plan, upon termina-  
tions of employment, employees are entitled to lump-sum  
or pension payments determined based on accumulated  
“points” vested in each year of service. Under the new  
plan, there are three types of “points” that vest in each  
year of service consisting of “service period points” which  
are attributed to the length of service, “job title points”  
which are attributed to the job title of each employee, and  
Upon terminations of employments, employees of the  
parent company and subsidiaries in Japan are entitled,  
under the retirement plans of each company, to lump-  
sum indemnities or pension payments as described below,  
based on current rates of pay and lengths of service. Under  
normal circumstances, the minimum payment prior to  
retirement age is an amount based on voluntary retire-  
ment. Employees receive additional benefits on involun-  
tary retirement, including retirement at the age limit.  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 103  
performance points” which are attributed to the annual  
In June 2001, the CDBPPL was enacted and allowed any  
EPF to terminate its operation relating to the Subsititutional  
Portion that in the past an EPF had operated and managed  
in lieu of the government, subject to approval from the  
Japanese Minister of Health, Labour and Welfare. In  
September 2003, Toyota Motor Pension Fund, the parent  
company’s EPF under JWPIL, obtained the approval from  
the Minister for the exemption from benefit payments  
related to employee services of the Subsititutional Portion.  
In January 2004, Toyota Motor Pension Fund completed  
the transfer of the plan assets attributable to the  
Subsititutional Portion to the government. In addition,  
during the years ended March 31, 2004 and 2005, certain  
subsidiaries and affiliates in Japan that had EPFs under  
JWPIL also completed the transfer of the plan assets  
attributable to the Subsititutional Portion to the govern-  
ment in compliance with the same procedures followed by  
the parent company. Certain other subsidiaries and affili-  
ates in Japan that have EPFs under JWPIL are currently in  
process of obtaining the approval from the Minister for  
the exemption from the benefit payments related to  
employee service of the Subsititutional Portion and upon  
approval will transfer the plan assets equivalent to the  
Subsititutional Portion to the government.  
In accordance with the consensus on EITF Issue No. 03-  
2, Accounting for the Transfer to the Japanese Government of  
the Substitutional Portion of Employee Pension Fund  
Liabilities (“EITF 03-2”), Toyota accounted the entire  
separation process, upon completion of transfer of the  
plan assets attributable to the Substitutional Portion to the  
government, as a single settlement transaction. During the  
years ended March 31, 2004 and 2005, Toyota recognized  
settlement losses of ¥323,715 million and ¥96,066 million  
($894 million), respectively, as part of net periodic  
pension costs which are the proportionate amounts of the  
net unrecognized losses immediately prior to the separa-  
tion related to the entire EPFs under JWPIL, and which  
are determined based on the proportion of the projected  
benefit obligation settled to the total projected benefit  
obligation immediately prior to the separation. Toyota  
also recognized as reductions of net periodic pension costs  
totaling ¥109,885 million and ¥21,722 million ($202  
million) for the years ended March 31, 2004 and 2005,  
respectively, which resulted in gains attributed to the  
derecognition of previously accrued salary progression. In  
addition, Toyota recognized gains of ¥320,867 million and  
¥121,553 million ($1,132 million) for the years ended  
March 31, 2004 and 2005, respectively, which represented  
the differences between the obligation settled and the  
assets transferred to the government. These gains and  
losses are reflected in the consolidated statement of income  
for the years ended March 31, 2004 and 2005 as follows:  
performance evaluation of each employee. Under normal  
circumstances, the minimum payment prior to retirement  
age is an amount reflecting an adjustment rate applied to  
represent voluntary retirement. Employees receive addi-  
tional benefits upon involuntary retirement, including  
retirement at the age limit. As a result of this plan  
amendment, the projected benefit obligation decreased by  
¥
32,208 million ($300 million), at October 1, 2004 and  
resulted in an unrecognized prior service cost, which is  
recognized in future service periods.  
The parent company and most subsidiaries in Japan  
have contributory funded defined benefit pension plans,  
which are pursuant to the Japanese Welfare Pension  
Insurance Law (“JWPIL”) or the Corporate Defined  
Benefit Pension Plan Law (CDBPPL). The contributory  
pension plans under JWPIL cover a portion of the  
governmental welfare pension program, under which the  
contributions are made by the companies and their  
employees, and a corporate portion representing the  
noncontributory pension plans. However, the contri-  
butory pension plans under the CDBPPL are established  
solely by the companies and are not required to cover any  
portion of the governmental welfare program. The  
pension benefits are determined based on the number of  
points upon retirement for companies which employ the  
point plan, or determined based on length of service and  
current rates of pay as stipulated in the aforementioned  
regulations for companies which do not employ a points-  
based plan. Both benefits are payable, at the option of the  
retiring employee, as a monthly pension payment or in a  
lump-sum amount. The contributions to the plans are  
funded with several financial institutions in accordance  
with the applicable laws and regulations. These pension  
plan assets consist principally of investments in govern-  
ment obligations, equity and fixed income securities, and  
insurance contracts. Most foreign subsidiaries have  
defined benefit pension plans or severance indemnity  
plans covering substantially all of their employees under  
which the cost of benefits are currently invested or  
accrued. The benefits for these plans are based primarily  
on lengths of service and current rates of pay.  
Transfer to the government of the Substitutional  
Portion of the Employee Pension Fund Liabilities—  
The parent company and certain subsidiaries in Japan had  
maintained employees’ pension funds (EPFs) pursuant to  
the JWPIL. The EPF consisted of two tiers, a Substitutional  
Portion, in which the EPF, in lieu of the government’s  
social insurance program, collected contributions, funded  
them and paid benefits to the employees with respect to  
the pay-related portion of the old-age pension benefits  
prescribed by JWPIL, and a Corporate Portion which was  
established at the discretion of each employer.  
1
04 >NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
Yen in millions  
For the year ended March 31, 2004  
Costs of  
Selling, general  
products sold and administrative  
Total  
¥(323,715)  
109,885  
Settlement losses....................................................................................................................  
¥(288,177)  
98,079  
¥(35,538)  
11,806  
Gains on derecognition of previously accrued salary progression .....................................  
Gains on difference between the obligation settled and the assets transferred..................  
Total...................................................................................................................................  
320,867  
¥297,135  
320,867  
¥(190,098)  
¥107,037  
Yen in millions  
For the year ended March 31, 2005  
Costs of  
Selling, general  
products sold and administrative  
Total  
¥(96,066)  
21,722  
Settlement losses....................................................................................................................  
Gains on derecognition of previously accrued salary progression .....................................  
Gains on difference between the obligation settled and the assets transferred..................  
Total...................................................................................................................................  
¥(85,379)  
19,494  
¥(10,687)  
2,228  
121,553  
¥113,094  
121,553  
¥47,209  
¥(65,885)  
U.S. dollars in millions  
For the year ended March 31, 2005  
Costs of  
Selling, general  
products sold and administrative  
Total  
$(894)  
202  
Settlement losses....................................................................................................................  
Gains on derecognition of previously accrued salary progression .....................................  
Gains on difference between the obligation settled and the assets transferred..................  
Total ...................................................................................................................................  
$(794)  
181  
$(100)  
21  
1,132  
$1,053  
1,132  
$440  
$(613)  
All these gains and losses are non-cash gains and losses,  
and reported on a net basis in “Pension and severance  
costs, less payments” in the consolidated statements of  
cash flows for the years ended March 31, 2004 and 2005.  
Toyota uses a March 31 measurement date for the  
majority of its benefit plans.  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 105  
Information regarding Toyota’s defined benefit plans follow:  
U.S. dollars  
Yen in millions  
March 31,  
in millions  
March 31,  
2005  
2004  
2005  
Change in benefit obligation  
Benefit obligation at beginning of year......................................................................  
Service cost ..................................................................................................................  
Interest cost .................................................................................................................  
Plan participants’ contributions.................................................................................  
Plan amendments........................................................................................................  
Projected benefit obligation settled due to the separation of  
¥2,346,127  
75,988  
¥1,891,051  
60,715  
$17,609  
565  
48,674  
37,790  
352  
2,245  
1,078  
10  
(7,903)  
(47,535)  
(443)  
substitutional portion ...............................................................................................  
Actuarial gain...............................................................................................................  
Acquisition and other .................................................................................................  
Benefits paid ................................................................................................................  
Benefit obligation at end of year ............................................................................  
(752,646)  
(11,280)  
265,969  
(304,184)  
(80,370)  
(32,816)  
(74,990)  
1,450,739  
(2,832)  
(748)  
(306)  
(76,123)  
1,891,051  
(698)  
13,509  
Change in plan assets  
Fair value of plan assets at beginning of year.............................................................  
Actual return on plan assets........................................................................................  
Acquisition and other .................................................................................................  
Employer contributions..............................................................................................  
Plan participants’ contributions.................................................................................  
Assets transferred to the government due to the separation of  
932,166  
171,600  
128,031  
213,790  
2,245  
1,049,815  
43,866  
9,776  
408  
(96)  
802  
10  
(10,304)  
86,128  
1,078  
substitutional portion ...............................................................................................  
Benefits paid ................................................................................................................  
Fair value of plan assets at end of year..................................................................  
Funded status...................................................................................................................  
Unrecognized actuarial loss ............................................................................................  
Unrecognized prior service costs....................................................................................  
Unrecognized net transition obligations........................................................................  
Net amount recognized..........................................................................................  
(321,894)  
(76,123)  
1,049,815  
841,236  
(160,909)  
(74,990)  
934,684  
516,055  
(256,628)  
171,753  
(13,290)  
(1,498)  
(698)  
8,704  
4,805  
(478,830)  
129,965  
(2,389)  
1,599  
(27,572)  
¥ 464,799  
(124)  
¥
417,890  
$ 3,891  
In connection with the enactment of the CDBPPL and  
the transfer of the Substitutional Portion, the parent  
company performed its pension funding calculations for  
the Toyota Motor Pension Fund as required by the  
CDBPPL and contributed ¥115,294 million to plan assets  
in cash during the year ended March 31, 2004, equivalent  
to the unfunded “Corporate Portion” of the EPF.  
Amounts recognized in the consolidated balance sheets are comprised of the following:  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2004  
2005  
2005  
Accrued pension and severance costs.............................................................................  
Prepaid pension and severance costs..............................................................................  
Investments and other assets...........................................................................................  
Accumulated other comprehensive income...................................................................  
Net amount recognized ..............................................................................................  
¥725,569  
(164,176)  
(18,627)  
(77,967)  
¥464,799  
¥646,989  
(173,078)  
(7,027)  
(48,994)  
¥417,890  
$6,025  
(1,612)  
(66)  
(456)  
$3,891  
The accumulated benefit obligation for all defined benefit pension plans was ¥1,688,666 million and ¥1,284,339 million  
$11,959 million) at March 31, 2004 and 2005, respectively.  
(
1
06 >NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
The projected benefit obligation, accumulated benefit obligation and fair value of plan assets for which the accumulated  
benefit obligations exceed plan assets are as follows:  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2004  
2005  
2005  
Projected benefit obligation............................................................................................  
Accumulated benefit obligation......................................................................................  
Fair value of plan assets...................................................................................................  
¥1,051,841  
954,158  
¥512,571  
489,975  
63,675  
$4,773  
4,563  
593  
349,217  
Components of the net periodic pension cost are as follows:  
U.S. dollars  
in millions  
Yen in millions  
For the year  
For the years ended March 31,  
2004  
ended March 31,  
2003  
2005  
2005  
Service cost........................................................................................  
Interest cost.......................................................................................  
Expected return on plan assets.........................................................  
Amortization of prior service costs..................................................  
Recognized net actuarial loss ...........................................................  
Settlement loss resulting from the transfer  
¥ 71,873  
49,030  
¥ 75,988  
48,674  
¥ 60,715  
37,790  
(27,517)  
(16,599)  
22,366  
$ 565  
352  
(23,003)  
(14,272)  
22,977  
(24,991)  
(15,092)  
45,653  
(256)  
(155)  
208  
of the substitutional portion ..........................................................  
Amortization of net transition obligation.......................................  
Net periodic pension cost ............................................................  
19,630  
213,830  
18,963  
74,344  
9,981  
692  
93  
¥126,235  
¥363,025  
¥161,080  
$1,499  
Changes in recognized net actuarial loss for the years  
ended March 31, 2003, 2004, and 2005 were primarily due  
to changes in estimates made for actuarial assumptions,  
changes in differences between expected and actual  
returns on plan assets, and the decrease in net actuarial  
loss due to the transfers to the government of the  
Substitution Portion of the EPF liabilities.  
of plan assets exceeds the accrued pension and severance  
costs, Toyota has recorded a minimum pension liability.  
The minimum pension liability amounts at March 31,  
2004 and 2005 were ¥96,594 million and ¥56,021 million  
($522 million), respectively. Changes in the minimum  
pension liability are reflected as adjustments in other  
comprehensive income (loss) for the years ended March  
31, 2003, 2004 and 2005 as follows:  
For plans where the accumulated benefit obligation net  
U.S. dollars  
in millions  
Yen in millions  
For the year  
For the years ended March 31,  
2004  
ended March 31,  
2003  
2005  
2005  
Minimum pension liability adjustments,  
included in other comprehensive income (loss)...........................  
¥(171,978)  
¥273,265  
¥9,780  
$91  
Weighted-average assumptions used to determine benefit obligations as of March 31, 2004 and 2005 are as follows:  
March 31,  
2004  
2005  
Discount rate......................................................................................................................................................  
Rate of compensation increase .........................................................................................................................  
2.2%  
0.5–9.7%  
2.6%  
0.1–9.7%  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 107  
Weighted-average assumptions used to determine net periodic pension cost for the years ended March 31, 2003, 2004  
and 2005 are as follows:  
For the years ended March 31,  
2004 2005  
2003  
Discount rate..........................................................................................................................  
Expected return on plan assets .............................................................................................  
Rate of compensation increase .............................................................................................  
2.5%  
2.7%  
1.5–6.0%  
2.1%  
2.1%  
2.2%  
2.1%  
0.8–9.7%  
0.5–9.7%  
The expected rate of return on plan assets is determined  
after considering several applicable factors including, the  
composition of plan assets held, assumed risks of asset  
management, historical results of the returns on plan  
assets, Toyota’s principal policy for plan asset manage-  
ment, and forecasted market conditions.  
Toyota’s pension plan weighted-average asset allocations as of March 31, 2004 and 2005, by asset category are as follows:  
Plan assets at March 31,  
2004  
2005  
Equity securities.................................................................................................................................................  
Debt securities....................................................................................................................................................  
Real estate...........................................................................................................................................................  
Other ..................................................................................................................................................................  
Total...............................................................................................................................................................  
49.4%  
64.0%  
16.9  
0.3  
21.5  
0.5  
33.4  
14.0  
100.0%  
100.0%  
Toyota’s policy and objective for plan asset manage-  
ment is to maximize returns on plan assets to meet future  
benefit payment requirements under risks which Toyota  
considers permissible. Asset allocations under the plan  
asset management are determined based on Toyota’s plan  
asset management guidelines which are established to  
achieve the optimized asset compositions in terms of the  
long-term overall plan asset management. Prior to making  
individual investments, Toyota performs in-depth assess-  
ments of corresponding factors including risks, transac-  
tion costs and liquidity of each potential investment under  
consideration. To measure the performance of the plan  
asset management, Toyota establishes bench mark return  
rates for each individual investment, combines these  
individual bench mark rates based on the asset composi-  
tion ratios within each asset category, and compares the  
combined rates with the corresponding actual return rates  
on each asset category.  
Toyota expects to contribute ¥83,862 million ($781  
million) to its pension plan in the year ending March 31,  
2006.  
The following pension benefit payments, which reflect expected future service, as appropriate, are expected to be paid:  
U.S. dollars  
Years ending March 31,  
Yen in millions  
¥72,184  
78,137  
in millions  
$672  
728  
2006 .................................................................................................................................................................  
2007 .................................................................................................................................................................  
2008 .................................................................................................................................................................  
2009 .................................................................................................................................................................  
2010 .................................................................................................................................................................  
77,379  
721  
79,998  
745  
79,568  
741  
from 2011 to 2015...........................................................................................................................................  
Total............................................................................................................................................................  
388,551  
775,817  
3,617  
7,224  
1
08 >NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
Postretirement benefits other than pensions and  
postemployment benefits—  
Toyota’s U.S. subsidiaries provide certain health care and  
life insurance benefits to eligible retired employees. In  
addition, Toyota provides benefits to certain former or  
inactive employees after employment, but before retire-  
ment. These benefits are currently unfunded and provided  
through various insurance companies and health care  
providers. The costs of these benefits are recognized over  
the period the employee provides credited service to  
Toyota. Toyota’s obligations under these arrangements are  
not material.  
2
0. DERIVATIVE FINANCIAL INSTRUMENTS  
Toyota employs derivative financial instruments, includ-  
ing foreign exchange forward contracts, foreign currency  
options, interest rate swaps, interest rate currency swap  
agreements and interest rate options to manage its expo-  
sure to fluctuations in interest rates and foreign currency  
exchange rates. Toyota does not use derivatives for specu-  
lation or trading.  
cash flow hedges are executed as an integral part of  
specific debt transactions and the critical terms of the  
interest rate swaps and the hedged debt transactions are  
the same. Toyota uses interest rate currency swap  
agreements to manage the foreign-currency exposure to  
variability in functional-currency-equivalent cash flows  
principally from debts or borrowings denominated in  
currencies other than functional currencies.  
Fair value hedges—  
Net derivative gains and losses included in other  
comprehensive income are reclassified into earnings at the  
time that the associated hedged transactions impact the  
income statement. For the year ended March 31, 2003, a  
net derivative loss of ¥790 million was reclassified to  
foreign exchange gain (loss), net in the accompanying  
consolidated statements of income. This net loss were  
offset by net gains from transactions being hedged. The  
components of each derivative’s gain and loss were  
included in the assessment of hedge effectiveness, and no  
hedge ineffectiveness was reported because all critical  
terms of derivative financial instruments designated as,  
and qualify as, cash flow hedging instruments were same  
as those of hedged debt transactions. For the years ended  
March 31, 2004 and 2005, no gains or losses resulted from  
cash flow hedges were reported as no derivative  
instruments were designated as, and qualified as cash flow  
hedging instruments. Toyota does not expect to reclassify  
any gains or losses included in other comprehensive  
income as at March 31, 2005, into earnings in next twelve  
months because no derivative instruments were designated  
as, and qualified as, cash flow hedges.  
Toyota enters into interest rate swaps, and interest rate  
currency swap agreements mainly to convert its fixed-rate  
debt to variable-rate debt. Toyota uses interest rate swap  
agreements in managing its exposure to interest rate  
fluctuations. Interest rate swap agreements are executed as  
either an integral part of specific debt transactions or on a  
portfolio basis. Toyota uses interest rate currency swap  
agreements to entirely hedge exposure to currency  
exchange rate fluctuations on principal and interest pay-  
ments for borrowings denominated in foreign currencies.  
Notes and loans payable issued in foreign currencies are  
hedged by concurrently executing interest rate currency  
swap agreements, which involve the exchange of foreign  
currency principal and interest obligations for each func-  
tional currency obligations at agreed-upon currency  
exchange and interest rates.  
For the years ended March 31, 2003, 2004 and 2005, the  
ineffective portion of Toyota’s fair value hedge relation-  
ships which are included in cost of financing operations in  
the accompanying consolidated statements of income  
were not material. For fair value hedging relationships, the  
components of each derivative’s gain or loss are included  
in the assessment of hedge effectiveness.  
Undesignated derivative financial instruments—  
Toyota uses foreign exchange forward contracts, foreign  
currency options, interest rate swaps, interest rate  
currency swap agreements, and interest rate options, to  
manage its exposure to foreign currency exchange rate  
fluctuations and interest rate fluctuations from an eco-  
nomic perspective, and which Toyota is unable or has  
elected not to apply hedge accounting. Unrealized gains or  
losses on these derivative instruments are reported in the  
cost of financing operations and foreign exchange gain,  
net in the accompanying consolidated statements of  
income together with realized gains or losses on those  
derivative instruments.  
Cash flow hedges—  
Toyota enters into interest rate swaps, and interest rate  
currency swap agreements to manage its exposure to  
interest rate risk, and foreign currency exchange risk  
mainly associated with funding in currencies in which it  
operates.  
Interest rate swap agreements are used by Toyota to  
manage its exposure to the variability of interest payments  
due to the changes in interest rates arising principally  
from variable-rate debts issued by Toyota. Interest rate  
swap agreements, which are designated as, and qualify as  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 109  
2
1. OTHER FINANCIAL INSTRUMENTS  
Toyota has certain financial instruments, including finan-  
cial assets and liabilities and off-balance sheet financial  
instruments which arose in the normal course of business.  
These financial instruments are executed with credit-  
worthy financial institutions, and virtually all foreign  
currency contracts are denominated in U.S. dollars, euros  
and other currencies of major industrialized countries.  
Financial instruments involve, to varying degrees, market  
risk as instruments are subject to price fluctuations, and  
elements of credit risk in the event a counterparty should  
default. In the unlikely event the counterparties fail to  
meet the contractual terms of a foreign currency or an  
interest rate instrument, Toyota’s risk is limited to the fair  
value of the instrument. Although Toyota may be exposed  
to losses in the event of non-performance by counter-  
parties on financial instruments, it does not anticipate  
significant losses due to the nature of its counterparties.  
Counterparties to Toyota’s financial instruments repre-  
sent, in general, international financial institutions.  
Additionally, Toyota does not have a significant exposure  
to any individual counterparty. Based on the creditworthi-  
ness of these financial institutions, collateral is generally  
not required of the counterparties or of Toyota. Toyota  
believes that the overall credit risk related to its financial  
instruments is not significant.  
The estimated fair values of Toyota’s financial instruments, excluding marketable securities and other securities  
investments and affiliated companies, are summarized as follows:  
Yen in millions  
March 31, 2004  
Carrying  
amount  
Estimated  
fair value  
Asset (Liability)  
Cash and cash equivalents ............................................................................................................................  
Time deposits ................................................................................................................................................  
Total finance receivables, net........................................................................................................................  
Other receivables...........................................................................................................................................  
Short-term borrowings.................................................................................................................................  
Long-term debt including the current portion ...........................................................................................  
Foreign exchange forward contracts ............................................................................................................  
Interest rate and currency swap agreements................................................................................................  
Option contracts purchased .........................................................................................................................  
Option contracts written ..............................................................................................................................  
¥1,729,776  
68,473  
¥1,729,776  
68,473  
5,069,041  
396,788  
(2,189,024)  
(5,295,756)  
8,923  
5,228,629  
396,788  
(2,189,024)  
(5,387,028)  
8,923  
208,141  
8,841  
208,141  
8,841  
(1,725)  
(1,725)  
Yen in millions  
March 31, 2005  
U.S. dollars in millions  
March 31, 2005  
Carrying  
amount  
Estimated  
fair value  
Carrying  
amount  
Estimated  
fair value  
Asset (Liability)  
Cash and cash equivalents ..............................................................  
Time deposits ..................................................................................  
Total finance receivables, net..........................................................  
Other receivables.............................................................................  
Short-term borrowings...................................................................  
Long-term debt including the current portion .............................  
Foreign exchange forward contracts ..............................................  
Interest rate and currency swap agreements..................................  
Option contracts purchased ...........................................................  
Option contracts written ................................................................  
¥1,483,753  
63,609  
¥1,483,753  
63,609  
$13,816  
592  
$13,816  
592  
6,306,648  
438,676  
6,298,144  
438,676  
58,727  
4,085  
(22,179)  
(56,751)  
(95)  
58,647  
4,085  
(22,179)  
(57,175)  
(95)  
(2,381,827)  
(6,094,565)  
(10,176)  
148,119  
(2,381,827)  
(6,140,043)  
(10,176)  
148,119  
1,379  
21  
1,379  
21  
2,282  
2,282  
(4,042)  
(4,042)  
(38)  
(38)  
1
10 >NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
Following are explanatory notes regarding the financial  
assets and liabilities other than derivative financial  
instruments.  
Short-term borrowings and long-term debt—  
The fair values of short-term borrowings and total long-  
term debt including the current portion were estimated  
based on the discounted amounts of future cash flows  
using Toyota’s current incremental borrowing rates for  
similar liabilities.  
Cash and cash equivalents, time deposits and other  
receivables—  
In the normal course of business, substantially all cash and  
cash equivalents, time deposits and other receivables are  
highly liquid and are carried at amounts which approxi-  
mate fair value.  
Finance receivables, net—  
The carrying value of variable rate finance receivables was  
assumed to approximate fair value as they were repriced at  
prevailing market rates at March 31, 2004 and 2005. The  
fair value of fixed rate finance receivables was estimated by  
discounting expected cash flows using the rates at which  
loans of similar credit quality and maturity would be  
made as of March 31, 2004 and 2005.  
2
2. LEASE COMMITMENTS  
Toyota leases certain assets under capital lease and operating lease arrangements.  
An analysis of leased assets under capital leases is as follows:  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2004  
2005  
2005  
Class of property  
Building........................................................................................................................  
Machinery and equipment .........................................................................................  
Less—Accumulated depreciation..............................................................................  
¥ 10,937  
161,446  
¥ 11,762  
162,938  
$
110  
1,517  
(118,956)  
(128,578)  
¥ 46,122  
(1,198)  
$ 429  
¥
53,427  
Amortization expenses under capital leases for the years ended March 31, 2003, 2004 and 2005 were ¥14,501 million,  
12,908 million and ¥12,725 million ($118 million), respectively.  
¥
Future minimum lease payments under capital leases together with the present value of the net minimum lease  
payments as of March 31, 2005 are as follows:  
U.S. dollars  
in millions  
Years ending March 31,  
Yen in millions  
¥17,982  
16,202  
2006 ................................................................................................................................................................  
2007 ................................................................................................................................................................  
2008 ................................................................................................................................................................  
2009 ................................................................................................................................................................  
2010 ................................................................................................................................................................  
$167  
151  
114  
58  
12,200  
6,192  
5,814  
54  
Thereafter........................................................................................................................................................  
Total minimum lease payments ................................................................................................................  
Less - Amount representing interest..............................................................................................................  
Present value of net minimum lease payments ........................................................................................  
Less - Current obligations ..............................................................................................................................  
Long-term capital lease obligations...........................................................................................................  
20,712  
193  
737  
(73)  
664  
(159)  
$505  
79,102  
(7,822)  
71,280  
(17,044)  
¥54,236  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 111  
Rental expenses under operating leases for the years ended March 31, 2003, 2004 and 2005 were ¥76,118 million,  
¥81,912 million and ¥83,784 million ($780 million), respectively.  
The minimum rental payments required under operating leases relating primarily to land, buildings and equipment  
having initial or remaining non-cancelable lease terms in excess of one year at March 31, 2005 are as follows:  
U.S. dollars  
in millions  
Years ending March 31,  
Yen in millions  
¥ 8,649  
7,027  
2
2
2
2
2
006 ................................................................................................................................................................  
007 ................................................................................................................................................................  
008 ................................................................................................................................................................  
009 ................................................................................................................................................................  
010 ................................................................................................................................................................  
$ 81  
65  
4,983  
46  
4,270  
40  
3,567  
33  
Thereafter........................................................................................................................................................  
Total minimum future rentals...................................................................................................................  
14,655  
¥43,151  
137  
$402  
2
3. OTHER COMMITMENTS AND CONTINGENCIES, CONCENTRATIONS AND FACTORS THAT MAY AFFECT  
FUTURE OPERATIONS  
Commitments outstanding at March 31, 2005 for the  
purchase of property, plant and equipment and other  
assets approximated ¥87,617 million ($816 million).  
filed in the state courts of California and New Jersey were  
also consolidated, respectively. The nearly identical com-  
plaints allege that the defendants violated the Sherman  
Antitrust Act by conspiring among themselves and with  
their dealers to prevent the sale to United States citizens of  
vehicles produced for the Canadian market. The com-  
plaints allege that new vehicle prices in Canada are 10% to  
30% lower than those in the United States and that  
preventing the sale of these vehicles to United States  
citizens resulted in United States consumers paying exces-  
sive prices for the same type of vehicles. The complaints  
seek permanent injunctions against the alleged antitrust  
violations and treble damages in an unspecified amount.  
In March 2004, the federal district court of Maine (i)  
dismissed claims against certain Canadian sales and  
marketing subsidiaries, including Toyota Canada, Inc., for  
lack of personal jurisdiction but denied or deferred to  
dismiss claims against certain other Canadian companies,  
and (ii) dismissed the claim for damages based on the  
Sherman Antitrust Act but did not bar the plaintiffs from  
seeking injunctive relief against the alleged antitrust viola-  
tions. The plaintiffs have submitted an amended com-  
pliant adding a claim for damages based on state antitrust  
laws and Toyota is now responding to the plaintiff’s  
discovery requests. Toyota believes that its actions have  
been lawful and intends to vigorously defend these cases.  
Toyota has various legal actions, governmental proceed-  
ings and other claims pending against it, including prod-  
uct liability claims in the United States. Although the  
claimants in some of these actions seek potentially sub-  
stantial damages, Toyota cannot currently determine its  
potential liability or the damages, if any, with respect to these  
claims. However, based upon information currently avail-  
able to Toyota, Toyota believes that its losses from these  
matters, if any, would not have a material adverse effect on  
Toyota’s financial position, operating results or cash flows.  
Toyota enters into contracts with Toyota dealers to  
guarantee customers’ payments of their installment pay-  
ables that arise from installment contracts between cus-  
tomers and Toyota dealers, as and when requested by  
Toyota dealers. Guarantee periods are set to match  
maturity of installment payments, and at March 31, 2005,  
range from one month to 35 years; however, they are  
generally shorter than the useful lives of products sold.  
Toyota is required to execute its guarantee primarily when  
customers are unable to make required payments. The  
maximum potential amount of future payments as of  
March 31, 2005 is ¥1,139,638 million ($10,612 million).  
Liabilities for guarantees totaling ¥3,789 million ($35  
million) have been provided as of March 31, 2005. Under  
these guarantee contracts, Toyota is entitled to recover any  
amount paid by Toyota from the customers whose  
obligations Toyota has guaranteed.  
In February 2003, Toyota, General Motors Corporation,  
Ford, DaimlerChrysler, Honda, Nissan and BMW and  
their U.S. and Canadian sales and marketing subsidiaries,  
the National Automobile Dealers Association and the  
Canadian Automobile Dealers Association were named as  
defendants in purported nationwide class actions on  
behalf of all purchasers of new motor vehicles in the  
United States since January 1, 2001. 26 similar actions  
were filed in federal district courts in California, Illinois,  
New York, Massachusetts, Florida, New Jersey and  
Pennsylvania. Additionally, 56 parallel class actions were  
filed in state courts in California, Minnesota, New Mexico,  
New York, Tennessee, Wisconsin, Arizona, Florida, Iowa,  
New Jersey and Nebraska on behalf of the same purchasers  
in these states. As of April 1, 2005, actions filed in federal  
district courts were consolidated in Maine and actions  
1
12 >NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
In September 2000, the European Union approved a  
directive that requires member states to promulgate  
regulations implementing the following by April 21, 2002:  
implement the directive. In addition, under this directive  
member states must take measures to ensure that car  
manufacturers, distributors and other auto-related busi-  
nesses establish adequate used vehicle disposal facilities  
and to ensure that hazardous materials and recyclable  
parts are removed from vehicles prior to scrapping. This  
directive impacts Toyota’s vehicles sold in the European  
Union and Toyota expects to introduce vehicles that are in  
compliance with such measures taken by the member  
states pursuant to the directive. Based on the legislation  
that has been enacted to date, Toyota has provided for its  
estimated liability related to covered vehicles in existence  
as of March 31, 2005. Depending on the legislation that is  
yet to be enacted by certain member states and subject to  
other circumstances, Toyota may be required to provide  
additional accruals for the expected costs to comply with  
these regulations. Although Toyota does not expect its  
compliance with the directive to result in significant cash  
expenditures, Toyota is continuing to assess the impact of  
this future legislation on its results of operations, cash flows  
and financial position.  
(
i) manufacturers shall bear all or a significant part of the  
costs for taking back end-of-life vehicles put on the  
market after July 1, 2002 and dismantling and recycling  
those vehicles. Beginning January 1, 2007, manufacturers  
will also be financially responsible for vehicles put on the  
market before July 1, 2002; (ii) manufacturers may not use  
certain hazardous materials in vehicles to be sold after July  
2
003; (iii) vehicles type-approved and put on the market  
from three years after the amendment of the directive on  
type-approval shall be re-usable and/or recyclable to a  
minimum of 85% by weight per vehicle and shall be re-  
usable and/or recoverable to a minimum of 95% by weight  
per vehicle; and (iv) end-of-life vehicles must meet actual  
re-use of 80% and re-use as material or energy of 85%,  
respectively, of vehicle weight by 2006, rising respectively  
to 85% and 95% by 2015. Currently, there are numerous  
uncertainties surrounding the form and implementation  
of the applicable regulations in different European Union  
member states, particularly regarding manufacturer respon-  
sibilities and resultant expenses that may be incurred. All  
of the member states, other than the 10 new member  
states, have adopted legislation to implement the directive.  
In addition, Sweden, Denmark and Belgium have existing  
legislation that partially implements the directive. The 10  
new member states which joined the European Union in  
May 2004 are also in the process of adopting legislation to  
Toyota has a concentration of material purchases from  
a supplier which is an affiliated company. These purchases  
approximate 10% of material costs.  
The parent company has a concentration of labor  
supply in employees working under collective bargaining  
agreements and a substantial portion of these employees  
are working under the agreement that will expire on  
December 31, 2005.  
2
4. SEGMENT DATA  
The operating segments reported below are the segments  
of Toyota for which separate financial information is  
available and for which operating income/loss amounts  
are evaluated regularly by executive management in  
deciding how to allocate resources and in assessing  
performance.  
The major portions of Toyota’s operations on a  
worldwide basis are derived from the Automotive and  
Financial Services business segments. The Automotive  
segment designs, manufactures and distributes sedans,  
minivans, compact cars, sport-utility vehicles, trucks and  
related parts and accessories. The Financial Services  
segment consists primarily of financing operations, and  
vehicle and equipment leasing operations to assist in the  
merchandising of Toyota’s products as well as other  
products. The All Other segment includes the design,  
manufacturing and sales of housing, telecommunications  
and other business.  
The following tables present certain information  
regarding Toyota’s industry segments and operations by  
geographic areas as of and for the years ended March 31,  
2003, 2004 and 2005:  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 113  
Segment operating results and assets—  
As of and for the year ended March 31, 2003:  
Yen in millions  
Inter-segment  
Elimination/  
Unallocated  
Amount  
Financial  
Services  
Automotive  
All Other  
Total  
Revenues  
External customers..................................... ¥14,300,799  
¥ 707,527  
17,371  
¥493,227  
301,990  
795,217  
790,688  
¥
(330,013)  
(330,013)  
(319,877)  
(10,136)  
¥15,501,553  
Inter-segment .............................................  
10,652  
14,311,451  
13,064,526  
Total revenue .........................................  
Operating expenses ....................................  
724,898  
694,570  
15,501,553  
14,229,907  
¥ 1,271,646  
¥20,152,974  
1,272,547  
870,636  
Operating income....................................... ¥ 1,246,925  
Segment assets ............................................ ¥ 9,392,749  
¥
30,328  
¥ 4,529  
¥
¥7,392,486  
161,820  
192,624  
544,390  
¥722,604  
¥2,645,135  
56,493  
Investment in equity method investees.....  
Depreciation ...............................................  
Expenditures for segment assets................  
1,054,234  
657,814  
998,528  
20,198  
48,041  
19,270  
1,610,229  
As of and for the year ended March 31, 2004:  
Yen in millions  
All Other  
Inter-segment  
Elimination/  
Unallocated  
Amount  
Financial  
Services  
Automotive  
Total  
Revenues  
External customers..................................... ¥15,963,100  
¥ 716,727  
20,125  
¥614,933  
281,311  
896,244  
880,997  
¥ 15,247  
¥941,925  
¥
(312,162)  
(312,162)  
(298,853)  
(13,309)  
¥17,294,760  
Inter-segment .............................................  
Total revenue .........................................  
Operating expenses ....................................  
10,726  
15,973,826  
14,454,872  
736,852  
17,294,760  
15,627,870  
¥ 1,666,890  
¥22,040,228  
1,364,777  
969,904  
590,854  
Operating income....................................... ¥ 1,518,954  
Segment assets ............................................ ¥10,207,395  
¥ 145,998  
¥8,138,297  
211,657  
¥
¥2,752,611  
60,407  
Investment in equity method investees.....  
Depreciation ...............................................  
Expenditures for segment assets................  
1,092,713  
772,829  
175,533  
21,542  
1,020,608  
432,222  
43,212  
(7,501)  
1,488,541  
As of and for the year ended March 31, 2005:  
Yen in millions  
All Other  
Inter-segment  
Elimination/  
Unallocated  
Amount  
Financial  
Services  
Automotive  
Total  
Revenues  
External customers..................................... ¥17,098,415  
¥ 760,664  
20,597  
¥ 692,447  
337,873  
¥
¥18,551,526  
Inter-segment .............................................  
Total revenue .........................................  
Operating expenses ....................................  
15,120  
17,113,535  
15,661,000  
(373,590)  
(373,590)  
(358,646)  
(14,944)  
781,261  
1,030,320  
996,577  
18,551,526  
16,879,339  
¥ 1,672,187  
¥24,335,011  
1,562,432  
997,713  
580,408  
Operating income....................................... ¥ 1,452,535  
Segment assets ............................................ ¥11,141,197  
¥ 200,853  
¥9,487,248  
215,642  
¥
33,743  
¥
¥1,025,517  
¥2,681,049  
75,746  
Investment in equity method investees.....  
Depreciation ...............................................  
Expenditures for segment assets................  
1,271,044  
754,339  
220,584  
22,790  
50,555  
1,161,757  
726,777  
(15,849)  
1,923,240  
1
14 >NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
U.S. dollars in millions  
All Other  
Inter-segment  
Elimination/  
Unallocated  
Amount  
Financial  
Services  
Automotive  
Total  
Revenues  
External customers.....................................  
Inter-segment .............................................  
Total revenue .........................................  
Operating expenses ....................................  
Operating income.......................................  
Segment assets ............................................  
Investment in equity method investees.....  
Depreciation ...............................................  
Expenditures for segment assets................  
$159,218  
141  
$ 7,083  
192  
$6,448  
3,146  
9,594  
9,280  
$ 314  
$9,549  
$
$172,749  
(3,479)  
(3,479)  
(3,340)  
(139)  
159,359  
145,833  
$ 13,526  
$103,745  
11,836  
7,025  
7,275  
172,749  
157,178  
$ 15,571  
$226,604  
14,549  
9,291  
5,405  
$ 1,870  
$88,344  
2,008  
$
$24,966  
705  
2,054  
212  
10,818  
6,768  
471  
(148)  
17,909  
Revenues to external customers and operating income  
of the Financial Services segment for the year ended  
March 31, 2005, includes the impact of adjustments  
totaling ¥14,991 million ($140 million) made by a sales  
financing subsidiary in the United States of America for  
the correction of errors relating to prior periods mainly in  
connection with capitalization of certain disbursements,  
including disbursements made in prior years, directly  
related to origination of loans in accordance with  
Statement of Financial Accounting Standards No. 91.  
Geographic Information—  
As of and for the year ended March 31, 2003:  
Yen in millions  
Inter-segment  
Elimination/  
Unallocated  
Amount  
North  
America  
Other foreign  
countries  
Japan  
Europe  
Total  
Revenues  
External customers...... ¥ 6,621,054  
¥5,929,803  
289,036  
¥1,514,683  
85,138  
¥1,436,013  
110,731  
¥
(4,709,478)  
(4,709,478)  
(4,702,915)  
¥15,501,553  
Inter-segment ..............  
Total revenue ..........  
Operating expenses .....  
Operating income........  
4,224,573  
10,845,627  
9,901,337  
6,218,839  
5,938,851  
¥ 279,988  
¥6,217,941  
1,778,892  
1,599,821  
1,591,516  
1,546,744  
1,501,118  
15,501,553  
14,229,907  
¥ 1,271,646  
¥20,152,974  
5,203,879  
¥
944,290  
¥
8,305  
¥
45,626  
¥
(6,563)  
¥ 2,073,456  
Segment assets ............. ¥ 9,272,330  
Long-lived assets.......... 2,732,654  
¥1,516,360  
410,389  
¥1,072,887  
281,944  
As of and for the year ended March 31, 2004:  
Yen in millions  
Inter-segment  
Elimination/  
Unallocated  
Amount  
North  
America  
Other foreign  
countries  
Japan  
Europe  
Total  
Revenues  
External customers...... ¥ 7,167,704  
¥5,910,422  
217,217  
¥2,018,969  
145,372  
¥2,197,665  
164,218  
¥
(4,949,090)  
(4,949,090)  
(4,947,488)  
(1,602)  
¥17,294,760  
Inter-segment ..............  
Total revenue ..........  
Operating expenses .....  
4,422,283  
11,589,987  
10,481,860  
6,127,639  
5,736,662  
¥ 390,977  
¥6,674,694  
1,536,550  
2,164,341  
2,091,866  
2,361,883  
2,264,970  
17,294,760  
15,627,870  
¥ 1,666,890  
¥22,040,228  
5,354,647  
Operating income........ ¥ 1,108,127  
Segment assets ............. ¥10,210,904  
¥
72,475  
¥
96,913  
¥
¥1,842,947  
448,954  
¥1,567,276  
336,514  
¥ 1,744,407  
Long-lived assets..........  
3,032,629  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 115  
As of and for the year ended March 31, 2005:  
Yen in millions  
Inter-segment  
Elimination/  
Unallocated  
Amount  
North  
America  
Other foreign  
countries  
Japan  
Europe  
Total  
Revenues  
External customers...... ¥ 7,408,136  
¥6,187,624  
185,829  
¥2,305,450  
173,977  
¥2,650,316  
158,808  
¥
¥18,551,526  
Inter-segment ..............  
Total revenue ..........  
Operating expenses .....  
Operating income........  
4,596,019  
12,004,155  
11,016,913  
¥987,242  
(5,114,633)  
(5,114,633)  
(5,102,252)  
6,373,453  
5,925,894  
¥ 447,559  
¥7,738,898  
1,708,147  
2,479,427  
2,370,886  
¥ 108,541  
¥2,242,566  
544,597  
2,809,124  
2,667,898  
¥ 141,226  
¥1,943,807  
432,727  
18,551,526  
16,879,339  
¥ 1,672,187  
¥24,335,011  
5,795,594  
¥
(12,381)  
¥ 1,668,944  
Segment assets ............. ¥10,740,796  
Long-lived assets..........  
3,110,123  
U.S. dollars in millions  
Inter-segment  
Elimination/  
Unallocated  
Amount  
North  
America  
Other foreign  
countries  
Japan  
Europe  
Total  
Revenues  
External customers......  
Inter-segment ..............  
Total revenue ..........  
$ 68,984  
42,797  
$57,618  
1,731  
$21,468  
1,620  
$24,679  
1,479  
$
$172,749  
(47,627)  
(47,627)  
(47,511)  
111,781  
102,588  
59,349  
55,181  
$ 4,168  
$72,064  
15,906  
23,088  
22,077  
$ 1,011  
$20,882  
5,071  
26,158  
24,843  
$ 1,315  
$18,100  
4,030  
172,749  
157,178  
$ 15,571  
$226,604  
53,968  
Operating expenses .....  
Operating income.......  
Segment assets .............  
Long-lived assets..........  
$
9,193  
$
(116)  
$ 15,541  
$100,017  
28,961  
Revenues are attributed to geographies based on the  
country location of the parent company or the subsidiary  
that transacted the sale with the external customer.  
There are no any individually material countries with  
respect to revenues, operating expenses, operating income,  
segment assets and long-lived assets included in other  
foreign countries.  
Unallocated amounts included in segment assets repre-  
sents assets held for corporate purposes, which mainly  
consist of cash and cash equivalents and marketable  
securities. Such corporate assets were ¥3,125,276 million,  
made at amounts which Toyota’s management believes  
approximate arm’s-length transactions. In measuring the  
reportable segments’ income or losses, operating income  
consists of revenue less operating expenses.  
Overseas Revenues by destination—  
The following information shows revenues that are  
attributed to countries based on location of customers,  
excluding customers in Japan. In addition to the disclosure  
requirements under FAS No. 131, Disclosure about Segments of  
an Enterprise and Related Information (“FAS 131”), Toyota  
discloses this information in order to provide financial  
statement users with valuable information.  
¥3,270,973 million and ¥3,308,055 million ($30,804  
million), as of March 31, 2003, 2004 and 2005, respectively.  
Transfers between industry or geographic segments are  
U.S. dollars  
in millions  
Yen in millions  
For the year  
For the years ended March 31,  
2004  
ended March 31,  
2003  
2005  
2005  
North America..................................................................................  
Europe ..............................................................................................  
Other foreign countries....................................................................  
¥6,200,075  
1,556,261  
2,568,229  
¥6,108,723  
2,037,344  
3,355,148  
¥6,374,235  
2,365,525  
3,865,764  
$59,356  
22,027  
35,997  
1
16 >NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
Certain financial statement data on non-financial services and financial services businesses—  
The financial data below presents separately Toyota’s non-financial services and financial services businesses.  
Balance sheets—  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2004  
2005  
2005  
Non-Financial Services Businesses  
Current assets  
Cash and cash equivalents......................................................................................  
Time deposits..........................................................................................................  
Marketable securities ..............................................................................................  
Trade accounts and notes receivable, less allowance for doubtful accounts.......  
Inventories...............................................................................................................  
Prepaid expenses and other current assets ............................................................  
Total current assets.............................................................................................  
Investments and other assets..................................................................................  
Property, plant and equipment..............................................................................  
Total Non-Financial Services Businesses assets................................................  
¥ 1,618,876  
16,689  
¥ 1,324,126  
8,006  
$ 12,330  
74  
444,543  
541,785  
5,045  
1,570,205  
1,083,326  
1,391,600  
6,125,239  
4,254,625  
4,398,163  
14,778,027  
1,640,155  
1,306,709  
1,580,371  
6,401,152  
4,804,843  
4,579,052  
15,785,047  
15,273  
12,168  
14,716  
59,606  
44,742  
42,640  
146,988  
Financial Services Businesses  
Current assets  
Cash and cash equivalents......................................................................................  
Time deposits..........................................................................................................  
Marketable securities ..............................................................................................  
Finance receivables, net ..........................................................................................  
Prepaid expenses and other current assets ............................................................  
Total current assets.............................................................................................  
Noncurrent finance receivables, net...........................................................................  
Investments and other assets ......................................................................................  
Property, plant and equipment ..................................................................................  
Total Financial Services Businesses assets.........................................................  
Eliminations ................................................................................................................  
Total assets..........................................................................................................  
110,900  
51,784  
159,627  
55,603  
1,486  
518  
3,914  
1,339  
13  
2,608,340  
605,019  
3,010,135  
609,946  
28,030  
5,680  
3,379,957  
3,221,013  
580,843  
3,836,650  
3,976,941  
457,115  
35,727  
37,032  
4,257  
956,484  
1,216,542  
9,487,248  
(937,284)  
¥24,335,011  
11,328  
88,344  
(8,728)  
$226,604  
8,138,297  
(876,096)  
¥22,040,228  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 117  
Assets in the non-financial service include unallocated corporate assets.  
U.S. dollars  
Yen in millions  
March 31,  
in millions  
March 31,  
2005  
2004  
2005  
Non-Financial Services Businesses  
Current liabilities  
Short-term borrowings...........................................................................................  
Current portion of long-term debt........................................................................  
Accounts payable ....................................................................................................  
Accrued expenses....................................................................................................  
Income taxes payable..............................................................................................  
Other current liabilities ..........................................................................................  
Total current liabilities.......................................................................................  
Long-term liabilities  
¥
718,396  
62,634  
¥
713,474  
$
6,644  
560  
60,092  
1,847,036  
1,200,122  
263,291  
1,695,255  
1,084,357  
241,691  
17,199  
11,175  
2,452  
9,827  
47,857  
971,796  
1,055,336  
5,139,351  
4,774,129  
Long-term debt.......................................................................................................  
Accrued pension and severance costs....................................................................  
Other long-term liabilities......................................................................................  
Total long-term liabilities ..................................................................................  
Total Non-Financial Services Businesses liabilities ..........................................  
771,791  
724,369  
747,911  
645,308  
6,964  
6,009  
600,158  
564,185  
5,254  
2,096,318  
6,870,447  
1,957,404  
7,096,755  
18,227  
66,084  
Financial Services Businesses  
Current liabilities  
Short-term borrowings...........................................................................................  
Current portion of long-term debt........................................................................  
Accounts payable ....................................................................................................  
Accrued expenses....................................................................................................  
Income taxes payable..............................................................................................  
Other current liabilities ..........................................................................................  
Total current liabilities.......................................................................................  
Long-term liabilities  
2,029,258  
1,088,762  
15,287  
2,269,197  
1,092,328  
15,542  
21,130  
10,172  
145  
53,031  
93,042  
866  
10,864  
29,544  
275  
259,826  
3,457,028  
289,850  
3,789,503  
2,699  
35,287  
Long-term debt.......................................................................................................  
Accrued pension and severance costs....................................................................  
Other long-term liabilities......................................................................................  
Total long-term liabilities ..................................................................................  
Total Financial Services Businesses liabilities ...................................................  
Eliminations ................................................................................................................  
Total liabilities ....................................................................................................  
Minority interest in consolidated subsidiaries ..........................................................  
Shareholders’ equity....................................................................................................  
Total liabilities and shareholders’ equity ..........................................................  
3,726,355  
1,200  
4,503,247  
1,681  
41,933  
16  
244,386  
331,827  
3,090  
45,039  
80,326  
(8,733)  
3,971,941  
7,428,969  
(884,048)  
4,836,755  
8,626,258  
(937,881)  
13,415,368  
446,293  
14,785,132  
504,929  
137,677  
4,702  
8,178,567  
¥22,040,228  
9,044,950  
¥24,335,011  
84,225  
$226,604  
1
18 >NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
Statement of income—  
U.S. dollars  
in millions  
Yen in millions  
For the year  
For the year ended March 31,  
2004  
ended March 31,  
2003  
2005  
2005  
Non-Financial Services Businesses  
Net revenues................................................................................... ¥14,803,475  
Costs and expenses  
¥16,586,814  
¥17,800,357  
$165,754  
Cost of revenues ........................................................................  
Selling, general and administrative ..........................................  
Total costs and expenses.......................................................  
Operating income..........................................................................  
Other income (expense), net.........................................................  
Income before income taxes, minority interest and equity  
in earnings of affiliated companies .............................................  
Provision for income taxes............................................................  
Income before minority interest and equity  
11,915,394  
13,507,835  
1,540,724  
15,048,559  
1,538,255  
97,885  
14,497,252  
1,813,288  
16,310,540  
1,489,817  
68,736  
134,996  
16,885  
151,881  
13,873  
640  
1,631,151  
13,546,545  
1,256,930  
(48,563)  
1,208,367  
514,710  
1,636,140  
627,038  
1,558,553  
578,709  
14,513  
5,389  
in earnings of affiliated companies .............................................  
Minority interest in consolidated subsidiaries.............................  
Equity in earnings of affiliated companies ...................................  
Net income- Non-Financial Services Businesses ........................  
693,657  
(10,796)  
46,309  
1,009,102  
(41,886)  
107,542  
979,844  
(63,952)  
131,849  
9,124  
(596)  
1,228  
9,756  
729,170  
1,074,758  
1,047,741  
Financial Services Businesses  
Net revenues...................................................................................  
Costs and expenses  
724,898  
736,852  
781,261  
7,275  
Cost of revenues ........................................................................  
Selling, general and administrative ..........................................  
Total costs and expenses.......................................................  
Operating income..........................................................................  
Other expense, net.........................................................................  
Income before income taxes, minority interest and equity  
in earnings of affiliated companies ..............................................  
Provision for income taxes............................................................  
Income before minority interest and equity  
425,691  
268,879  
694,570  
30,328  
365,750  
225,104  
590,854  
145,998  
(16,438)  
376,150  
204,258  
580,408  
200,853  
(4,764)  
3,503  
1,902  
5,405  
1,870  
(44)  
(11,444)  
18,884  
2,298  
129,560  
53,959  
196,089  
78,748  
1,826  
733  
in earnings of affiliated companies ..............................................  
Minority interest in consolidated subsidiaries.............................  
Equity in earnings of affiliated companies ...................................  
Net income- Financial Services Businesses ..................................  
Eliminations...................................................................................  
Net income.....................................................................................  
16,586  
(735)  
6,526  
22,377  
(605)  
75,601  
(815)  
117,341  
(988)  
1,093  
(9)  
12,753  
7,622  
71  
87,539  
123,975  
(456)  
1,155  
(4)  
(199)  
¥
750,942  
¥ 1,162,098  
¥ 1,171,260  
$ 10,907  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 119  
Statement of cash flows—  
Yen in millions  
For the year ended March 31, 2003  
Non-Financial Financial  
Services Services  
Businesses Businesses Consolidated  
Yen in millions  
For the year ended March 31, 2004  
Non-Financial Financial  
Services Services  
Businesses Businesses Consolidated  
Cash flows from operating activities  
Net income ..........................................................................  
Adjustments to reconcile net income to net cash  
provided by operating activities  
¥
729,170 ¥ 22,377 ¥ 750,942 ¥ 1,074,758 ¥  
87,539 ¥ 1,162,098  
Depreciation....................................................................  
Provision for doubtful accounts and credit losses........  
Pension and severance costs, less payments..................  
Loss on disposal of fixed assets ......................................  
Unrealized losses on available-for-sale securities, net ....  
Deferred income taxes....................................................  
Minority interest in consolidated subsidiaries..............  
Equity in earnings of affiliated companies ....................  
Changes in operating assets and liabilities, and other.......  
Net cash provided by operating activities.................  
678,012  
2,989  
192,624  
96,248  
569  
870,636  
99,837  
794,371  
13,356  
175,533  
69,782  
24  
969,904  
83,138  
55,068  
55,637  
(159,291)  
38,708  
(159,267)  
39,742  
46,205  
287  
46,492  
1,034  
111,346  
(85,056)  
10,796  
111,346  
(74,273)  
11,531  
3,063  
3,063  
10,777  
735  
82,918  
37,603  
815  
120,828  
42,686  
41,886  
(46,309)  
206,810  
1,709,031  
(6,526)  
(50,572)  
(52,835)  
120,775  
(107,542)  
88,212  
(12,753)  
(13,546)  
346,031  
(120,295)  
44,837  
266,519 1,940,088  
1,870,439  
2,186,734  
Cash flows from investing activities  
Additions to finance receivables.........................................  
Collection of and proceeds from  
(6,481,200) (3,439,936)  
5,825,456 2,929,151  
(50,443) (1,005,931)  
(8,126,880) (4,547,068)  
sale of finance receivables .................................................  
Additions to fixed assets excluding equipment  
leased to others ..................................................................  
Additions to equipment leased to others...........................  
Proceeds from sales of fixed assets excluding equipment  
leased to others .................................................................  
Proceeds from sales of equipment leased to others...........  
Purchases of marketable securities and  
6,878,953  
3,395,430  
(955,488)  
(923,105)  
(133,214)  
(22,698)  
(945,803)  
(542,738)  
(110,351) (493,947) (604,298)  
(409,524)  
50,702  
64,773  
11,145  
61,847  
63,211  
78,393  
10,714  
73,925  
221,765  
286,538  
210,288  
288,681  
security investments.........................................................  
Proceeds from sales of and maturity of  
(868,227) (245,771) (1,113,998) (1,077,317)  
(259,150) (1,336,467)  
marketable securities and security investments...............  
Payment for additional investments  
727,462  
194,503  
921,965  
1,108,265  
327,877  
1,436,142  
in affiliated companies, net of cash acquired...................  
Changes in investments and other assets, and other.........  
(28,229)  
65,499  
(28,229)  
(8,557)  
(20,656)  
(16,051)  
(20,656)  
(17,941)  
(13,795)  
(41,054)  
Net cash used in investing activities.......................... (1,053,859) (1,032,287) (2,001,448)  
(920,474) (1,431,474) (2,216,495)  
Cash flows from financing activities  
Purchase of common stock.................................................  
Proceeds from issuance of long-term debt ........................  
Payments of long-term debt ...............................................  
Increase (decrease) in short-term borrowings...................  
Dividends paid.....................................................................  
Other....................................................................................  
Net cash provided by (used in)  
(454,611)  
(454,611)  
(357,457)  
48,373  
(357,457)  
1,636,570  
174,657 1,528,429 1,686,564  
(224,261) (913,207) (1,117,803)  
1,682,550  
(140,384) (1,187,219) (1,253,045)  
(83,907)  
(110,846)  
4,074  
166,613  
30,327  
(105,051)  
(137,678)  
(15,000)  
544,806  
353,833  
(137,678)  
(30) (110,876)  
4,074  
15,000  
financing activities.......................................................  
Effect of exchange rate changes on cash  
(694,894)  
781,805  
37,675  
(707,197) 1,055,137  
242,223  
and cash equivalents .............................................................  
Net increase (decrease) in cash and cash equivalents ............  
Cash and cash equivalents at beginning of year.....................  
(33,521)  
(73,243)  
(7,926)  
8,111  
(41,447)  
(65,132)  
(61,623)  
181,145  
(13,091)  
(43,397)  
154,297  
(74,714)  
137,748  
1,510,974  
146,186 1,657,160  
1,437,731  
1,592,028  
Cash and cash equivalents at end of year ............................... ¥ 1,437,731 ¥ 154,297 ¥ 1,592,028 ¥ 1,618,876 ¥ 110,900 ¥ 1,729,776  
1
20 >NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
Yen in millions  
U.S. dollars in millions  
For the year ended March 31, 2005  
For the year ended March 31, 2005  
Non-Financial Financial  
Services Services  
Businesses Businesses Consolidated  
Non-Financial Financial  
Services Services  
Businesses Businesses Consolidated  
Cash flows from operating activities  
Net income ....................................................................... ¥ 1,047,741 ¥ 123,975 ¥ 1,171,260  
Adjustments to reconcile net income to net cash  
$
9,756  
$ 1,155  
$ 10,907  
provided by operating activities  
Depreciation.................................................................  
Provision for doubtful accounts and credit losses .....  
Pension and severance costs, less payments ...............  
Loss on disposal of fixed assets....................................  
Unrealized losses on available-for-sale securities, net..  
Deferred income taxes .................................................  
Minority interest in consolidated subsidiaries ...........  
Equity in earnings of affiliated companies .................  
Changes in operating assets and liabilities, and other....  
Net cash provided by operating activities ..............  
777,129  
15,752  
220,584  
47,402  
468  
997,713  
63,154  
(52,933)  
49,159  
2,324  
7,237  
147  
2,054  
441  
4
9,291  
588  
(53,401)  
48,334  
(497)  
450  
(493)  
458  
825  
8
2,324  
22  
22  
29,398  
54,860  
988  
84,711  
64,938  
274  
511  
9
789  
63,952  
596  
605  
(131,849)  
(7,622) (139,471)  
130,085  
(1,228)  
(910)  
15,847  
(71)  
1,897  
6,008  
(1,299)  
1,210  
22,078  
(97,535) 203,762  
1,701,845  
645,242 2,370,940  
Cash flows from investing activities  
Additions to finance receivables.........................................  
Collection of and proceeds from  
(8,264,794) (4,296,966)  
7,289,387 3,377,510  
(18,715) (1,068,287)  
(76,961)  
67,878  
(40,013)  
31,451  
sale of finance receivables .................................................  
Additions to fixed assets excluding equipment  
leased to others ................................................................. (1,049,572)  
(9,774)  
(1,367)  
(174)  
(9,948)  
(7,961)  
Additions to equipment leased to others...........................  
Proceeds from sales of fixed assets excluding equipment  
leased to others .................................................................  
Proceeds from sales of equipment leased to others...........  
Purchases of marketable securities and  
(146,891) (708,062) (854,953)  
(6,593)  
60,034  
84,450  
9,362  
69,396  
559  
786  
87  
646  
232,006  
316,456  
2,160  
2,947  
security investments.......................................................... (1,053,417) (112,374) (1,165,791)  
(9,809)  
4,392  
(1,047)  
952  
(10,856)  
5,344  
Proceeds from sales of and maturity of  
marketable securities and security investments...............  
Payment for additional investments  
471,614  
102,329  
573,943  
in affiliated companies, net of cash acquired...................  
Changes in investments and other assets, and other.........  
(901)  
(901)  
(8)  
790  
(152)  
(8)  
(107)  
84,979  
(16,485)  
(11,603)  
Net cash used in investing activities.......................... (1,549,704) (1,487,346) (3,061,196)  
(14,431)  
(13,850)  
(28,505)  
Cash flows from financing activities  
Purchase of common stock.................................................  
Proceeds from issuance of long-term debt ........................  
Payments of long-term debt ...............................................  
Increase in short-term borrowings.....................................  
Dividends paid.....................................................................  
Other....................................................................................  
Net cash provided by (used in)  
(264,106)  
(264,106)  
(2,459)  
255  
17,339  
(10,808)  
1,666  
(2,459)  
17,354  
(10,757)  
1,306  
27,363 1,862,012 1,863,710  
(59,689) (1,160,710) (1,155,223)  
(556)  
5
564  
(165,299)  
(7,000)  
178,956  
140,302  
(165,299)  
(1,539)  
(65)  
(1,539)  
7,000  
65  
financing activities....................................................  
Effect of exchange rate changes on cash  
(468,167)  
887,258  
419,384  
(4,359)  
8,262  
3,905  
and cash equivalents ..............................................................  
Net increase (decrease) in cash and cash equivalents ............  
Cash and cash equivalents at beginning of year.....................  
21,276  
(294,750)  
1,618,876  
3,573  
24,849  
198  
(2,745)  
15,075  
33  
453  
231  
(2,291)  
16,107  
48,727  
(246,023)  
110,900 1,729,776  
1,033  
Cash and cash equivalents at end of year ............................... ¥ 1,324,126 ¥ 159,627 ¥ 1,483,753  
$ 12,330  
$
1,486  
$ 13,816  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS > 121  
2
5. PER SHARE AMOUNTS  
Reconciliations of the differences between basic and diluted net income per share for the years ended March 31, 2003, 2004 and 2005 are  
as follows:  
Yen in  
millions  
Thousands of  
shares  
Yen  
U.S. dollars  
Weighted-average  
shares  
Net income  
per share  
Net income  
per share  
Net income  
¥ 750,942  
For the year ended March 31, 2003  
Basic net income per common share...............................................  
Effect of diluted securities  
3,553,602  
¥211.32  
Assumed exercise of dilutive stock options............................  
Diluted net income per common share...........................................  
For the year ended March 31, 2004  
22  
¥ 750,942  
¥1,162,098  
3,553,624  
¥211.32  
¥342.90  
Basic net income per common share...............................................  
Effect of diluted securities  
3,389,074  
Assumed exercise of dilutive stock options............................  
Diluted net income per common share...........................................  
For the year ended March 31, 2005  
303  
¥1,162,098  
3,389,377  
¥342.86  
Basic net income per common share...............................................  
Effect of dilutive securities  
¥1,171,260  
3,296,092  
¥355.35  
$3.31  
$3.31  
Assumed exercise of dilutive stock options............................  
Diluted net income per common share...........................................  
(1)  
¥1,171,259  
662  
3,296,754  
¥355.28  
Certain stock options were not included in the com-  
putation of diluted net income per share for the years  
ended March 31, 2003, 2004 and 2005 because the options’  
exercise prices were greater than the average market price  
per common share during the period.  
amounts are calculated as dividing net assets’ amount at  
the end of each period by the number of shares issued and  
outstanding at the end of corresponding period. In addi-  
tion to the disclosure requirements under FAS No. 128,  
Earnings per Share, Toyota discloses this information in  
order to provide financial statement users with valuable  
information.  
The following table shows Toyota’s net assets per share  
as of March 31, 2004 and 2005. Net assets per share  
Yen in  
millions  
Thousands of  
shares  
Yen  
U.S. dollars  
Shares issued and  
outstanding at  
the end of the year  
Net assets  
per share  
Net assets  
per share  
Net assets  
March 31, 2004  
Net assets ......................................................................................  
March 31, 2005  
¥8,178,567  
9,044,950  
3,329,921  
¥2,456.08  
2,767.67  
Net assets ......................................................................................  
3,268,078  
$25.77  
1
22  
Dai Nagoya Building  
-28-12, Meieki, Nakamura-ku  
Nagoya, 450-8565 Japan  
3
REPORT OF INDEPENDENT REGISTERED  
PUBLIC ACCOUNTING FIRM  
To the Shareholders and Board of Directors of  
Toyota Jidosha Kabushiki Kaisha  
“Toyota Motor Corporation”)  
(
In our opinion, the accompanying consolidated balance sheets and the related consolidated  
statements of income, of shareholders’ equity and of cash flows present fairly, in all material  
respects, the financial position of Toyota Motor Corporation and its subsidiaries at March 31, 2004  
and 2005, and the results of their operations and their cash flows for each of the three years in the  
period ended March 31, 2005 in conformity with accounting principles generally accepted in the  
United States of America. These financial statements are the responsibility of the Company’s  
management. Our responsibility is to express an opinion on these financial statements based on our  
audits. We conducted our audits of these statements in accordance with the standards of the Public  
Company Accounting Oversight Board (United States). Those standards require that we plan and  
perform the audit to obtain reasonable assurance about whether the financial statements are free of  
material misstatement. An audit includes examining, on a test basis, evidence supporting the  
amounts and disclosures in the financial statements, assessing the accounting principles used and  
significant estimates made by management, and evaluating the overall financial statement  
presentation. We believe that our audits provide a reasonable basis for our opinion.  
June 23, 2005  
1
23  
DOMESTIC PRODUCTION SITES  
As of March 31, 2005  
DOMESTIC PLANTS  
Name  
Main products  
Start of operations  
1938  
Honsha Plant  
Motomachi Plant  
Kamigo Plant  
Takaoka Plant  
Miyoshi Plant  
Tsutsumi Plant  
Myochi Plant  
Shimoyama Plant  
Kinu-ura Plant  
Tahara Plant  
Teiho Plant  
Chassis for Land Cruiser and Dyna / Toyoace, forging parts, chassis mechanical parts  
Crown, Brevis, Progrès, Mark X  
1959  
Engines  
1965  
Corolla, Allex, bB, Platz, Fun Cargo, Vitz, ist, Sienta, Porte  
Chassis parts, chassis mechanical parts  
1966  
1968  
Prius, Camry, Opa, Premio, Allion, Caldina, Wish, Scion tC  
Engines, chassis casted parts, chassis mechanical parts  
Engines, exhaust emission control devices  
Drivetrain casting parts  
1970  
1973  
1975  
1978  
Celsior, GS, Land Cruiser Prado, Hilux, RAV4, Crown  
Machinery, dies for casting / molds for plastic parts  
R&D and production of electronic parts and semiconductors, etc.  
1979  
1986  
Hirose Plant  
1989  
MANUFACTURING SUBSIDIARIES AND VEHICLE ASSEMBLY AFFILIATES  
Start of  
operations  
Voting rights  
ratio** (%)  
Capital  
(¥ million)  
Company name  
Main products*  
Toyota Motor Kyushu, Inc.  
Toyota Motor Hokkaido, Inc.  
Harrier, Kluger  
1992  
1992  
100.00  
100.00  
45,000  
27,500  
Transmissions, drivetrain parts,  
aluminum wheels, etc.  
Toyota Motor Tohoku Co., Ltd.  
Toyota Auto Body Co., Ltd.  
Mechanical and electronic parts  
1998  
1945  
100.00  
57.02  
2,000  
Hiace, Voxy, Noah, Estima, Prius, Land Cruiser  
10,371  
(LX470), Alphard, Ipsum, Dyna / Toyoace, Townace  
Kanto Auto Works, Ltd.  
Century, Crown, Soarer (SC430), Celica, Corolla,  
Confort, Isis, Mark X, Windom (ES300 / ES330),  
Altezza (IS200 / 300), Altezza Gita (IS300 Sportcross)  
1946  
50.64  
6,850  
Central Motor Co., Ltd.  
WiLL CYPHA, Raum, Allex, Corolla Runx, bB, MR-S 1950  
77.00  
47.71  
51.56  
50.45  
24.33  
1,300  
1,175  
Gifu Auto Body Industry Co., Ltd.  
Daihatsu Motor Co., Ltd.  
Hino Motors, Ltd.  
Hiace, Himedic  
1940  
1907  
1942  
1926  
Cami, Passo, Probox, Succeed  
Dyna / Toyoace, Hilux, Townace  
Vitz, RAV4  
28,404  
72,717  
80,462  
Toyota Industries Corporation  
*
*
Only vehicles produced under Toyota and Lexus brand names shown.  
* Including voting rights by the subsidiaries determined in accordance with U.S. GAAP.  
1
24  
OVERSEAS MANUFACTURING COMPANIES  
(Plants that manufacture or assemble Toyota- or Lexus-brand vehicles and component manufacturers established by Toyota)  
NORTH AMERICA  
Start of  
operations  
Voting rights  
ratio* (%)  
Company name  
Products**  
Canada  
1 Canadian Autoparts Toyota Inc. (CAPTIN)  
Feb. 1985  
Nov. 1988  
100.00  
100.00  
Aluminum wheels  
Corolla, Matrix, RX330, engines  
2
Toyota Motor Manufacturing Canada Inc.  
TMMC)  
3 Bodine Aluminum, Inc.  
(
U.S.A.  
Jan. 1993  
Dec. 1984  
100.00  
50.00  
Aluminum castings  
Corolla, Tacoma  
4
5
6
7
8
9
New United Motor Manufacturing, Inc.  
NUMMI)  
TABC, Inc.  
(
Nov. 1971  
100.00  
100.00  
100.00  
100.00  
100.00  
100.00  
100.00  
Truck beds, catalytic converters,  
stamped parts  
Toyota Motor Manufacturing, Alabama, Inc. May 2003  
TMMAL)  
Engines  
(
Toyota Motor Manufacturing,  
Kentucky, Inc. (TMMK)  
May 1988  
Dec. 1998  
Nov. 1998  
Avalon, Camry, Solara, engines  
Tundra, Sequoia, Sienna  
Engines, transmissions  
Tundra  
Toyota Motor Manufacturing, Indiana, Inc.  
(TMMI)  
Toyota Motor Manufacturing,  
West Virginia, Inc. (TMMWV)  
10  
Toyota Motor Manufacturing,  
Texas, Inc. (TMMTX)  
2006  
(planned)  
Mexico  
11 Toyota Motor Manufacturing de Baja  
Sep. 2004  
Truck beds, Tacoma  
California S.de R.L.de.C.V (TMMBC)  
CENTRAL AND SOUTH AMERICA AND THE CARIBBEAN  
Start of  
operations  
Voting rights  
ratio* (%)  
Company name  
Products**  
Argentina  
Brazil  
1 Toyota Argentina S.A.  
2 Toyota do Brasil Ltda.  
Mar. 1997  
May 1959  
Mar. 1992  
100.00  
100.00  
28.00  
Hilux  
Corolla, engines  
Hilux, Land Cruiser Prado  
Colombia  
3 Sociedad de Fabricacion  
de Automotores S.A.  
Venezuela  
4 Toyota de Venezuela Compania Anonima  
Nov. 1981  
90.00  
Corolla, Dyna, Land Cruiser, Terios***  
North America  
Central and South America and the Caribbean  
4
3
1
2
4
5
3
8
7
6
9
2
1
1
10  
1
OVERSEAS MANUFACTURING COMPANIES > 125  
EUROPE  
Start of  
operations  
Voting rights  
ratio* (%)  
Company name  
Products**  
France  
Poland  
1 Toyota Motor Manufacturing France  
S.A.S. (TMMF)  
Jan. 2001  
Apr. 2002  
Mar. 2005  
100.00  
94.00  
60.00  
Yaris, engines  
2 Toyota Motor Manufacturing Poland  
Transmissions, engines  
Engines  
SP.zo.o. (TMMP)  
3
Toyota Motor Industries  
Poland SP.zo.o. (TMIP)  
Portugal  
U.K.  
4 Salvador Caetano I.M.V.T., S.A.  
Aug. 1968  
Sep. 1992  
27.00  
Dyna, Hiace, Optimo  
5 Toyota Motor Manufacturing (UK) Ltd.  
100.00  
Avensis, Corolla, engines  
(
TMUK)  
Czech Republic 6 Toyota Peugeot Citroën  
Automobile Czech, s.r.o. (TPCA)  
7 Toyota Motor Manufacturing TURKEY Inc.  
TMMT)  
8 OOO “Toyota Motor Manufacturing Russia” Dec. 2007  
Feb. 2005  
Sep. 1994  
50.00  
90.00  
Aygo  
Turkey  
Russia  
Corolla  
Camry  
(
(planned)  
AFRICA  
Start of  
Voting rights  
ratio* (%)  
Company name  
operations  
Aug. 1977  
June 1962  
Products**  
Kenya  
1 Associated Vehicle Assemblers Ltd.  
Hiace, Hilux, Land Cruiser  
South Africa  
2 Toyota South Africa Motors (Pty) Ltd.  
100.00  
Corolla, Dyna, Hiace, Hilux,  
catalytic converters, engines  
Europe  
Africa  
8
5
2
3
1
6
1
4
7
2
*
Including voting rights by the subsidiaries determined in accordance with U.S. GAAP. (As of March 31, 2005)  
* Products as of March 31, 2005  
**Daihatsu brand  
*
*
1
26 >OVERSEAS MANUFACTURING COMPANIES  
ASIA  
Start of  
operations  
Voting rights  
ratio* (%)  
Company name  
Products**  
China  
1 Tianjin Jinfeng Auto Parts Co., Ltd.  
July 1997  
July 1998  
May 1998  
Dec. 1998  
Oct. 2002  
Dec. 2000  
Sep. 2003  
Dec. 2004  
Jan. 2005  
30.00  
50.00  
90.00  
100.00  
50.00  
45.00  
Steering parts, propeller shafts  
Engines  
2
3
4
5
6
7
8
9
Tianjin Toyota Motor Engine Co., Ltd.  
Tianjin Fengjin Auto Parts Co., Ltd.  
Tianjin Toyota Forging Co., Ltd.  
Continuous velocity joints  
Forging parts  
Tianjin FAW Toyota Motor Co., Ltd.  
Sichuan Toyota Motor Co., Ltd.  
Vios, Corolla, Crown  
Coaster, Land Cruiser Prado  
Land Cruiser  
Chang Chun FAW Fengyue Auto Co., Ltd.  
FAW Toyota Changchun Engine Co., Ltd.  
Guangqi Toyota Engine Co., Ltd.  
50.00  
70.00  
Engines  
Engines, engine parts  
(cam shafts, crank shafts)  
1
0
1
2
3
Tianjin Toyota Press Co., Ltd.  
May 2002  
May 2002  
Dec. 2004  
2006  
50.00  
50.00  
90.00  
Press parts  
1
1
1
Tianjin Toyota Resin Co., Ltd.  
Toyota FAW (Tianjin) Dies Co., Ltd.  
Guangzhou Toyota Motor Co., Ltd.  
Plastic parts  
Stamping dies for vehicles  
Camry  
(planned)  
Taiwan  
14 Kuozui Motors, Ltd.  
Jan. 1986  
56.66  
95.00  
Camry, Corolla, Vios, TUV,  
Hiace, Wish, Dyna  
Philippines  
15 Toyota Autoparts Philippines Inc.  
Sep. 1992  
Transmissions, constant  
velocity universal joints  
1
6
Toyota Motor Philippines Corp.  
Feb. 1989  
Aug. 1996  
34.00  
70.00  
Camry, Corolla, Innova  
Vietnam  
17 Toyota Motor Vietnam Co., Ltd.  
Camry, Corolla, Hiace,  
Land Cruiser, TUV, Vios  
Asia  
7
/8  
1
5
10  
12  
6
14  
9
/13  
16  
5
1
18  
20  
17  
21  
22  
OVERSEAS MANUFACTURING COMPANIES > 127  
Thailand  
18 Siam Toyota Manufacturing Co., Ltd. (STM) July 1989  
96.00  
48.97  
86.43  
Engines, propeller shafts  
Stamped parts  
19  
Toyota Auto Body Thailand Co., Ltd.  
Toyota Motor Thailand Co., Ltd. (TMT)  
May 1979  
Dec. 1964  
20  
Camry, Corolla, Hilux VIGO,  
Soluna-vios, Wish  
Malaysia  
21 Assembly Services Sdn. Bhd.  
Feb. 1968  
Camry, Corolla, Hiace, TUV,  
Vios, engines  
Indonesia  
22 PT. Toyota Motor Manufacturing Indonesia May 1970  
95.00  
Camry, Kijang Innova, engines  
OCEANIA  
Start of  
operations  
Voting rights  
ratio* (%)  
Company name  
Products**  
Australia  
1 Toyota Motor Corporation Australia Ltd.  
Apr. 1963  
100.00  
Camry, engines  
(TMCA)  
MIDDLE EAST AND SOUTHWEST ASIA  
Start of  
operations  
Voting rights  
ratio* (%)  
Company name  
Products**  
Bangladesh  
India  
1 Aftab Automobiles Ltd.  
July 1982  
99.00  
64.30  
Land Cruiser Prado  
Qualis, Corolla  
2 Toyota Kirloskar Motor Private Ltd. (TKM) Dec. 1999  
3
Toyota Kirloskar Auto Parts Private Ltd.  
TKAD)  
July 2002  
Axles, manual transmissions,  
propeller shafts  
(
Pakistan  
4 Indus Motor Company Ltd.  
Mar. 1993  
12.50  
Corolla, Hilux  
Oceania  
Middle East and Southwest Asia  
4
1
1
3
2
*
Including voting rights by the subsidiaries determined in accordance with U.S. GAAP. (As of March 31, 2005)  
** Products as of March 31, 2005  
1
28  
ENVIRONMENTAL PRESERVATION ACTIVITIES  
Toyota has long regarded environmental issues as one of its top management priorities. Guided  
by our basic management tenet of seeking growth in harmony with the environment, we have  
taken steps to develop and popularize technologies that enable the economy and the environment  
to coexist.  
In 1992, the Company set out guidelines for its environment-related activities in the Toyota  
Earth Charter. In the following year, we issued the Toyota Environmental Action Plan to reflect  
those guidelines in operations. At present, Toyota is implementing its third such action plan,  
which began in 2001, and in April 2006 the Company will roll out initiatives based on the fourth  
five-year Toyota Environmental Action Plan. After reconsidering the key environmental issues  
that we are likely to face over the medium-to-long term, we organized that new plan around four  
overriding issues: Energy / Global Warming, Resource Recycling, Environmentally Burdensome  
Substances, and Air Quality. Then, we prepared concrete measures to address those issues for  
different operational areas: design and development; purchasing, production, and distribution;  
and sales and recycling.  
Principal Initiatives: For vehicles, we aim to achieve a sustainable, mobile society by minimizing  
harmful exhaust emissions and maximizing fuel efficiency. To those ends, Toyota is steadily pro-  
ducing tangible results through the development and marketing of next-generation engines and  
exhaust emission reduction systems. Since the Prius was introduced in 1997 as the world’s first  
mass-produced hybrid vehicle, we have actively enhanced our hybrid vehicles.  
In production, we are doing our utmost to reduce emissions of CO2 and volatile organic  
compounds (VOCs) by aggressively introducing production technologies and thoroughly  
implementing daily control activities. In fiscal 2005, through the steady implementation of  
these measures, we met our objectives for reductions in emissions of CO2 and VOCs in the  
painting process.  
Tree-planting program conducted by  
Toyota Shirakawa-Go Eco-Institute  
In 1998, we developed technology for the recycling of materials that are regarded as difficult to  
recycle, such as auto shredder residue. In 2003, we initiated the Toyota Recycle Vision, which  
seeks the early realization of a 95% vehicle recovery ratio. To achieve that target, we are designing  
vehicles that are much easier to dismantle and recycle. Moreover, Toyota is playing a central role  
in the operation of the new recycling system created through the enactment of the Automobile  
Recycling Law in 2005. For example, we have constructed nationwide systems for information  
management and for the collection and recycling of shredder residue, airbags, and various  
materials, including chlorofluorocarbons.  
Environmental Management: Toyota’s environmental management encompasses every stage of a  
vehicle’s life, from development and production through distribution, usage, disposal, and  
recycling. In 2005, we introduced Eco-VAS (Eco-Vehicle Assessment System), a comprehensive  
environmental evaluation system based on life cycle assessment. Using that system, we will  
steadily improve the environmental performance of vehicles by fixing numerical targets at the  
outset of all vehicle development processes.  
Toyota integrates its environmental preservation efforts with those of subsidiaries in Japan  
and overseas based on a consolidated environmental management system introduced in 2000.  
We are working to achieve steady reductions in CO2 emissions, substances that place a burden  
on the environment, waste generation, and water usage. To enhance and reinforce local initia-  
tives, in October 2004 we invited 40 overseas environmental managers from 31 work sites in  
Bioplastics pilot plant  
21 countries to Japan for a training seminar.  
*
For additional information, please refer to the following web sites:  
(Japanese) http://www.toyota.co.jp/envrep05/  
(English)  
http://www.toyota.co.jp/en/envrep05/  
1
29  
SOCIAL CONTRIBUTION ACTIVITIES  
Aiming to be one of international society’s trusted, upstanding corporate citizens, Toyota undertakes  
social contribution initiatives centered on North America, Europe, Asia, and other regions where  
it does business. Our contributions encompass a wide range of fields, including science and  
technology promotion, road safety campaigns, patronage of the arts, environmental conservation,  
volunteer activities, and local community activities. To coordinate and advance such initiatives,  
Toyota has established the Corporate Philanthropy Committee, which is chaired by Toyota’s  
president and comprises directors. And in Japan, since 1990, Toyota has been a member of  
Nippon Keidanren’s 1% Club, allocating approximately one percent of its nonconsolidated  
ordinary income to social contributions every year.  
Initiatives in Japan: Our activities can be categorized into three main areas: advancing science  
and technology, popularizing the arts, and preserving the environment. In efforts to promote  
science and technology, we give children the chance to experience the mysteries of science and  
the pleasure of making things by sending employees as volunteer instructors to science museums  
and fairs. Also, we are taking steps to popularize the arts by developing specialists in arts and  
culture, increasing the pool of professional artists, and invigorating regional culture. For  
example, we support amateur orchestras through Toyota community concerts, discover talented  
new choreographers through the Toyota Choreography Award, and broaden the outlooks and  
stimulate the sensibilities of children by dispatching artists to schools and nurseries to conduct  
classes as part of our project to bring artists and children together. Also, the Company  
implements various environmental educational programs and sponsors afforestation projects to  
help mitigate global warming.  
Mobilitas driving-safety course  
One of the ultimate aspirations of a mobility-based society is to eradicate traffic accident  
injuries and fatalities. To contribute to efforts toward realizing that goal, we established the  
TOYOTA safety education center Mobilitas inside the newly renovated Fuji Speedway in April  
2005. The center provides a permanent venue for the Toyota Driver Communication driving-  
safety courses that we have been conducting regularly since 1987 as part of efforts to raise traffic  
safety awareness.  
Initiatives Overseas: Mainly focusing on North America, Europe, and Asia, our overseas social  
contribution activities center on the environment and education. In the United States, we have  
been supporting the parent-and-child educational programs run by the National Center for  
Family Literacy since 1991. Further, we have established the Toyota Family Literacy Program,  
mostly targeting immigrants from the Spanish-speaking countries of Central and South America.  
In Europe, we sponsor the Red Cross Society’s traffic safety, lifesaving, and first-aid educational  
campaigns for children in 26 European countries. Also, we collaborate with local NGOs in the  
United Kingdom, the Czech Republic, and Poland in the development of environmental  
education programs. In Asia, Toyota backs tree planting projects to prevent desertification in  
China, implements environmental improvement programs for secondary schools in Malaysia,  
and supports an NPO involved in the removal of landmines as part of humanitarian projects in  
Thailand and Cambodia.  
Parent-and-child education program in  
North America  
In addition to the above-mentioned initiatives, Toyota seeks to coexist with and benefit  
societies around the world through the implementation of diverse programs in alliance with local  
communities, governments, and NPOs.  
1
30  
EXPO 2005  
TOYOTA GROUP PAVILION—THE DREAM, JOY AND INSPIRATION  
OF MOBILITY IN THE 21st CENTURY  
In March 2005, the curtain lifted on EXPO 2005, or the 2005 World Exposition, Aichi, Japan,  
which is themed on Nature’s Wisdom and will last for approximately six months. Under the  
banner “The Dream, Joy and Inspiration of Mobility in the 21st Century,” the Toyota Group  
Pavilion, which is the culmination of efforts by Toyota and 15 other Group companies, offers  
a glimpse of Toyota’s advanced technology through performances and exhibits. As of July 4th,  
10 million people had visited EXPO 2005. Our pavilion has become one of the event’s main  
attractions.  
In the main theater, a Toyota Partner Robots band  
gives a musical rendition that even includes a robot  
Toyota Group Pavilion  
rapper. Other futuristic players in the dazzling performance include single-seater i-unit concept  
vehicles and mountable walking i-foot robots. The show is a window on tomorrow’s technology  
and vehicles and the possibilities they offer for the creation of an ideal society in the 21st century  
that is mobility based and in which the elderly and physically challenged can move autonomously.  
Testifying to the high-reliability of our technology, all of those performances have operated  
without a hitch during the exposition.  
The design and operation of the exhibition facility make it an environmentally friendly  
Natural-Cycle Earth Pavilion. For example, we have used a steel frame that can be dismantled and  
reused for the main structure, recycled paper for the outer walls, and kenaf for part of the inside  
walls. We aim to eliminate building material waste after the exposition closes by completely  
disassembling the building to recover those materials. Also, we are realizing zero net CO2  
emissions by producing electricity at a wind-power generator constructed off-site.  
Next-generation IMTS  
In addition, Toyota’s fuel cell hybrid buses, which combine high-pressure, hydrogen-supplied  
fuel cells and hybrid technology, are providing transportation between EXPO 2005’s two event  
sites. What is more, our next-generation Intelligent Multimode Transit System (IMTS) shuttles  
visitors around one of the event sites. Fueled by compressed natural gas, IMTS is based on  
technology that allows the unmanned platoon, or train-like, operation of several non-  
mechanically linked buses on dedicated roads and manual operation on ordinary roads.  
The Toyota Group hopes that its ideas will catalyze the creation of new values and lifestyles in  
the 21st century and, in turn, generate an ever-widening wave of technological innovation.  
Futuristic i-unit concept vehicles  
Performance at the main theater  
1
31  
MOTORSPORTS  
By taking part in motorsports, reliability. And, Jarno Trulli and Ralf  
Toyota aims to share with people Schumacher have joined our team’s  
around the world the fun, inspira- drivers. Those changes rapidly bore  
tion, and limitless possibilities that fruit; in only the second event of the  
cars offer. Today, our participation in 2005 season, Toyota claimed its  
motorsports mainly focuses on the long-awaited first podium when  
Formula One World Championship, Trulli crossed the line in second  
the IRL Indy Car Series, the NASCAR place at the Malaysian Grand Prix.  
Craftsman Truck Series, and the And, as of the 10th race Toyota  
Super GT World Challenge. Also, we ranked fourth in the Constructors’  
continue to contribute to the Championship.  
Fuji Speedway  
In April 2005, we took the wraps off a reju-  
venated Fuji Speedway, which is now a leading-  
edge circuit ready to host a wide spectrum of  
motorsports and other events. Toyota holds a  
foundations of motorsports by  
In the 2004 IRL Indy Car Series,  
9
3.4% stake in Fuji International Speedway Co.,  
nurturing elite drivers, sponsoring although unable to defend the  
one-make formula races, and previous year’s triumph at the  
Ltd., which implemented a major renovation of  
the circuit from September 2002. Those efforts  
paid off. The Federation Internationale de  
l’Automobile awarded Fuji Speedway the  
highest evaluation a circuit can obtain—grade  
renovating Fuji Speedway.  
storied Indy 500 race, we rounded  
While not achieving the F1 off the season in style with a victory  
podium placing we had hoped for in in the final race of the season in  
2
004, we equaled our high-water Texas. In 2005, Toyota engines are  
mark by placing fifth in the U.S. powering 10 cars used by six teams.  
Grand Prix, the ninth race of the In addition, the Toyota Driver  
1
—which makes the holding of F1 races in the  
future possible. At Fuji Speedway, we set out to  
realize the most advanced and exciting circuit  
ever by building the world’s longest main  
straight, at 1,475 meters, and by creating a  
smooth, flat pave-  
season. In response to new technical Development Program grooms  
regulations, we are facing the 2005 drivers for high-level competition by  
season, our fourth year in F1, with a identifying talented individuals and  
brand new car. The Toyota TF105 is helping them to steadily move up the  
designed to offer outstanding ranks of international motorsports.  
aerodynamic performance and  
ment surface to a  
degree of precision  
that exceeds grade  
1
requirements.  
*
(
(
For additional information, please refer to the following web sites:  
Toyota’s motorsports activities) http://www.toyota.co.jp/ms/ (Japanese only)  
F1) http://www.toyota-f1.com/  
1
32  
MEMBERS OF THE BOARD OF DIRECTORS AND AUDITORS  
As of June 23, 2005  
CHAIRMAN OF THE BOARD  
Hiroshi Okuda  
EXECUTIVE VICE PRESIDENTS  
(Main operational responsibilities)  
Tokuichi Uranishi  
Overseas Operations Group (Overseas Planning  
Operations Group, The Americas Operations  
Group, Europe & Africa Operations Group,  
Oceania & Middle East Operations Group)  
Kazuo Okamoto  
Research & Development (R&D  
Management, Technical Administration,  
Design, Product Development, Vehicle  
Engineering, Motor Sports)  
VICE CHAIRMEN  
Fujio Cho  
Kyoji Sasazu  
Domestic Sales Operations  
Mitsuo Kinoshita  
Corporate Planning / General Administration  
Katsuhiro Nakagawa  
&
Human Resources / Finance & Accounting /  
Information Systems / Business Development /  
Government & Public Affairs / Housing  
Yoshimi Inaba  
Overseas Operations Group  
(
China Operations) /  
Customer Service Operations  
PRESIDENT  
Katsuaki Watanabe  
Takeshi Uchiyamada  
Production / TQM /  
Environmental Affairs  
Masatami Takimoto  
Quality Control / Research & Development  
(
Power Train Development, Future Project) /  
HONORARY CHAIRMAN AND DIRECTOR  
Shoichiro Toyoda  
Fuel Cell System Development  
Akio Toyoda  
Product Management / IT & ITS /  
Purchasing  
MEMBERS OF THE BOARD OF DIRECTORS AND AUDITORS > 133  
SENIOR MANAGING DIRECTORS  
(Main operational responsibilities)  
Tetsuo Hattori  
Shin Kanada  
Quality Group /  
Vehicle Engineering Group  
Government & Public Affairs Group  
Yukitoshi Funo  
Akira Okabe  
The Americas Operations Group /  
Toyota Motor Sales, U.S.A. Inc.  
Asia, Oceania & Middle East Operations  
Group  
Takeshi Suzuki  
Yoshio Shirai  
Finance & Accounting Group /  
Information Systems Group  
Technical Administration Group /  
Product Development Group  
Atsushi Niimi  
Yoichiro Ichimaru  
Production Control & Logistics Group /  
Manufacturing Group  
Domestic Sales Operations Group /  
Customer Service Operations Group  
Hajime Wakayama  
Shoji Ikawa  
Business Development Group /  
Purchasing Group  
Production Engineering Group  
Hiroshi Takada  
Overseas Planning Operations Group  
BOARD OF CORPORATE AUDITORS  
Teiji Tachibana  
General Administration & Human  
Resources Group / Housing Group  
Hideaki Miyahara  
Yoshiro Hayashi  
Chiaki Yamaguchi  
Yasutaka Okamura  
Hiromu Okabe  
Shinichi Sasaki  
Toyota Motor Europe /  
Toyota Motor Engineering &  
Manufacturing Europe n.v./s.a.  
Yoichi Kaya  
Tadashi Ishikawa  
1
34  
INVESTOR INFORMATION  
As of March 31, 2005  
TOYOTA MOTOR CORPORATION  
ESTABLISHED  
CONTACT POINTS  
SHAREHOLDER SERVICES  
August 28, 1937  
FOR INVESTORS  
Transfer agent in Japan  
Toyota City Head Office  
UFJ Trust Bank Ltd.  
1
, Toyota-cho, Toyota City,  
4-3, Marunouchi 1-chome,  
Chiyoda-ku, Tokyo 100-0005, Japan  
Telephone: (03) 3287-2211  
Japan Toll-Free: (0120) 232-711  
STOCK LISTINGS  
Aichi Prefecture 471-8571, Japan  
Telephone: (0565) 28-2121  
Facsimile: (0565) 23-5800  
Japan  
Tokyo, Nagoya, Osaka, Fukuoka,  
Sapporo  
Tokyo Head Office  
Depositary and transfer agent for  
American Depositary Receipts  
The Bank of New York  
Overseas  
New York, London  
4-18, Koraku 1-chome,  
Bunkyo-ku, Tokyo 112-8701,  
Japan  
101 Barclay Street,  
Telephone: (03) 3817-7111  
Facsimile: (03) 3817-9092  
New York, NY 10286, U.S.A.  
Telephone: (212) 815-8161  
U.S. Toll Free: 1-888-269-2377  
SHARES OF COMMON STOCK  
3,609,997,492 shares issued  
New York  
Toyota Motor North America, Inc.  
(1-888-BNY-ADRS)  
http://www.adrbny.com  
Ratio: 1 ADR = 2 ordinary shares  
Ticker Symbol: TM  
NUMBER OF SHAREHOLDERS  
52,029  
9
West 57th St., Suite 4900,  
3
New York, NY 10019, U.S.A.  
Telephone: (212) 223-0303  
Facsimile: (212) 759-7670  
MAJOR SHAREHOLDERS (TOP 10)  
Japan Trustee Services Bank, Ltd.  
The Master Trust Bank of Japan, Ltd.  
Toyota Industries Corporation  
Nippon Life Insurance Co.  
WORLD WIDE WEB  
http://www.toyota.co.jp  
London  
Toyota Motor Europe  
9 Clifford Street,  
London, W1S 2LD, U.K.  
Telephone: (020) 7851-2312  
Facsimile: (020) 7851-2338  
Trust & Custody Services Bank, Ltd.  
Shinsei Bank, Ltd.  
State Street Bank and Trust Company  
Tokio Marine & Nichido Fire Insurance  
Co., Ltd.  
Mitsui Sumitomo Insurance Co., Ltd.  
Hero and Company  
Toyota City Head Office  
CONSOLIDATED OPERATING SUMMARY > 135  
TOYOTA’S SHARE PRICE AND TRADING VOLUME ON THE TOKYO STOCK EXCHANGE  
¥
¥
¥
¥
¥
¥
¥
1
1
1
9
6
3
0
6,000  
5,000  
4,000  
3,000  
2,000  
1,000  
0
Share price  
80  
50  
Trading volume (million shares)  
20  
0
0
0
2000  
2001  
2002  
2003  
2004  
2005  
1
, Toyota-cho, Toyota City, Aichi Prefecture 471-8571, Japan  
www.toyota.co.jp  
Printed in Japan  


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