Automotive   |   Toyota Motor
Annual Report 2008  
Year ended March 31, 2008  
Driving to Innovate New Value  
Contents  
2
Performance Overview  
Financial Highlights • The Year in Review  
6
Messages from the Management  
6
8
Chairman’s Message  
Fujio Cho, Chairman  
“Toyota aims to achieve sustained, long-term growth by providing high-quality  
vehicles to people everywhere, and by contributing to the realization of a  
bountiful and nurturing society.”  
President’s Message / An Interview with the President  
Katsuaki Watanabe, President  
”A strong, flexible corporate structure for increased corporate value”  
16 Message from the Executive Vice President Responsible for Accounting  
Mitsuo Kinoshita, Executive Vice President  
“Toward Stable and Long-term Growth”  
20 Special Feature  
Sustainability in Three Areas  
Contributing to Sustainable Development of Society and the Earth —  
Toyota is committed to sustainability in research and development, manufacturing, and  
nurturing society. Toyota hopes to contribute to the realization of a prosperous, low-  
carbon society, by satisfying the needs of both environmental preservation and  
economic growth.  
2
9 Business Overview  
Toyota’s fiscal 2008 performance by business segment and activities  
Solid Foundations for Future Growth • At a Glance  
Financial Services Operations  
Motorsports Activities  
Automotive Operations  
Other Business Operations  
5
1 Management & Corporate Information  
A variety of information relating to the Company and its management  
Corporate Philosophy • Corporate Governance • Directors and Auditors  
Risk Factors • R&D and Intellectual Property • R&D Organization  
Production Sites • Overseas Manufacturing Companies • Toyota Milestones  
69 Financial Section  
134 Investor Information  
Cautionary Statement with Respect to Forward-Looking Statements  
This annual report contains forward-looking statements that reflect Toyota’s plans and expectations. These forward-  
looking statements are not guarantees of future performance and involve known and unknown risks, uncertainties and  
other factors that may cause Toyota’s actual results, performance, achievements or financial position to be materially  
different from any future results, performance, achievements or financial position expressed or implied by these forward-  
looking statements. These factors include: (i) changes in economic conditions and market demand affecting, and the  
competitive environment in, the automotive markets in Japan, North America, Europe and other markets in which Toyota  
operates; (ii) fluctuations in currency exchange rates, particularly with respect to the value of the Japanese yen, the U.S.  
dollar, the euro, the Australian dollar, the Canadian dollar and the British pound; (iii) Toyota’s ability to realize production  
efficiencies and to implement capital expenditures at the levels and times planned by management; (iv) changes in the  
laws, regulations and government policies in the markets in which Toyota operates that affect Toyota’s automotive  
operations, particularly laws, regulations and government policies relating to trade, environmental protection, vehicle  
emissions, vehicle fuel economy and vehicle safety, as well as changes in laws, regulations and government policies that  
affect Toyota’s other operations, including the outcome of future litigation and other legal proceedings; (v) political  
instability in the markets in which Toyota operates; (vi) Toyota’s ability to timely develop and achieve market acceptance  
of new products; and (vii) fuel shortages or interruptions in transportation systems, labor strikes, work stoppages or other  
interruptions to, or difficulties in, the employment of labor in the major markets where Toyota purchases materials,  
components and supplies for the production of its products or where its products are produced, distributed or sold.  
A discussion of these and other factors which may affect Toyota’s actual results, performance, achievements or  
financial position is contained in Toyota’s annual report on Form 20-F, which is on file with the United States Securities and  
Exchange Commission.  
Cover: Redesigned Crown (February 2008)  
Driving to Innovate New Value  
»
Supported by people around the world, Toyota Motor Corporation has endeavored since its establishment  
in 1937 to serve society by creating better products. Today, the Company manufactures vehicles and  
parts at 53 production sites in 27 countries and regions around the globe and is an active member in  
the communities it serves. In fiscal 2008, ended March 31, 2008, the Toyota Group sold approximately  
8.91 million vehicles in 170 countries and regions under the Toyota, Lexus, Daihatsu, and Hino brands.  
As the automobile industry faces a turning point in its history, Toyota aims to achieve sustainable  
growth by building a more flexible and stronger corporate structure to meet the challenges ahead.  
Drawing on the strengths of the entire Group, Toyota will continue to innovate and move forward on  
the road to future growth and the creation of new value.  
Annual Report 2008 TOYOTA  
Performance Overview  
Financial Highlights  
Toyota Motor Corporation Fiscal years ended March 31  
Consolidated Performance (U.S. GAAP)  
U.S. dollars*  
in millions  
Yen in millions  
2007  
% change  
2006  
2008  
2008  
2007vs2008  
For the Year:  
Net Revenues.................................... ¥21,036,909  
¥23,948,091  
2,238,683  
1,644,032  
14.7%  
¥
¥
26,289,240  
2,270,375  
1,717,879  
14.5%  
$262,394  
22,661  
17,146  
+9.8  
+1.4  
+4.5  
Operating Income............................  
Net Income .......................................  
ROE...............................................  
1,878,342  
1,372,180  
14.0%  
At Year-End:  
Total Assets....................................... ¥28,731,595  
¥32,574,779  
11,836,092  
32,458,320  
11,869,527  
$
323,968  
118,470  
-0.4  
+0.3  
Shareholders’ Equity......................  
10,560,449  
Yen  
U.S. dollars*  
% change  
2006  
2007  
2008  
2008  
2007vs2008  
Per Share Data:  
Net Income (Basic) ...........................  
Annual Cash Dividends....................  
Shareholders’ Equity ........................  
¥ 421.76  
90.00  
3,257.63  
¥ 512.09  
120.00  
3,701.17  
¥
540.65  
140.00  
3,768.97  
$ 5.40  
1.40  
37.62  
+5.6  
+16.7  
+1.8  
Stock Information (March 31):  
Stock Price.....................................  
Market Capitalization (Yen in millions,  
¥6,430  
¥7,550  
¥
4,970  
$49.61  
-34.2  
-37.1  
U.S. dollars in millions)........................ ¥23,212,284  
¥27,255,481  
¥
17,136,548  
$
171,041  
*
U.S. dollar amounts have been translated at the rate of ¥100.19=US$1, the approximate current exchange rate at March 31, 2008.  
Net Revenues  
Operating Income  
Net Income  
Cash Dividends per Share  
+
9.8%  
+1.4%  
¥2.27 trillion  
+4.5%  
¥1.72 trillion  
+¥20.00  
Annual Cash Dividends per Share  
¥
26.29 trillion  
¥140.00  
(
2
¥ Billion)  
(¥ Billion)  
2,500  
(¥ Billion)  
(¥)  
150  
5,000  
0,000  
5,000  
0,000  
2,000  
1,600  
1,200  
800  
2
1
1
2,000  
1,500  
1,000  
500  
120  
90  
60  
30  
0
5,000  
400  
0
0
0
FY  
’04 ’05 ’06 ’07 ’08  
FY  
’04 ’05 ’06 ’07 ’08  
FY  
’04 ’05 ’06 ’07 ’08  
FY  
’04 ’05 ’06 ’07 ’08  
Note: Fiscal years ended March 31  
2
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Consolidated Vehicle Production and Sales  
Vehicle Production by Region:  
Japan ............................................................................  
Overseas Total .............................................................  
North America............................................................  
Europe ........................................................................  
Asia..............................................................................  
Central and South America.......................................  
Oceania.......................................................................  
Africa...........................................................................  
Consolidated Total......................................................  
Thousands of units  
2007  
% change  
2
006  
2008  
2007vs2008  
4,684  
5,100  
3,080  
1,205  
709  
755  
147  
117  
147  
8,180  
5,160  
3,387  
1,268  
711  
+1.2  
+10.0  
+5.2  
+0.3  
+27.3  
+2.0  
+27.4  
+0.7  
+4.5  
3,027  
1,201  
623  
836  
122  
113  
132  
961  
150  
149  
148  
7,711  
8,547  
Vehicle Sales by Region:  
Japan ............................................................................  
Overseas Total .............................................................  
North America............................................................  
Europe ........................................................................  
Asia..............................................................................  
Central and South America.......................................  
Oceania.......................................................................  
Africa...........................................................................  
Middle East ................................................................  
Others.........................................................................  
Consolidated Total......................................................  
2,364  
5,610  
2,556  
1,023  
880  
233  
251  
253  
406  
2,273  
6,251  
2,942  
1,224  
789  
284  
268  
304  
433  
2,188  
6,725  
2,958  
1,284  
956  
320  
289  
-3.7  
+7.6  
+0.5  
+4.9  
+21.2  
+12.7  
+7.8  
+3.3  
+37.9  
0.0  
314  
597  
8
7
7
7,974  
8,524  
8,913  
+4.6  
Consolidated Vehicle Sales (Thousands of units)  
Consolidated Vehicle Production (Thousands of units)  
Consolidated Vehicle Sales and Production  
FY 2008  
+
1.2%  
+
0.5%  
5
,160  
2
,958  
+
4.9%  
1
,284  
+0.3%  
11  
-3.7%  
2,188  
+
5.2%  
7
1
,268  
+
21.2%  
+27.3%  
961  
Europe  
956  
North America  
+
37.9%  
Asia  
5
97  
Japan  
Middle East  
+
3.3%  
+
0.7%  
3
14  
+7.8%  
89  
1
48  
+27.4%  
+
12.7%  
2
+2.0%  
50  
1
49  
3
20  
1
Africa  
Oceania  
Central and South  
America  
Annual Report 2008 TOYOTA  
3
Performance Overview  
The Year in Review  
Production starts at Tianjin  
FAW Toyota Engine Co., Ltd.  
plant No. 2 in Tianjin, China  
Global Cumulative sales of  
Toyota hybrid vehicles top  
one million  
Toyota and Isuzu Motors  
reach basic agreement  
on collaboration for  
As of May 31, 2007, some  
10 years since the 1997  
introduction of the world’s first  
mass-produced hybrid vehicle,  
the Prius, domestic and  
international cumulative sales  
of hybrid vehicles totaled  
1,047 million vehicles. Taking  
advantage of the hybrid system’s  
high degree of applicability,  
Toyota aims to achieve annual  
sales of one million hybrid  
vehicles by the early 2010s.  
development, supply, and  
production of small diesel  
engines  
Camry production starts at  
Fuji Heavy Industries plant  
in United States  
Maximizing use of the  
A line-off ceremony is held to  
celebrate the first Toyota Camry  
produced at a Subaru of Indiana  
Automotive, Inc. (SIA) plant  
operated in the United States  
by Fuji Heavy Industries Co.,  
Ltd. The plant has an annual  
production capacity of 100  
thousand vehicles.  
technology and expertise of  
both companies, Toyota and  
Isuzu Motors Limited agree to  
jointly develop and produce  
1.6-liter engines with an  
aluminum cylinder block for  
use in Toyota vehicles sold  
in European markets.  
2007  
April  
May  
June  
July  
August  
September  
Manufacturing  
Development  
Sales  
Agreement signed for third  
term of anti-desertification  
afforestation project in China  
“Sustainable Plant” activities  
Toyota Fuel Cell Hybrid  
begin, aiming at increasing the  
sustainability of production  
operations  
Vehicle completes 560km  
Osaka–Tokyo trip without  
refueling  
As part of long-distance road  
tests, a Toyota Fuel Cell Hybrid  
Vehicle (FCHV) is driven from  
Osaka to Tokyo, a distance of  
approximately 560km, using  
the air conditioner, without  
hydrogen refueling.  
Production of new Corolla  
starts at Tianjin FAW  
Toyota Motor Co., Ltd. plant  
No. 3 in Tianjin, China  
Events, etc.  
Japan certifies Toyota Plug-in  
Hybrid for public-road tests  
A Toyota Plug-in Hybrid Vehicle  
(PHV) becomes the first PHV to be  
Flexible-Fuel Corolla sales  
start in Brazil  
certified by the Minister of Land,  
Infrastructure, Transport and  
Tourism, for use of public-road  
tests in Japan.  
In Brazil, where Flexible-Fuel  
Vehicles (FFVs)* are becoming  
mainstream, sales and  
manufacturing subsidiary Toyota  
do Brasil Ltda. introduces  
Corolla Flex and Corolla Fielder  
Flex models capable of running  
on 100% bioethanol fuel.  
*FFV: A vehicle capable of running on  
fuels that consist of any  
percentage of ethanol mixed with  
gasoline or on ethanol alone.  
4
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Toyota displays sustainability  
concepts at Tokyo Motor Show  
At the 40th Tokyo Motor Show,  
Toyota shows a wide variety of  
new concept vehicles, including  
a totally new personal mobility  
vehicle, a concept car that offers  
ultra-efficient vehicle packaging  
like no other, and a concept car  
that redefines what it means to  
be environmentally considerate.  
Toyota designates four  
overseas subsidiaries  
as model plants for  
“Sustainable Plant” activities  
Toyota announces the  
designation of four overseas  
production subsidiaries, Toyota  
Motor Manufacturing, Mississippi,  
Inc. (TMMMS), Toyota Motor  
Manufacturing (UK) Ltd. (TMUK),  
Toyota Motor Manufacturing  
France S.A.S. (TMMF), and Toyota  
Motor Thailand Co., Ltd. (TMT),  
as model plants for “Sustainable  
Plant” activities.  
Toyota develops Brake  
Assist that coordinates with  
vehicle navigation systems  
Toyota announces  
redesigned Crown lineup  
including a hybrid model  
Camry production starts  
in Russia  
Production of the Camry, a key  
model in the Russian market,  
starts at Toyota Motor  
Manufacturing Russia (TMMR)  
in St. Petersburg. With an initial  
annual production capacity of 20  
thousand vehicles, TMMR plant  
is Toyota’s first vehicle  
Toyota concept vehicles 1/X (top),  
a redefinition of environmentally  
considerate, and RiN (bottom), a new  
focus on promoting well-being.  
production site in Russia.  
2008  
October  
November December January  
February  
March  
Toyota demonstrates  
latest advances in vehicle-  
infrastructure cooperative  
systems  
At the Higashifuji Technical  
Center in Japan, Toyota  
demonstrates the latest  
advances in vehicle-  
infrastructure cooperative  
systems that enable  
communication between  
cars and elements of their  
surroundings in an effort  
to reduce collisions.  
Toyota announces sales  
plans for PHVs with lithium-  
ion batteries  
Vehicles capable of running  
on 10% bioethanol fuel mix  
certified by Minister of Land,  
Infrastructure, Transport and  
Tourism  
At the North American  
International Auto Show in  
Detroit, Toyota announces  
plans to commence sales of  
PHV equipped with lithium-ion  
batteries to fleet customers in  
the United States and other  
markets by 2010. Mass  
production of the lithium-ion  
batteries is currently being  
considered by Panasonic EV  
Energy Co., Ltd., a joint-venture  
company of Toyota and the  
Matsushita Group.  
Toyota exhibits the ultra-  
efficient iQ at Geneva  
Motor Show  
Reflecting an entirely new  
approach to high-efficiency  
vehicle design, Toyota exhibits  
an ultra-efficient iQ concept car  
at the 2008 Geneva Motor  
Show. In addition to exceptional  
fuel efficiency, the iQ offers a  
spacious cabin in a body less  
than three meters long.  
Annual Report 2008 TOYOTA  
5
Messages from the Management  
Chairman’s Message  
“Toyota aims to achieve sustained, long-term growth by providing  
high-quality vehicles to people everywhere, and by contributing to  
the realization of a bountiful and nurturing society.”  
At Tokyo Head Office  
6
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
In fiscal 2008, ended March 31, 2008, Toyota again posted solid business  
results. On behalf of Toyota’s management team, I would like to sincerely  
thank our shareholders, customers, suppliers, communities, and other  
stakeholders who support our growth.  
As global concern for the environment increases, even more is expected  
and demanded of automobile manufacturers, including Toyota. In order to  
address the critical issue of environmental preservation, Toyota continues to  
develop hybrid and other alternative energy technologies.  
Consistent with our commitment to enriching society, Toyota will increase  
its pace of vehicle development to better provide high-quality cars to people  
everywhere. We will also work to encourage economic development in  
countries around the world through the expansion of our regional operations.  
To be a truly global company with understanding and value for other  
cultures, we have stepped up our human resources development efforts  
around the world. This endeavor will help us to instill the spirit and values of  
our long-standing monozukuri philosophy of “making things means making  
people.” By doing so, I believe we can contribute to the creation of an  
international society that preserves the global environment as it fosters  
economic growth.  
Last year, Toyota celebrated its 70th anniversary. Throughout our long  
history, we have applied cutting-edge technologies and superior  
craftsmanship to making vehicles that customers love worldwide. We will  
continue to move forward to achieve sustained, long-term growth while  
increasing our corporate value.  
I look forward to the continued support and understanding of all of our  
shareholders and investors.  
July 2008  
Fujio Cho, Chairman  
Annual Report 2008 TOYOTA  
7
Messages from the Management  
President’s Message  
“A strong, flexible corporate structure  
for increased corporate value”  
At Tsutsumi Plant, Aichi Prefecture  
8
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
In fiscal 2008, ended March 31, 2008, Toyota set new records in consolidated  
net revenues and all income categories. This success enabled us to increase  
shareholder dividends paid for the ninth consecutive year. I believe this  
ability to increase revenues and earnings in a severe business environment  
is the result of the various measures we have implemented.  
Although the economic downturn in some developed nations has  
caused a certain amount of stagnation in today’s global automotive industry,  
markets in resource-rich and emerging countries are rapidly expanding.  
However, the environment surrounding the automotive industry is  
undergoing drastic changes marked by sharp increases in raw material  
costs, sudden currency exchange fluctuations, and increased environmental  
regulations worldwide.  
I firmly believe that this period of intense change presents us with an  
ideal opportunity to transform Toyota’s corporate structure. We are therefore  
reexamining our business processes and identifying and solving problems  
one-by-one. This enables us to remain focused on building vehicles that  
will be accepted by customers worldwide. These challenging times are  
particularly well suited to the development of strong human resources.  
We will redouble our efforts to develop our employees in the “kaizen mindset”  
needed to courageously change those things that need to be changed.  
There is a phrase that says, “The strongest grass is revealed after swift  
wind.” I believe that the experience of overcoming tough challenges is  
essential to developing a corporate structure that is strong and flexible  
enough to adapt to change. As we move forward with efforts to further  
increase Toyota’s corporate value, I ask all of our shareholders and investors  
for their continued support.  
July 2008  
Katsuaki Watanabe, President  
Annual Report 2008 TOYOTA  
9
Messages from the Management  
An Interview with the President  
Build a Strong,  
Flexible Corporate  
Structure  
Katsuaki Watanabe,  
President  
Market Overview  
Q.Looking back on fiscal 2008, how would you summarize market  
trends and Toyota’s sales performance?  
A.Although market conditions were severe, we sold a record  
number of vehicles.  
In fiscal 2008, we sold 8.91 million vehicles on a consolidated basis,  
approximately 390 thousand vehicles more than in the previous fiscal year.  
In Japan, the automobile market continued to contract, but the introduction  
of numerous new models enabled us to increase our market share despite  
a decline in sales volume. In North America, the market was flat in the first  
half of the fiscal year, but declined in the second half due to financial  
instability caused by rising crude oil prices and the subprime mortgage crisis.  
Nevertheless, sales of the Camry, which was fully remodeled in 2006, and of  
the Prius, were robust. As a result, vehicle sales for the year increased slightly  
and we garnered a record share of the U.S. market. In Europe, growth was  
sluggish overall, but sales of the Auris and Prius increased in Western Europe  
and sales of the Camry and Avensis were particularly favorable in Eastern  
Europe and Russia. In Asia, the IMV* series and the Yaris sold well in Thailand  
and Indonesia. In other regions, there was vigorous demand for the Corolla  
and the IMV series in Central and South America and for the Camry in  
Australia. This resulted in a substantial increase in the number of vehicles  
sold in Asia and other regions.  
Vehicle Sales by Region  
(Thousands of units)  
10,000  
+
4.6%  
,913  
8
8
6
4
2
,000  
,000  
,000  
,000  
0
-
3.7%  
2
,188  
+
2
0.5%  
,958  
+
1
4.9%  
,284  
+21.2%  
56  
9
+
1,527  
17.8%  
* IMV: An abbreviation for Innovative International Multipurpose Vehicle, which refers to sport-utility vehicles  
(
SUVs), pickup trucks, and other multipurpose vehicles that Toyota develops and produces overseas  
FY  
’04 ’05 ’06 ’07 ’08  
for markets worldwide.  
Japan  
North America  
Europe  
Asia  
Other Regions  
Note: Fiscal years ended March 31  
10  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Operating Income by Region  
Q.How would you evaluate Toyota’s fiscal 2008 revenues?  
FY 2008  
Japan  
A.Overall, we are on our way to achieving a geographically balanced  
6
3.0%  
profit structure.  
Other Regions  
Toyota achieved new records in net revenues, operating income, and net  
income for the fiscal year. Increased revenues from resource-rich and  
emerging countries in Asia, Central and South America, Oceania, and Africa  
helped to create a well-balanced revenues structure. Equity in earnings  
of affiliated companies, which are not reflected in operating income, has also  
grown substantially. This is especially true in China, where earnings have  
more than doubled over the past four years. I believe that our growth  
strategy of utilizing every opportunity across the full product lineup and  
in all regions has been a success. This is reflected in our business results.  
6
.3%  
Asia  
1
1.2%  
Europe  
6
.2%  
North America  
1
3.3%  
Management Issues  
Q.As the price of steel and other raw materials continues to rise,  
what measures is Toyota taking to reduce costs?  
A.From the development phase to final production, we are reviewing  
every aspect of our operations to find ways to reduce costs.  
Despite sharp increases in the price of steel, rare metals and other raw  
materials, cost reduction measures implemented by the entire Toyota Group,  
including our suppliers, enabled us to absorb the increase in raw material  
costs and achieve additional cost reductions of approximately ¥120.0 billion  
during fiscal 2008. One example of these cost reduction efforts is our VI*  
activities. In the past, we implemented measures to reduce the cost of  
individual parts through CCC21 activities. Today, our VI activities extend our  
cost reduction efforts to the development phase. Additionally, we now work  
in cooperation with our suppliers to review the design of entire systems in  
an effort to reduce costs. To reduce the cost of resin-based components,  
we have reduced the thickness of parts by about half while maintaining the  
same level of performance and quality. This resulted in a 30% reduction  
in the quantity of material needed. The cost reduction benefits of VI activities  
can already be seen in the Crown, which was remodeled this fiscal year, and  
in the Alphard and the new Vellfire. In addition, we have reduced costs  
by decreasing the number of different kinds of sheet steel we use by 20%  
and improving our yield rates.  
*
VI = Value Innovation  
Q.In manufacturing, quality is a primary consideration. What  
measures is Toyota implementing in this regard?  
A.We are striving to improve quality by implementing the concept  
of “Built-in quality” in development, manufacturing and sales.  
As a manufacturer, quality is the Toyota Group’s lifeline and we are working  
with suppliers and dealers to improve. Our main priority is to improve quality  
from the perspective of our customers. Since 2005, through our Customer  
First activities, we have focused on the early detection and solution of  
Annual Report 2008 • TOYOTA 11  
Messages from the Management  
problems to prevent them from appearing in products on the market.  
Built-in quality” takes this even further. It assures that quality is built-in  
during each process, so that only the highest quality is passed on to the next  
process. In the event that a problem occurs during a particular process,  
the cause is investigated and design plans, facilities and management  
conditions are reviewed. This ensures that our improvement cycle can also  
be implemented in upstream processes. This approach has been adopted  
not only in manufacturing, but also in development, sales and service, and  
management, leading to a marked decline in the number of initial quality  
claims in new models. In the future, we intend to strengthen our efforts  
overseas in this regard.  
Q.What measures is Toyota implementing to develop global human  
resources?  
A.We are establishing Global Production Centers (GPCs) worldwide  
to develop global human resources.  
Currently, the Toyota Group includes 53 production sites in 27 countries and  
regions, with sales operations in over 170 countries and regions. With such  
geographic diversity, we need to advance human resources development  
globally. We established a GPC at our Motomachi plant to pass Toyota’s  
unique culture and values on to all employees and enable them to  
understand the Toyota Way. The GPC developed intensive technical training  
systems that enable personnel to gain an understanding of advanced skills in  
a short period of time. In the five years since the GPC opened, more than  
10,000 employees from Japan and abroad have learned about our  
philosophy and technologies. They then pass on this knowledge to staff  
members at their respective places of employment worldwide. We have also  
established GPCs in the United States, the United Kingdom, and Thailand to  
further promote the development of human resources. We are also pursuing  
the Toyota Way for sales and marketing activities through the kaizen process  
of our Global Knowledge Center (GKC)—established in 2002—and by sharing  
best practices with distributors and dealers worldwide. In addition, to develop  
human resources in management, in 2001 we established the Toyota Institute,  
where executive candidates and members of middle management are  
trained in putting the Toyota Way into practice.  
Growth Strategies  
Q.What are Toyota’s vehicle sales strategies for the future?  
A.We will strive to increase our sales volume by meeting demand  
in resource-rich and emerging countries.  
Recent economic growth has caused automotive markets in resource-rich  
and emerging countries to grow rapidly, enabling Toyota to record a  
dramatic increase in sales. Taking advantage of our strengths as an  
automobile manufacturer with a full lineup of models ranging from  
minivehicles to SUVs and luxury cars, we will strive to grow our sales in  
these markets by introducing products that meet diverse regional needs.  
12  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
In the Chinese market, we will strive to provide a full lineup of models  
and strengthen our production capabilities. Last year, sales of the Crown and  
Corolla models manufactured at our Tianjin plant were strong. In addition,  
sales of the Camry, manufactured at our Guangzhou plant were robust.  
The Guangzhou plant also began production of the Yaris in May 2008.  
In India, where the market is growing rapidly, we will construct a second  
plant with an annual production capacity of 100 thousand vehicles.  
Operations are scheduled to start in 2010, with the manufacture of a newly  
developed compact car designed to meet regional needs.  
Sales of Lexus brand models, Land Cruisers, and other vehicles have  
been favorable in the Middle East. In the expectation that this market will  
become increasingly important, we aim to further expand supply systems  
after learning the precise needs of consumers in the region. Markets are also  
expected to continue growing steadily in Brazil and other Central and South  
American countries. To meet vigorous demand and create further  
opportunities for growth in resource-rich and emerging countries, we intend  
to augment local production capabilities and increase our supply capabilities  
from Japan and other regions.  
Q.Could you tell us a little about Toyota’s environmental efforts,  
such as improving fuel efficiency and reducing CO2 emissions?  
A.We plan to expand production of hybrid vehicles and introduce  
ultra-efficient package vehicles.  
Hybrid technology contributes to improved fuel efficiency, reduced CO2  
output and cleaner exhaust emissions. The cumulative total of Toyota’s  
hybrid vehicle sales reached 1.5 million in June 2008. Moving forward, we  
aim to further expand our hybrid lineup and achieve annual sales of one  
million hybrid vehicles by the early 2010s. At the same time, we will continue  
to improve hybrid system performance and fuel efficiency, and strive  
to create lighter, more compact vehicles while cutting costs. Our goal is  
to equip all of our models with hybrid systems by about 2020.  
Meanwhile, the iQ ultra-efficient package vehicle is scheduled to be  
launched in Japan and Europe in 2008. Marking a radical change in vehicle  
packaging, this innovative, environmentally friendly vehicle is poised to  
create a new market. Measuring less than three meters in length yet offering  
a spacious interior, the iQ was specifically designed to reduce CO2 emissions  
and realize outstanding fuel efficiency. To revitalize the market, we plan  
to continue to introduce similar demand-creating products that boast new  
value-added features.  
Cumulative Hybrid Vehicle Sales  
(Thousands of units)  
1
,500  
1
9
,295  
02  
1
,000  
Measures for Future Growth  
5
00  
Q.What is Toyota’s medium-to-long term vision and growth strategy?  
393  
A.Our goal is to be a sustainable company that contributes to global  
0
sustainable development through our business activities.  
CY  
’02 ’03 ’04 ’05 ’06 ’07  
We believe that Toyota must conduct business in a way that contributes  
to the world as much as possible. More specifically, we are pursuing  
sustainability in research and development, manufacturing, and nurturing  
Overseas  
Domestic  
As of the end of December  
Annual Report 2008 • TOYOTA 13  
Messages from the Management  
society in line with our “Sustainability in Three Areas” concept.  
In the area of research and development, our key themes are the  
environment, energy, safety, and excitement, and we are working toward the  
goal of sustainable mobility in an automotive society where people and the  
Earth live in harmony. With regard to environmental and energy issues, we  
have positioned hybrid technology as one of our core technologies. We are  
working to increase both the number of hybrid vehicles sold and the number  
of hybrid models available. We have also started public road tests of plug-in  
hybrids that can be charged from household electrical outlets to accelerate  
development aimed at their commercial introduction. Moreover, we have  
developed flexible-fuel vehicles (FFVs) that run on pure bioethanol. Last year  
in Brazil we launched FFV models, Corolla Flex and Corolla Fielder Flex. In  
the area of improved safety, we are focusing on everything from preventive  
safety to collision safety in an effort to create cars that never cause accidents  
or injury. Innovations so far include a Pre-Crash Safety System that can detect  
pedestrians ahead as well vehicles approaching from the rear. We will  
implement side airbag and curtain shield airbag systems to help absorb  
impact from side collisions.  
In addition to creating sustainable vehicles, we are also actively pursuing  
sustainability in manufacturing. We have initiated “Sustainable Plant”  
activities that have brought about remarkable improvements in productivity  
and energy savings at our production facilities. At the Tsutsumi Plant where  
we manufacture Prius hybrid vehicles, solar power generation is being used  
to produce approximately 2,000 kilowatts of electric power. Photocatalytic  
paint applied to the exterior walls of the plant is also expected to help  
eliminate nitrogen dioxide, sulfur dioxide, and other emissions as effectively  
as 2,000 poplar trees. Another example of our efforts can be seen at our  
Takaoka Plant, where in August 2007 we began using revolutionary new  
production technologies. We also simplified and slimmed down production  
facilities and downsized the scale of production lines to increase productivity  
and significantly improve energy efficiency. In addition to carrying out these  
and other “Sustainable Plant” activities at our domestic plants, we will also  
gradually introduce them at plants overseas.  
Consolidated Vehicle Sales  
Performance Outlook  
(millions of units)  
1
0
8
6
4
2
9.06  
Q.What is the outlook for Toyota’s business results in fiscal 2009?  
A.We anticipate a decline in revenues and earnings due to the steep  
rise in raw material costs and the effects of foreign exchange rates.  
In fiscal 2009, ending March 31, 2009, we anticipate a decline in North  
American vehicle sales. However, we plan to increase sales across the entire  
Toyota Group to 9.06 million vehicles, an increase of 147,000 over the  
previous fiscal year, by growing our sales in resource-rich and emerging  
countries in Asia, the Middle East, and other regions. In China, where sales  
are not included in our consolidated sales totals, we plan to sell 640  
thousand vehicles, an increase of 170 thousand over the previous year. We  
therefore anticipate decreases of 4.9% in consolidated net revenues, to  
0
FY  
’04 ’05 ’06 ’07 ’08 ’09  
(Projection)  
¥
25,000.0 billion; 29.5% in consolidated operating income, to ¥1,600.0 billion;  
Note: Fiscal years ended March 31  
and 27.2% in consolidated net income, to ¥1,250.0 billion. (For further details,  
14  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
please refer to the “Message from the Executive Vice President Responsible  
for Accounting” on page 16.)  
Net Income and Consolidated  
Dividend Payout Ratio  
Policies for Returns to Shareholders  
(
2
¥ Billion)  
(%)  
40  
,000  
,500  
,000  
Q.What are Toyota’s policies with respect to return of profits  
to shareholders?  
1
,717.8  
A.We will meet our shareholders’ expectations through medium-  
to-long term growth and the aggressive pursuit of returns  
to shareholders.  
1
1
30  
20  
10  
0
2
5.9%  
We consider the return of profits to shareholders to be one of our key  
management priorities and will continue to enhance and reinforce our  
corporate structure toward this goal. Aiming for the early realization of a  
consolidated dividend payout ratio of 30% in the medium-to-long term, we  
will make every effort to continuously increase the annual dividend per share.  
In fiscal 2008, we paid an annual dividend of ¥140 per share, up ¥20 per share  
from the previous fiscal year, and achieved a consolidated payout ratio for  
the fiscal year of 25.9%.  
We also continue to acquire shares to improve our capital efficiency.  
Following the Ordinary General Shareholders’ Meeting last year, we received  
authorization to acquire approximately 30 million shares of Toyota stock,  
at a total cost of ¥200 billion.  
5
00  
0
FY  
’04 ’05 ’06 ’07 ’08  
Consolidated dividend payout ratio  
Right scale)  
(
Note: Fiscal years ended March 31  
At the end of fiscal 2008, we canceled 162 million treasury stocks. We  
will continue to retain the remaining treasury stock of approximately 300  
million shares to secure management flexibility. In principle, we plan to  
cancel any treasury stocks acquired in the future.  
We intend to aggressively invest in research and development to  
improve our corporate value and to expand our production facilities and  
sales network while consistently returning profits to shareholders. We will  
also build a strong yet flexible corporate structure that will enable us to  
continue providing products that meet the needs of customers worldwide.  
Moving forward, I would like to request our shareholders and investors  
to view Toyota from a medium-to-long term standpoint, and ask for your  
continued trust, support and understanding.  
Annual Report 2008 • TOYOTA 15  
Messages from the Management  
Message from the Executive Vice President Responsible for Accounting*  
Toward Stable  
and Long-Term  
Growth  
Mitsuo Kinoshita,  
Executive Vice President  
Fiscal 2008 Business Results  
1. Performance Overview  
In fiscal 2008, ended March 31, 2008, Toyota posted significant business  
results. On a consolidated basis, we recorded a year-on-year increase in  
vehicle sales of 389,000 units, to 8,913,000 units; a 9.8% increase in net  
revenues, to ¥26,289.2 billion; a 1.4% increase in operating income, to  
¥2,270.3 billion; and a 4.5% increase in net income, to ¥1,717.8 billion.  
Factors contributing to the increase in operating income totaling ¥410.0  
billion were the effects of marketing efforts of ¥290.0 billion and cost  
reduction efforts of ¥120.0 billion. On the other hand, factors resulting in  
the decrease in operating income totaling ¥378.3 billion were increases in  
expenses of ¥330.2 billion and an increase in valuation losses on interest rate  
swaps stated at fair value by ¥48.1 billion. Moreover, net income increased  
¥73.8 billion compared with the last fiscal year, mainly due to a ¥60.6 billion  
increase in equity in earnings of affiliated companies.  
In fiscal 2008, Toyota’s profit structure became more geographically  
balanced, due to growing contributions from resource-rich and emerging  
countries in Asia, Central and South America, Oceania, and Africa. I believe  
this can be attributed to Toyota’s growth strategy of utilizing every  
opportunity across its full product lineup and in all regions.  
Furthermore, the steady growth of net income—the ultimate profit of  
Toyota’s business—is also a significant point for fiscal 2008, and is the result  
of rising operating income from our global operations and equity in earnings  
of affiliated companies. Growth of equity in earnings has been particularly  
strong and has more than doubled over the past four years, primarily due  
to the rapid growth of Chinese operations.  
Operating Income  
(¥ Billion)  
(%)  
20  
2
,500  
,000  
,500  
,000  
2
,270.3  
2
1
1
16  
12  
8
8.6%  
Moving forward, Toyota will continue to build a rock-solid base through  
improvements in technology, supply, and marketing and their supporting  
factors, such as product quality, cost, and human resources. Though these  
efforts and by taking advantage of opportunities, while avoiding or  
absorbing risks, in all product segments and regions, Toyota will continue  
to pursue stable, long-term growth.  
5
00  
4
0
0
FY  
’04 ’05 ’06 ’07 ’08  
Operating income margin (Right scale)  
Note: Fiscal years ended March 31  
*
Responsibilities include accounting-related operational areas (see Directors and Auditors on page 58)  
16  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Net Revenues by Region  
2. Performance by Segment  
In Japan, net revenues increased 3.4%, to ¥15,315.8 billion, while operating  
income decreased 1.2%, to ¥1,440.3 billion, which maintained earnings at the  
same high level recorded in the previous fiscal year. As a result of brisk  
demand in resource-rich and emerging countries in fiscal 2008, we increased  
export volumes through our flexible domestic production system.  
FY 2008  
Japan  
4
4.9%  
Other Regions  
6
.7%  
Asia  
9
.1%  
In North America, net revenues increased 4.4%, to ¥9,423.2 billion, while  
operating income decreased 32.1%, to ¥305.3 billion. Amidst lower sales in  
the U.S. automotive market year on year, Toyota’s market share in the United  
States reached a record high of 16.3%. At the same time, the rapid decline in  
interest rates in the United States during fiscal 2008 resulted in an increase  
in valuation losses on interest rate swaps stated at fair market value by ¥66.7  
billion, to ¥91.4 billion, at sales finance subsidiaries. Excluding the influence  
of these valuation losses on interest rate swaps, Toyota’s operating income in  
North America remained high, at approximately ¥400.0 billion.  
Europe  
1
1.7%  
North America  
2
7.6%  
In Europe, Toyota recorded a rise in net revenues of 12.7%, to ¥3,993.4  
billion, and a 3.0% increase in operating income, to ¥141.5 billion. In the  
rapidly growing Russian and Eastern European markets, sales of Camry and  
Avensis were brisk and contributed to profit growth.  
Operating Income by Region  
FY 2008  
Japan  
In Asia, net revenues rose 40.2%, to ¥3,120.9 billion, and operating income  
increased 2.2 times over the previous fiscal year, to ¥256.4 billion. Strong sales  
of IMV* vehicles and Yaris in Indonesia and Thailand, as well as increased  
export of IMV vehicles to areas outside of Asia—enabled by the enhanced  
production capacity in Thailand—all contributed to the expansion of profit.  
Central and South America, Oceania, and Africa also posted a large  
increase in earnings, with increases of 19.3% in net revenues, to ¥2,294.1  
billion, and 72.4% in operating income, to ¥143.9 billion. Models adapted  
to local tastes, such as the Corolla in Brazil, IMVs in Argentina, and the Camry  
in Australia, helped boost vehicle sales across all markets.  
6
3.0%  
Other Regions  
6
.3%  
Asia  
1
1.2%  
Europe  
6
.2%  
In the financial services segment, net revenues rose 15.2%, to ¥1,498.3  
billion, while operating income fell 45.4%, to ¥86.5 billion, mainly due to an  
increase in valuation losses on interest rate swaps stated at fair value by ¥48.1  
billion, to ¥68.0 billion, at sales finance subsidiaries. In addition, the credit  
crunch in the U.S. market that caused the loan loss ratio to soar in the latter  
half of 2007 is another principal cause of the decline in the financial services  
segment income. Toyota has maintained a conservative credit policy.  
Furthermore, we have strengthened our credit control and debt collection  
practices since last autumn. In addition, the increase in outstanding loan  
balance due to the increase in vehicle sales and the improvement in lending  
margins are contributing to financial services segment earnings.  
North America  
1
3.3%  
Equity in earnings of affiliated companies rose 28.9%, to ¥270.1 billion,  
primarily due to the strong performance by our joint ventures in China and  
domestic Group companies. Especially, ongoing efforts by our Chinese joint  
ventures to steadily develop their production and sales foundation, in  
response to brisk local demand, are contributing greatly to profit.  
Consolidated Results Outlook for Fiscal 2009  
For fiscal 2009, ending March 31, 2009, we are forecasting vehicle sales of 9.06  
million units, net revenues of ¥25,000.0 billion, operating income of ¥1,600.0  
billion, and net income of ¥1,250.0 billion on a consolidated basis. This forecast  
assumes average exchange rates through the fiscal year of ¥100 per US$1 and  
*
IMV: An abbreviation for Innovative International Multipurpose Vehicle, which refers to sport-utility  
vehicles (SUVs), pickup trucks, and other multipurpose vehicles that Toyota develops and  
produces overseas for markets worldwide.  
Annual Report 2008 • TOYOTA 17  
Messages from the Management  
¥155 per 1. A factor contributing to the increase in operating income prospect  
is the effect of marketing efforts of ¥180.0 billion. Factors contributing to the  
decrease in operating income prospect totaling ¥670.3 billion are the effects of  
changes in currency exchange rates of ¥690.0 billion and increases in expenses  
of ¥160.3 billion. As for cost reductions, our prospect for fiscal 2009 is ¥0 as we  
are largely affected by the sharp rise in raw material costs. However, Toyota still  
maintains a high level of cost reduction capability.  
We anticipate capital expenditures* of ¥1,400.0 billion and depreciation  
costs of ¥1,100.0 billion.  
Although we will be faced with an extremely challenging business  
environment for fiscal 2009, we intend to continue investing actively for our  
future growth, while further improving efficiency. Moreover, we consider this  
challenge a valuable opportunity to further kaizen and will use this opportunity  
to turn Toyota into an even more flexible and stronger company.  
Financial Strategy  
The three key components of Toyota’s financial strategy are Growth,  
Efficiency, and Stability. We believe that the balanced pursuit of these three  
priorities over the medium-to-long term will allow us to achieve steady and  
sustainable growth as well as increase corporate value.  
1
. Growth: Improving technology, supply, and marketing through  
continued forward-looking investments  
We believe developing technology to create new markets, strengthening  
supply to meet global demands, and improving marketing to accurately  
reflect market demand require a strong commitment to higher efficiency,  
and continued active investment in research and development and capital  
expenditures. In fiscal 2008, the benefits of its forward-looking investments  
to date enabled Toyota to maintain positive free cash flow even with capital  
expenditures* of approximately ¥1,480.2 billion and research and  
development expenses of approximately ¥958.8 billion. We intend to  
continue to invest actively to ensure long-term sustainable growth.  
2
. Efficiency: Maintaining and improving profitability and capital efficiency  
In fiscal 2008, Toyota’s operating income margin was 8.6% and return on  
equity (ROE) was 14.5%. We will maintain high levels of profitability by  
introducing products efficiently through the development of core global  
models, further promoting the innovative VI** activity that have already borne  
fruit in models released this year, organizing production systems to maintain  
flexible supply capability to regions with high demand, and developing and  
introducing highly efficient production engineering of the kind typified by the  
Takaoka Plant’s innovative production line. In addition, we will continue to  
acquire our own shares with a view to maintaining and improving profitability  
and capital efficiency.  
Financial Strategy  
1
. Growth  
Continue forward-looking  
investment for growth  
2
. Efficiency  
Enhance profitability  
and capital efficiency  
3. Stability  
Maintain solid financial base  
3. Stability: Maintaining a solid financial base  
Balanced implementation  
of 1.–3. over the medium  
to long term  
Toyota maintains a solid financial base by ensuring sufficient liquidity and  
stable shareholders’ equity. At fiscal year-end, liquid assets*** were  
approximately ¥4,200 billion, while shareholders’ equity amounted to  
approximately ¥11,800 billion. Toyota’s sound financial position enables us  
to maintain levels of capital expenditures and investment in research and  
Sustainable growth  
*
*
*
** Excluding leased assets  
** VI = Value Innovation  
** Excluding financial subsidiaries  
18  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
development even under such conditions as rises in raw material costs and  
drastic changes in foreign exchange rates, and underpins the high credit  
ratings that enable access to stable, low-cost financing even during the credit  
crunch. In view of anticipated medium-to-long term growth in automotive  
markets worldwide, we believe that maintaining adequate liquidity is essential  
for the implementation of forward-looking investment to improve products  
and develop next-generation technology, as well as establish production and  
sales operations for the expansion of businesses worldwide.  
Dividends and Share Acquisitions  
Dividends per Share  
Toyota considers the returning of profits to its shareholders as one of its  
priority management policies and continuously strives to increase per-share  
earnings through aggressively promoting its business while improving and  
strengthening its corporate foundations. With respect to the payment of  
dividends, Toyota declared an annual dividend payment of ¥140 per share at  
the end of fiscal 2008, which is an increase of ¥20 from the previous fiscal year.  
This marks the ninth consecutive term of dividend increase—a record high for  
Toyota. The consolidated dividend payout ratio increased from 23.4% in fiscal  
(
1
¥)  
50  
(%)  
+20  
40  
50  
40  
30  
20  
10  
0
1
+
30  
1
20  
120  
+
25  
9
6
3
0
0
0
0
90  
+
20  
5
2007 to 25.9% in fiscal 2008. Going forward, Toyota aims to achieve a  
6
consolidated dividend payout ratio of 30% at an early stage, as well as strives  
for continuous growth of dividend per share, giving due consideration to such  
factors as business results for each term and new investment plans.  
With respect to the repurchase of our own shares, all shares authorized at  
the Ordinary General Shareholders’ Meeting held in June 2007, which were  
the lesser of 30 million shares or the number of shares equivalent to ¥250  
billion in cost of repurchase, were repurchased. Furthermore, in February 2008  
the Board of Directors authorized an additional share repurchase of the lesser  
of 12 million shares or the number of shares equivalent to ¥60 billion in cost  
of repurchase, and as of March 31, 2008, 9.52 million shares at a total cost of  
+
9
4
5
FY  
’04 ’05 ’06 ’07 ’08  
Consolidated dividend payout ratio  
(
Right scale)  
Note: Fiscal years ended March 31  
¥59.9 billion were repurchased. In fiscal 2008, Toyota repurchased 49 million  
shares at a total cost of ¥317 billion. Since Toyota began repurchasing shares  
in fiscal 1997, the cumulative number of shares repurchased as of the end of  
June 2008 was approximately 722.04 million shares at a total cost of  
approximately ¥2,796.0 billion.  
To define improvement of capital efficiency, Toyota canceled 162 million  
shares of its treasury stock at the end of fiscal 2008. Toyota will continue to  
retain the remaining treasury stock of approximately 300 million shares to  
achieve flexibility in management, but as a principle, plans to cancel all shares  
it repurchases in the future. At the Ordinary General Shareholders’ Meeting  
held in June 2008, a resolution was passed to authorize the repurchase of  
30 million shares at a total cost of ¥200 billion. Toyota aims to continue  
repurchasing shares to effectively respond to changes in the management  
environment and to improve capital efficiency.  
Going forward, Toyota hopes to continue meeting shareholders’  
expectations through medium-to-long term growth and the active return  
of profits to shareholders.  
July 2008  
Mitsuo Kinoshita, Executive Vice President  
Annual Report 2008 • TOYOTA 19  
Special Feature—Sustainability in Three Areas  
Sustainability in Three Areas  
Technology  
Manufacturing  
Society  
Contributing to Sustainable Development  
of Society and the Earth  
Since its establishment, Toyota’s fundamental philosophy has been to contribute to the creation of a  
prosperous society by manufacturing automobiles. Today, given the critical risk that the automotive  
industry faces unless global environment and energy issues are resolved, we are dedicated to the  
development of vehicles that can coexist in harmony with the Earth.  
We believe that the key words to contribute to the sustainable development of society and the  
Earth are “Sustainability in Three Areas”: “research and development,” “manufacturing,” and  
nurturing society.” We are working to satisfy the needs of both environmental preservation and  
economic growth. Eventually, we hope to contribute to the realization of a prosperous, low-carbon society.  
20  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Technology  
Achieving Sustainable Mobility  
Technological innovations hold the key to the environmental preservation and economic growth that are  
essential for us to contribute to a prosperous society and the Earth. Accordingly, Toyota is conducting research  
and development aimed at the realization of an automotive society that can coexist with the Earth, or  
Sustainable Mobility.  
Automotive Society Issues and Toyota’s Vision for Future  
Based on the vision of “Zeronize & Maximize,” Toyota aims to minimize the  
negative impact that vehicles have on the environment, while maximizing their  
Trends and Forecast of World  
positive aspects, such as convenience, comfort, enjoyment, and excitement.  
Energy Demand by Fuel  
Under the above concept, we are conducting research and development  
focused on the themes of the “environment,” “energy,” “safety,” and  
Crude oil equivalent (Million tons)  
2
1
1
0,000  
5,000  
0,000  
5,000  
0
excitement.”  
1
7,721  
2%  
Considering the themes of the environment and energy, we believe that  
these are the three major issues that must be addressed simultaneously with  
respect to automobiles:  
9%  
2%  
14,361  
5%  
1
2
3
. Supporting alternative energy sources;  
. Reducing CO2 emissions (as a measure to counter global warming); and  
. Improving air quality.  
2
3
2%  
11,429  
8,755  
2%  
Since fossil fuels are finite resources, it is imperative we use various  
alternative energy sources. Accordingly, we need to determine the  
appropriate energy sources for vehicles’ practical use as well as develop  
power trains that are compatible with them, while also reducing CO2  
emissions and ensuring cleaner exhaust emissions.  
Targeting the realization of an ultimate eco-car, Toyota has long pursued  
research and development of conventional gasoline and diesel engines, as  
well as power trains that are compatible with such various energy as biofuel,  
electricity, and hydrogen. Of these technologies, since hybrid technology  
can be applied to all types of power trains, we have positioned it as a core  
technology and are aggressively pursuing its development. Introducing these  
R&D results in products, we are taking a multifaceted approach to providing  
28%  
CY  
1990 2005 2015 2030  
Actual) (Actual)(Forecast )( Forecast)  
Renewable energy, etc.  
Biomass energy, etc.  
Hydroelectric power  
Nuclear power  
Natural gas  
Oil  
Coal  
Source: Agency for Natural Resources and  
Energy (Japan)  
“the right vehicle, at the right time, in the right place.”  
Scenarios for Response to Environmental and Energy Issues  
Hybrid technology  
Plug-in hybrid technology  
Oil  
Gasoline aa nd d ii esel fuel  
from conventional oil fields)  
Gasoline and diesel fuel  
(
(from deep-sea oil fields,  
Drilling/refining technology/cost oil-shales, etc.)  
Natural gas  
Gas storage  
technology  
Build infrastructure  
Gas  
Internal  
combustion  
engine  
Gasification/  
synthetic  
CO2 reduction technology  
Synthetic fuels  
(GTL/CTL/BTL)  
Coal  
technology  
(
during production of fuel)  
Obtain dd esired  
prope rr ties  
Technology  
utilizing  
cellulose  
Stabilize supply  
Bioethanol  
/biodiesel  
Biomass  
Elec tt ric aa l storage  
technology  
Infrastructure  
development  
Electrical storage  
technology for EV  
Electricity  
Electricity  
Hydrogen  
EV  
Nuclear energy  
for PHVs and EVs  
generation  
CO2 reduction technology  
(thermal power station)  
Hydrogen storage  
technology  
Hydro,  
Solar, and  
Geothermal energy  
CO2 reduction technology  
Hydrogen  
production  
(during hydrogen  
production)  
FCHV  
Infrastructure development  
2
010  
2030  
Annual Report 2008 • TOYOTA 21  
Special Feature—Sustainability in Three Areas  
Improving Environmental Performance  
»
Improving Fuel Efficiency and Reducing CO2 Emissions  
With respect to power trains, by 2010 we will have installed in all our  
vehicles a new series of gasoline and diesel engines and transmissions  
to boost fuel efficiency. In addition, we are currently increasing efforts  
to further evolve hybrid technology and expand our hybrid lineup.  
Improving fuel efficiency and reducing CO2 emissions requires  
smaller and lighter vehicles. One response to smaller vehicles is the iQ  
ultra-efficient package vehicle, scheduled to launch in 2008 in Japan and  
Europe. The iQ offers a spacious cabin capable of seating four passengers,  
yet the body of the vehicle is less than three meters long. At the 2007 Tokyo  
Motor Show, we also demonstrated our future vision for weight reduction  
vehicles in the 1/X concept car. This concept car embodies all of the weight-  
saving and environmentally friendly technologies that we believe need to be  
incorporated into all future vehicles.  
iQ, ultra-efficient  
packaging like no other  
1
/X, a redefinition  
of “environmentally  
considerate”  
Gasoline Engines  
Diesel Engines  
With respect to gasoline engines, we  
have incorporated cutting-edge  
Regarding diesel engines, providing a  
wide lineup from 1.4-liter to 4.5-liter,  
Toyota’s cumulative production of diesel  
engines reached 20 million in February  
2008, while it has been promoting clean  
diesel engines particularly in the  
European market. In addition, we have  
made a significant contribution to cleaner  
exhaust gas through the development of  
the world’s first Diesel Particulate—NOx  
Reduction System (DPNR). This system  
features technology that simultaneously  
reduces the emissions level of specific  
particulate matter (PM) and nitrogen  
oxide (NOx) in exhaust gas. The  
electronic control and other technologies,  
lowered fuel consumption and exhaust  
emissions for cleaner operation, and  
improved combustion efficiency to ensure  
superior engine performance. In 2008, we  
will complete the renewal of our gasoline  
engine lineup with the introduction of  
new 1.3-liter and 2.5-liter engines. The  
new 1.3-liter engine features the newly  
developed Toyota Stop & Start System,  
an improved version of the Toyota  
Intelligent Idling Stop Systemapplied to  
the Vitz launched in 2003. This innovative  
system contributes to improving fuel  
efficiency and reducing CO2 output by  
automatic stalling the engine when the  
car is stopped.  
New 2.5-liter  
gasoline engine  
Diesel engine with a DPNR  
application of such advanced  
technologies reduces CO2 emissions  
and ensures cleaner exhaust gas.  
Toyota is Contributing to the  
Realization of a Sustainable  
Mobility Society  
Currently, almost all vehicles run on gasoline or diesel oil because petroleum is  
readily available and is an economical energy source with an exceptionally high  
energy density. Sustainable alternative energy sources to petroleum that can help  
alleviate the problems of CO2 emissions include biofuels, electricity, and hydrogen.  
There are, however, many issues that need to be addressed before these energy  
sources can be utilized for vehicles. This is why, I believe, there is a need to take  
advantage of the strengths of each energy source, and create the framework for  
a new sustainable transportation system, or Sustainable Mobility society.  
A Sustainable Mobility society could consist of new types of personal mobility  
systems as a means of transportation, and a new public transportation system, in  
addition to small EVs, biofuel PHVs, FCHVs, and so on. Each system and vehicle  
has its own pros and cons. I, however, believe that each will have a role to play  
according to its respective characteristics. Toyota is committed to continuing to  
devote its full resources to realize a Sustainable Mobility society.  
Masatami  
Takimoto  
Executive Vice  
President  
22  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Progress in Average Fuel Efficiency for  
all Toyota Vehicles (passenger cars)  
Toyota Hybrid Technologies  
Over the 10 years since we first launched the Prius in 1997, the fuel efficiency  
of all Toyota vehicles sold in Japan has improved by an average of  
approximately 28%. This is the result of improved fuel efficiency in both  
gasoline and diesel vehicles, and increased hybridization.  
1.4  
(’97 value = 1.0)  
1
1
1
.3  
.2  
.1  
2
8% improvement for  
average fuel efficiency  
of all Toyota vehicles  
sold in Japan over the  
past 10 years  
Hybrid Vehicles  
1.0  
Toyota’s core technology, its hybrid  
system, contributes to everything from  
cleaner emissions and lower CO2  
the 2010s. Achieving this goal requires a  
drastic improvement in hybrid system  
performance and fuel efficiency. We will  
continue to develop high-performance  
electric motors, inverters, batteries, and  
other devices while working on ways to  
reduce the weight, size, and cost. Our  
current goal is to develop a hybrid system  
that is one quarter the size, weight, and  
the cost of the original Prius.  
0.9  
CY ’97 ’98 ’99 ’00 ’01 ’02 ’03 ’04 ’05 ’06 ’07  
emissions to increased fuel efficiency.  
As such, we are implementing it in an  
expanded range of vehicles. In April 2008,  
cumulative global Prius sales reached one  
million. In June 2008, cumulative global  
hybrid sales reached 1.5 million. We are  
targeting one million hybrid vehicle sales  
per year by the earliest possible time in  
Crown Hybrid  
Harrier Hybrid  
Lexus LS600hL  
Approach to Diversification of Energy Sources  
Since fossil fuels are finite resources, we continue to develop technologies  
that enable vehicles to use energy sources other than petroleum. Although  
the situation of these energy sources differs depending on the country and  
region, we believe that the primary sources of sustainable energy are biofuels,  
electricity, and hydrogen.  
Bioenergy (Flexible-Fuel Vehicles or FFVs*)  
Since 2006, Toyota has worked to ensure  
that all of its models are compatible with  
E10 fuel (gasoline with 10% ethanol).  
Furthermore, we have introduced an E100  
specifications that satisfy specific regional  
requirements.  
*
FFV: A vehicle capable of running on fuels that  
consist of any percentage of ethanol mixed  
with gasoline or on ethanol alone.  
(100% ethanol) compatible Corolla Flex  
in 2007, in Brazil, where bioethanol has  
become a mainstream fuel. Also in 2008,  
in Thailand we introduced a Corolla and  
three other models that are compatible  
with E20 fuel (20% ethanol). We also plan  
to offer E85 (85% ethanol) compatible  
Tundra FFVs and Sequoia FFVs in North  
America, and are working toward the  
introduction of other FFVs with  
Corolla Flex  
Annual Report 2008 • TOYOTA 23  
Special Feature—Sustainability in Three Areas  
Electricity (PHVs / EVs)  
Although electricity supply is easily  
Economic benefits, including  
accessible and electric vehicles (EVs) can  
run cleanly with no exhaust gas, current  
EVs require extremely large batteries.  
Therefore, they face such issues as cost,  
charging time, and driving range. For  
the foreseeable future EVs are likely to  
remain a realistic solution only for short-  
range commuting. We have been  
engaged in compact EV development for  
some time and will accelerate our efforts  
aimed at their eventual mass production.  
Using our own hybrid technology,  
Toyota has developed Plug-In Hybrid  
Vehicles (PHVs) boasting significantly  
extended range using the electric motor  
alone, with the additional capability of  
being charged using regular household  
electricity. Although the vehicle runs on  
electricity alone for a short drive in urban  
areas, the gasoline engine provides  
support at high speeds when required.  
There is no issue concerning range  
charging at night when electricity prices  
are low, are expected. In addition, lower  
CO2 emissions and decreased fuel  
consumption will result in minimal  
atmospheric pollution. Currently, PHVs  
are considered the most realistic  
approach using electricity, and tests have  
already proven the effects of improved  
fuel consumption. Toyota is accelerating  
development with the aim of making  
PHVs popular, and plans to introduce  
PHVs equipped with lithium-ion batteries  
(LIBs) to fleet customers by 2010.  
Since batteries hold the key to the  
future development of PHVs and EVs, we  
have also created a new Battery Research  
Department to research and develop a  
next-generation battery that considerably  
outperforms conventional LIBs. Additionally,  
we are developing batteries for use in  
vehicles at Panasonic EV Energy Co., Ltd.,  
a joint venture between Toyota and the  
Matsushita Group. They are scheduled to  
commence limited production of LIBs in  
2009 and move into full-scale production  
in 2010.  
Plug-in Hybrid Vehicle  
limitations since PHVs can be operated as  
normal hybrid vehicles in long-distance  
drives. Supplying photovoltaically  
generated electricity to a biofuel PHV that  
also uses a next-generation biofuel, such  
as cellulosic ethanol, can in effect reduce  
CO2 emissions from driving to near zero.  
Hydrogen (Fuel Cell Hybrid Vehicles or FCHVs)  
In June 2008, Toyota introduced the  
TOYOTA FCHV-adv, installed with newly  
designed, high-performance fuel cells,  
Toyota FC Stacks, which were certified by  
Japan’s Ministry of Land, Infrastructure  
and Transport. Featuring a 25%  
improvement in fuel efficiency and  
internally developed high-pressure  
hydrogen tanks, the vehicles have a  
cruising range of approximately 830km  
the Jc08 test cycle; as measured by  
Various Alternative Fuel Issues  
Toyota is working to address other  
various alternative fuel issues. We are  
using yeast technologies incubated in  
Japan to develop ethanol production  
capability based on cellulose, an  
abundant resource in inedible plant  
material, to avoid competing against  
food resources. In the area of biofuel  
alternatives to diesel, we are  
Toyota) on a single fill up of hydrogen.  
This is over twice the cruising range of its  
predecessor, the TOYOTA FCHV. Toyota  
is making every effort to meet the  
challenges of maintaining reliability,  
lowering costs, and other issues, having  
overcome such FCHV technical problems  
as starting and driving in temperatures as  
low as -30ºC.  
(in the 10–15 Japan test cycle; 760km in  
collaborating with Nippon Oil  
Corporation to research  
biohydrofined diesel oil (BHD), which  
offers a drastic improvement in  
oxidative stability, as well as  
equivalent performance to that of  
regular diesel oil. In addition, we are  
researching biomass-to-liquid (BTL)  
biofuels synthesized from gasified  
cellulose and other biomass materials.  
TOYOTA FCHV-adv  
24  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Approaches to Safety  
Toyota is committed to technological developments based on the Integrated  
Safety Management Concept. We are working not only to improve preventive  
safety and collision safety but also to offer optimum driver support for every  
aspect of driving. These efforts include sensors that detect vehicle  
movements, traffic conditions, and even the state of the driver. Computers  
are then used to determine the necessary driver support and activate safety  
systems. For example, the Pre-Crash Safety System uses a millimeter-wave  
radar to detect obstacles such as vehicles ahead and alerts the driver by  
sounding a warning buzzer if the system determines that there is a high risk  
of collision. If the system determines that a collision is unavoidable, it  
automatically activates Pre-Crash Brake to reduce the vehicle’s speed and  
Pre-Crash Seatbelt to minimize injuries.  
Driving Simulator  
Toyota developed and installed  
the new “Driving Simulator” at the  
Higashifuji Technical Center in  
November 2007, with the goal of  
reducing traffic accidents and  
promoting the development of active  
safety systems. The simulator analyzes  
driver characteristics during vehicle  
operation and develops and confirms  
the efficacy of accident-reduction  
technologies. The simulator also offers  
a driving experience that is as real as  
possible. It is expected to lead to the  
development of advanced safety  
technologies and vehicle designs  
while boosting the speed of  
The fully remodeled Crown launched in 2008 integrates the Pre-Crash  
Safety System with an eye monitor that detects whether a driver’s eyes are  
properly open. A camera  
Monitoring area  
installed on steering  
Driver monitor camera  
measures facial angle and  
how wide open the  
Calculate opening  
and closing of eyelid  
driver’s eyes are, and if  
it judges that a collision  
may occur, it alerts the driver at an early stage, via a warning buzzer and  
illuminated display. If the probability of a collision increases and the driver’s  
conditions do not improve, the system applies a warning brake to physically  
alert the driver.  
development and lowering  
development costs.  
Through the developments of these and other safety technologies,  
Toyota is working to create an even safer automotive society.  
Comparison of Gas Emissions Volume  
Depending on Average Speed  
Traffic Environment Research  
Toyota views people, vehicles, and the traffic environment, and aims to attain  
the ultimate goal of zero fatalities or injuries in traffic accidents. With respect  
to the traffic environment, we are pursuing research and testing of a Safety  
Driving Assistance System. We conducted public road tests of this system in  
Toyota City, Aichi Prefecture, for the six-month period beginning December  
CO2 Emissions Volume Comparison  
100  
(100 represents 10km/h)  
50  
2006. Using 100 vehicles equipped with drive recorders, we collected and  
0
analyzed data on drivers’ behavior under various driving situations on public  
roads. The results are being applied to research aimed at reducing traffic  
accidents through the development of infrastructure cooperative systems that  
support safe driving by communicating information on road conditions, traffic  
signals, and other factors with vehicles.  
1
0km/h 30km/h 60km/h  
NOx Emissions Volume Comparison  
(100 represents 10km/h)  
100  
50  
In addition, we are actively participating in the development of the Probe  
Traffic Information System, which can provide drivers with information ranging  
from estimated travel time to routes to avoid traffic congestion. This helps  
smooth traffic flow and consequently reduces CO2 emissions.  
0
1
0km/h 30km/h 60km/h  
Source: Japan Automobile Research Institute  
Annual Report 2008 • TOYOTA 25  
Special Feature—Sustainability in Three Areas  
Manufacturing  
Implementing “Sustainable Plant” Activities  
Sustainability is also being pursued at the plants that drive Toyota’s manufacturing operations. In July 2007,  
Toyota initiated “Sustainable Plant” activities with the goal of creating production sites that are in harmony  
with their natural surroundings.  
CO2 Emission Reduction Results and Targets  
The Toyota Environmental Committee was established in 1992. In 1993, it  
announced the Toyota Environmental Action Plan, which defined specific  
measures and targets for environmental action. Since then, we have  
continued to implement environmental and energy-related initiatives,  
including measures to reduce CO2 emissions. We are currently conducting  
activities in line with the 4th Toyota Environmental Action Plan to meet targets  
set for the year ending March 31, 2011. In fact, we have already achieved the  
CO2 emissions reduction target outlined in the plan and are now working to  
meet a new, even higher target for the year ending March 31, 2011.  
CO2 Emission Reduction Targets, Results and New Targets  
Region  
CO2 Emissions  
2010 Target  
2007 Results  
New 2010 Target  
Worldwide*  
Volume per  
sales unit  
20% reduction  
from 2001  
32% reduction  
from 2001  
35% reduction  
from 2001  
TMC (Japan)  
Volume per  
sales unit  
35% reduction  
from 1990  
55% reduction  
from 1990  
60% reduction  
from 1990  
Volume  
20% reduction  
from 1990  
25% reduction  
from 1990  
30% reduction  
from 1990  
*
The roughly 120 Toyota Group companies both in Japan and overseas subject to consolidated  
environmental management  
Note: The years mentioned are from April 1 to March 31.  
Example of Reducing CO2 Emissions  
in Painting Process  
Sustainable Plant” Activities  
Toyota conducts its “Sustainable Plant” activities globally on three broad  
fronts. The first is energy reduction through the development and  
introduction of low CO2-emitting production technologies and daily Kaizen  
Conventional Booth  
(continuous improvement) activities. The second is energy conversion  
utilizing photovoltaic and other renewable energy sources. The third is tree-  
planting to foster involvement with local communities and ecological  
preservation.  
Development and Introduction of Low CO2-Emitting Production Technologies  
Toyota’s Takaoka Plant is one example  
of how “simple & slim” thinking can  
streamline manufacturing operations.  
We have been working to shorten our  
assembly lines and dramatically reduce  
their energy use by taking advantage of  
innovative production technologies. The  
new Takaoka Plant Line No. 1 began  
operations in August 2007. Here, we have  
achieved CO2 reductions of  
approximately 15% by shortening the  
length of the painting equipment and  
eliminating the need for the primer-  
drying oven. We continue to improve  
these innovative assembly lines to further  
reduce CO2 emissions and costs as we  
introduce the improvements at all Toyota  
plants worldwide.  
New Booth  
Through the development and introduction of slim  
robots, Toyota has shortened the length of the  
painting process. This has helped to lower CO2  
emissions by reducing energy use.  
26  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Utilization of Renewable Energy  
Tree-Planting Activities  
At the Tsutsumi Plant, a photovoltaic  
Toyota’s goal is to protect ecosystems by  
planting trees that are indigenous to the  
given region, thereby helping to support  
the original local biodiversity. At the  
Tsutsumi Plant, in May 2008 almost 5,000  
local residents and employees and their  
families participated in planting  
approximately 50,000 trees. In the future,  
we will continue to expand these activities  
on a global scale to meet the challenge  
of tree-planting and forest growth  
worldwide.  
generation system has been installed with  
a rated output of 2,000kW, equivalent in  
the area to approximately 500 houses, and  
the system is among the largest for any  
automobile plant in the world*. This system  
is expected to reduce annual CO2 emissions  
an estimated 740 tons,  
an amount equivalent  
to that generated by  
burning 1,500 barrels  
of crude oil.  
Tree-planting event at the Tsutsumi Plant  
*
As surveyed by Toyota  
Photovoltaic generation  
system at the Tsutsumi  
Plant  
Model Plants Overseas  
In the United States, Toyota has designated its Toyota Motor Manufacturing,  
Mississippi, Inc. (TMMMS) plant (currently scheduled to begin production in  
2010) as a model “Sustainable Plant.” In addition to incorporating innovative  
production line technology, it is also actively promoting tree-planting activities  
as part of its efforts to achieve a harmonious balance between the local  
community and the environment.  
Photovoltaic generation system at the Ban Pho  
Plant in Thailand  
In Europe, Toyota Motor Manufacturing (UK) Ltd.  
TMUK) and Toyota Motor Manufacturing France  
Worldwide Model Plants for “Sustainable Plant”  
(
S.A.S. (TMMF) have both been designated model  
plants, and in Asia, the Ban Pho Plant operated by  
Toyota Motor Thailand Co., Ltd. (TMT) has been  
selected as a model plant. The Ban Pho Plant already  
utilizes a cogeneration system, solar panels, a  
wastewater recycling system, and waterborne metallic  
paints at vehicle body paint lines. The plant has  
maintained zero landfill waste since the beginning  
of its operations. As part of its plant “greening”  
activities, an event in August 2008 drew an estimated  
TMUK (U.K.)  
TMMF (France)  
TMMMS (U.S.A.)  
TMT (Thailand)  
1
0,000 people to plant approximately 100,000 trees in  
Toyota is pursuing “Sustainable Plant” activities worldwide using  
the Tsutsumi Plant and four overseas plants as models.  
what was Thailand’s largest tree-planting event ever.  
Spreading Toyota’s Effective  
Measures and Environmental  
Awareness Worldwide  
From the standpoint of reducing CO2 emissions, there are numerous examples  
of the effectiveness of Toyota’s “Sustainable Plant.” They require less energy to  
operate, utilize natural energy sources, and, through tree-planting, can contribute to  
the absorption of CO2. Participation in tree-planting projects also helps employees  
develop a deeper appreciation for the environment and spread environmental  
awareness in the local community.  
As soon as we announced the concept of “Sustainable Plant” activities, we  
began receiving requests to participate from our plants around the world. Certain  
plants have been designated as model plants, but other plants have begun tree-  
planting and environmental projects voluntarily and the practice is rapidly spreading.  
We will continue to expand our “Sustainable Plant” activities to ensure that both  
Toyota products and the plants that manufacture them are gentle to the  
environment.  
Takeshi  
Uchiyamada  
Executive Vice  
President  
Annual Report 2008 • TOYOTA 27  
Special Feature—Sustainability in Three Areas  
Society  
Environmental Activities for a Sustainable Future  
Toyota engages in a wide range of nurturing society activities at home and abroad as it seeks to become  
a trusted global corporate citizen and to contribute to the sustainable development of a prosperous society.  
Toward a Sustainable Environment  
Toyota implements measures on a national and international level in its  
efforts to achieve a sustainable level of global environmental preservation.  
Recognizing the importance of ongoing efforts deeply rooted in local  
communities, we proactively contribute to society in each country and region  
through our development programs for forestry, human resources and the  
local community.  
The Forest of Toyota  
The Anti-Desertification Initiative  
in China  
Rain Forest Restoration Initiatives  
In 1997, Toyota established the “The  
Forest of Toyota” in Toyoda City, Aichi  
Prefecture, to serve as a model for other  
mountain forest restoration efforts. At  
the forest, communities are invited to  
participate in nature experience  
Since September 2007, Toyota has been  
engaged in an afforestation project in  
the northern region of Luzon, the  
Philippines, that calls for approximately  
1,772 hectares to be planted with trees  
over a three-year period. Toyota has  
been implementing measures that  
include establishing a forest for  
harvesting fuel wood and planting such  
fruit trees as mango to encourage those  
living there to not log in the forest for  
fuel wood, in hopes of limiting natural  
forest deforestation. Sharing our  
Since 2001, Toyota has been involved  
with afforestation activities in Fengning  
Man Autonomous County, Hebei  
Province, China, where significant  
desertification has occurred. By planting  
some 2,600 hectares with trees, we made  
a major contribution to environmental  
conservation in Fengning Man County,  
which is an important source of water for  
Beijing and Tianjin. By taking measures  
against overgrazing, which causes  
programs, forest management activities  
and mountain forest studies.  
desertification, and by afforesting with  
fruit trees, we are conducting the  
afforestation expertise and technologies,  
we are achieving sustainable  
afforestation so that local communities  
and forest restoration can coexist.  
Elementary students participate in the nature  
experience program  
compatibility of community life and  
environmental conservation. In May 2008,  
we established the Afforestation Center  
in order to help foster afforestation  
experts, disseminate information on  
greening technology, and enhance the  
localization of our afforestation activities.  
TOYOTA Shirakawa-Go Eco-Institute  
In 2005, Toyota established the  
Toyota Environmental Activities  
Grant Program  
“TOYOTA Shirakawa-Go Eco-Institute”  
in Shirakawa Village,  
Gifu Prefecture, which  
works to increase  
Started in fiscal 2000, the Toyota  
Environmental Activities Grant Program  
supports projects that nurture  
environmental  
awareness through  
forest preservation  
projects and nature  
experience programs.  
environment-friendly people and  
technologies. Now in its eighth year, the  
program has supported 140 projects in  
42 countries worldwide.  
TOYOTA Shirakawa-  
Go Eco-Institute  
Before afforestation  
After afforestation  
In research and development, manufacturing, and nurturing society,  
Toyota is committed to sustainability. We will continue to contribute to the sustainable development  
of society and the Earth as we strive for “Sustainability in Three Areas”  
and share a keen awareness of environmental issues with people around the world.  
28  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Business Overview  
30  
34  
36  
Solid Foundations for Future Growth  
At a Glance  
Automotive Operations  
36  
38  
40  
42  
44  
Japan  
North America  
Europe  
Asia  
Central and South America, Oceania,  
Africa, the Middle East, etc.  
46  
48  
50  
Financial Services Operations  
Other Business Operations  
Motorsports Activities  
Annual Report 2008 • TOYOTA 29  
Business Overview  
Solid Foundations for Future Growth  
Establishing a Solid Foundation for Future Growth  
by Striving to Improve Quality at Every Level  
Establishing Solid Foundations  
For Toyota to continue to grow, it is essential that it remains committed to  
achieving the world’s highest quality, despite the difficulty of the business  
environment. This commitment to continuous improvement in the areas of  
Technology  
“technology,” “production & supply,” and “sales & marketing” that drives  
our growth, and of the “product quality,” “cost,” and “human resources”  
that sustain it, has long been a guiding principle at Toyota. We plan to  
realize future growth by establishing solid foundations for product quality,  
cost, and human resources. This strategy will enable us to offer the world’s  
best products, the world’s fastest and the lowest-cost manufacturing, and the  
world’s best sales and services.  
Production  
Supply  
Sales &  
&
Marketing  
Product Quality / Cost  
Human Resources  
Quality is... Toyota’s Lifeline  
In 2005, we established a CF* Activity Promotion Committee to create the  
ideal environment for putting “customers and quality first” and to ensure  
that defects do not reach the market.  
Since January 2007, we have returned to the roots of our CF policy and  
renewed awareness that “quality must be built-in within each process.”  
This means that quality is confirmed at each stage of the production process,  
so that only top-quality work is permitted to move on to the next stage.  
This concept is fundamental to all processes, and although originally applied  
CF Activity Promotion Committee  
CF Activity Promotion Committee  
Development  
Manufacturing After Sales  
Groupwide Activity  
Reinforce “quality must be built-in within each process”  
Suppliers  
History of CF Activities  
Toyota staff checking a manufacturing  
process at a supplier  
High  
Phase 3 activities are  
currently being implemented  
Phase 3: Built-in quality  
=
Instituting “quality must be  
built-in within each process”  
4
(
Ever increasing work quality)  
3
Phase 2: Overcoming problems based on past experience  
2
Phase 1: Preventing defective products from leaving Toyota  
CF activities and boosting awareness on quality  
’07 ’08  
1
Low  
05  
’06  
(Year)  
30  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
primarily to manufacturing operations, it is now being applied to our  
management-related divisions and suppliers as well.  
*
CF = Customer First  
»
To Maintain and Improve Toyota’s Quality  
In recent years, the structure and performance of vehicles has become  
increasingly advanced and complex. At the same time, customers’ needs and  
vehicle usage have become increasingly varied. In response to these trends,  
we are working to improve quality from the very first phase of development.  
For example, to improve long-term quality we recover vehicles that have been  
in use for over 10 years to study how age and use affect various components.  
We then feed that information back into the design process to further  
improve quality related to long-term durability. We also drive new cars  
100,000–200,000 kilometers in a single year to identify problems and  
implement countermeasures.  
In-line measurement process  
We have increased the use of in-line measurement in production lines to  
strengthen our ability to “visualize issues.” This helps us to prevent defects  
and understand where and why problems occur. To identify the cause of  
quality-related issues and implement fundamental solutions, we continuously  
monitor and analyze product-precision trends that formerly relied on  
operator skill and intuition.  
In our supply chain, Toyota’s purchasing division is focused on working  
with suppliers to improve quality. Through this initiative, Toyota employees  
in the development, production, and purchasing divisions work together with  
suppliers to identify and resolve problems so that we can secure high-quality  
components.  
In-line measurement using infrared laser  
As a result of these efforts, the initial quality of our vehicles continues  
to improve steadily. However, to provide customers with the world’s best  
products we still have many issues to address. Going forward, we will further  
strengthen our commitment that “quality must be built-in within each  
process,” to work even more closely with suppliers and overseas companies,  
and to strive to instill an even higher level of quality awareness in each and  
every employee to maintain and improve the world’s highest quality standards.  
Cost is… A Key Source of Toyota’s Competitiveness  
In recent years, cost competitiveness has become an even more important  
issue to the automotive industry due to rising raw material costs, increased  
demand for compact cars, and the introduction of new environmental and  
safety technologies. We are applying a broad range of cost reduction efforts  
to absorb the impact of these factors and improve profitability.  
»
Cost Reduction Activities  
To offer better products at lower prices, Toyota launched CCC21* cost  
reduction activities in July 2000. Through the project, which has already  
resulted in cost reductions, we review the cost of producing major vehicle  
Annual Report 2008 • TOYOTA 31  
Business Overview  
components around the world. With the lowest cost as our target, we then  
work closely with suppliers from the initial design phase to ensure that each  
component is produced at the lowest possible cost.  
In addition, in April 2005 we began VI** activities—an evolved form  
of CCC21 activities—in which we look at cost reduction during the  
development phase, even prior to blueprints. Through VI activities, we  
consider individual “components” as well as multiple component “systems.”  
We strive to reduce the number of components by integrating components  
and systems with similar functions and reviewing the functions and  
placement of systems, such as engine and safety systems. We have also  
reduced the number of components and the amount of material used  
without reducing product quality by reviewing production processes that  
have until now been standard. The effectiveness of VI activities began to  
materialize with the redesigned Crown in February 2008. In the future, we  
will give priority to improving the profitability of compact cars and cars  
manufactured overseas, and will continue to promote cost reduction  
activities to further increase our cost competitiveness.  
*
*
* CCC21 = Construction of Cost Competitiveness for the 21st Century  
* VI = Value Innovation  
Example of VI Activities: An Integration of ECUs*  
Striving to Reduce ECUs and Make Each ECU Smaller While Improving Function  
New  
Improve Attractiveness  
New  
Improve Attractiveness  
Functions Respond to Tougher Regulations  
Functions Respond to Tougher Regulations  
Body  
System  
ECU  
Chassis  
System  
ECU  
Power-train  
System  
ECU  
*
ECU = Electronic Control Unit  
Toyota Way  
Human Resources are... Essential to Improving Quality and Cost Control  
TwoMainPillars  
Five Key Words  
Challenge  
At Toyota, we strive to further human resources development based on our  
philosophy that “making things means making people.” In line with our  
expanding business operations, our employees are more diverse and global  
human resource development efforts have become a priority issue. So that  
Toyota employees around the world share the same values, we have codified  
and shared globally the Toyota Way, our values and methods that were  
formerly passed on as tacit knowledge.  
Continuous  
Improvement  
Kaizen  
Genchi Genbutsu  
Respect  
To provide a stable supply of high-quality products to the world in a  
timely manner amid fluctuating global demand, we are working to increase  
the self-reliance of our overseas manufacturing companies.  
Respect for  
People  
Teamwork  
32  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
»
Self-Reliance Supporting Programs  
Historically, human resource development for Toyota’s overseas production  
bases took place primarily at plants in Japan, using a “mother plant system.”  
We found, however, that as the number of overseas manufacturing  
companies grew, disparities in training content began to arise. So, in July  
2003 we established a Global Production Center (GPC) at our Motomachi  
plant in Japan. The goal of the GPC was to instill in employees the awareness  
that all of our vehicles should offer the same “Made by Toyota“ quality  
regardless of where in the world they are manufactured. At the GPC, skilled  
technical personnel from plants in Japan teach the standard production  
methods that form the Toyota production system. They use technical training  
devices, animations, and other visual aids to enable overseas staff to quickly  
acquire necessary skills. Between its founding in 2003 and May 2008,  
approximately 13,000 workers underwent training at the GPC.  
Technical training at GPC in Thailand  
In 2006, overseas branches of the GPC were established in the United  
States, the United Kingdom, and Thailand. This marked a transition from the  
previous phase, in which Japanese trainers taught overseas personnel, to a  
new phase in which local trainers pass on their skills to local personnel, as well  
as personnel from other countries, to promote the spread of technical skills  
on a global basis.  
In addition, our three-year Pro-WIN* program for global human resources  
development in production-related fields, such as production preparation,  
production management, logistics, plant operation, and various other fields,  
trains professional production staff to support greater self-reliance at overseas  
manufacturing companies.  
*
Pro-WIN = Professional-Will Interact Needs  
Flow of Pro-WIN Program  
Prepare a vision for  
human resource development  
Confirm individual development  
situation / Design development plan  
Move into action  
PDCA* (every year)  
Interaction  
and  
Balance  
Will: Achievement of clarification of  
the professional skills by each employee  
Needs: Achievement of clarification of the  
professional skills which organization requires  
*
PDCA = Plan, Do, Check, Action  
Global Expansion of the GPC  
European GPC, U.K.  
Established in 2006  
1
9 trainers  
8
00 trainees/year  
North American GPC,  
Kentucky, U.S.  
Established in 2006  
14 trainers  
300 trainees/year  
GPC in Motomachi Plant, Japan  
Established in 2003  
1
50 trainers  
2
,500 trainees/year  
Asia Pacific GPC, Thailand  
Established in 2005  
8
trainers  
Annual Report 2008 • TOYOTA 33  
Business Overview  
At a Glance  
Net Revenues and Operating Income  
Automotive Operations  
(
2
¥ Billion)  
(¥ Billion)  
2,500  
5,000  
0,000  
5,000  
0,000  
Net revenues  
¥24,177.3 billion (+10.3%)  
¥2,171.9 billion (+6.5%)  
2
1
1
2,000  
1,500  
1,000  
500  
Operating income  
In fiscal 2008, net revenues increased 10.3%, to ¥24,177.3 billion, with  
strong vehicle sales in resource-rich and emerging countries such as Asia,  
Central and South America, Oceania, and Africa, helping to offset  
stagnant sales in Japan. Operating income was up 6.5%, to ¥2,171.9  
billion, mainly due to increases in both production volume and vehicle  
unit sold, and cost reduction efforts, partially offset by an increase  
in expenses.  
5
,000  
0
0
FY  
’04 ’05 ’06 ’07 ’08  
Net revenues  
Operating income (Right scale)  
Net Revenues and Operating Income  
Financial Services Operations  
(
¥ Billion)  
(¥ Billion)  
250  
2
2
1
1
,500  
,000  
,500  
,000  
Net revenues  
¥1,498.3 billion (+15.2%)  
¥86.5 billion (-45.4%)  
200  
150  
100  
50  
Operating income  
In fiscal 2008, net revenues grew 15.2%, to ¥1,498.3 billion, due to  
aggressive efforts to expand auto sales financing. Meanwhile despite  
a steady increase in financing volume, operating income decreased  
45.4%, to ¥86.5 billion, due to an increase in valuation losses on interest  
5
00  
0
rate swaps by ¥48.1 billion stated at fair value by sales finance subsidiaries.  
0
FY  
’04 ’05 ’06 ’07 ’08  
Net revenues  
Operating income (Right scale)  
Net Revenues and Operating Income  
Other Business Operations  
(¥ Billion)  
(¥ Billion)  
60  
1
,500  
Net revenues  
¥1,346.9 billion (+1.8%)  
¥33.0 billion (-16.6%)  
Operating income  
1
,000  
40  
20  
0
In fiscal 2008, net revenues were up 1.8%, to ¥1,346.9 billion. Operating  
income decreased 16.6%, to ¥33.0 billion, due primarily to weak sales in  
the housing business.  
5
00  
0
FY  
’04 ’05 ’06 ’07 ’08  
Net revenues  
Operating income (Right scale)  
Note: Fiscal years ended March 31  
34  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Net Revenues by Regions  
Japan  
North America  
Europe  
Asia  
Other Regions  
(
¥ Billion)  
(%)  
16  
(¥ Billion)  
16,000  
(%)  
16  
(¥ Billion)  
16,000  
(%)  
16  
(¥ Billion)  
16,000  
(%)  
16  
(¥ Billion)  
16,000  
(%)  
16  
1
6,000  
1
2,000  
12  
8
12,000  
8,000  
4,000  
0
12  
8
12,000  
8,000  
4,000  
0
12  
8
12,000  
8,000  
4,000  
0
12  
8
12,000  
8,000  
4,000  
0
12  
8
8
,000  
,000  
0
4
4
4
4
4
4
0
0
0
0
0
FY  
’04 ’05 ’06 ’07’08  
FY  
’04 ’05 ’06 ’07’08  
FY  
’04 ’05 ’06 ’07’08  
FY  
’04 ’05 ’06 ’07’08  
FY  
’04 ’05 ’06 ’07’08  
Operating income margin  
Right scale)  
Operating income margin  
(Right scale)  
Operating income margin  
(Right scale)  
Operating income margin  
(Right scale)  
Operating income margin  
(Right scale)  
(
Note: Fiscal years ended March 31  
Geographic Segment (FY 2008)  
Net Revenues  
Operating Income  
Vehicle Production  
Vehicle Sales  
Other Regions  
Japan  
44.9%  
Other Regions  
6.3%  
Japan  
63.0%  
Other Regions  
5.2%  
Japan  
60.4%  
Other Regions  
17.1%  
Japan  
24.6%  
6
.7%  
Asia  
Asia  
11.2%  
Asia  
11.3%  
9
.1%  
Europe  
6.2%  
Europe  
Asia  
10.7%  
Europe  
8.3%  
1
1.7%  
North  
America  
14.8%  
Europe  
14.4%  
North America  
North America  
13.3%  
North America  
33.2%  
2
7.6%  
Principal Market Data  
Japan  
United States  
Europe  
Asia  
China  
(
Thousands of units)  
(Thousands of units)  
20,000  
(Thousands of units)  
20,000  
(Thousands of units)  
20,000  
(Thousands of units)  
20,000  
2
1
1
0,000  
5,000  
0,000  
15,000  
10,000  
5,000  
0
15,000  
10,000  
5,000  
0
15,000  
10,000  
5,000  
0
15,000  
10,000  
5,000  
0
5,000  
0
CY  
’03 ’04 ’05 ’06’07  
CY  
’03 ’04 ’05 ’06’07  
CY  
’03 ’04 ’05 ’06’07  
CY  
’03 ’04 ’05 ’06’07  
CY  
’03 ’04 ’05 ’06’07  
Source: Toyota Motor Corporation  
Note: Market definitions—Europe: Germany, France, the United Kingdom, Italy, Spain, the Netherlands, Belgium, Portugal, Denmark, Greece, Ireland, Sweden,  
Austria, Finland, Switzerland, Norway, Poland, Hungary, and the Czech Republic; Asia: Indonesia, Thailand, the Philippines, Malaysia, Singapore, Vietnam,  
Taiwan, South Korea, and Brunei Darussalam; Japan: minivehicles included.  
Annual Report 2008 • TOYOTA 35  
Business Overview  
Automotive Operations  
Japan  
Revitalizing the domestic market with aggressive  
measures to stimulate demand  
Vanguard  
»
Performance Overview  
consecutive year to approximately 2.18  
million vehicles. Lexus accounted for  
approximately 31 thousand of the  
vehicles sold. While domestic market  
conditions remained tough, Toyota’s  
market share including minivehicles  
rose to a record 42.0% in fiscal 2008.  
In domestic automobile sales rankings  
(excluding minivehicles) in 2007, the  
Corolla ranked first for the fifth  
Highlights  
Record market share despite  
decreased sales  
Development and introduction of  
new market-creating products  
Creation of a more pleasant and  
enjoyable driving environment  
Despite the introduction of new  
models, sluggish market conditions  
caused fiscal 2008 consolidated  
domestic sales, including sales by  
Daihatsu Motor Co., Ltd., and Hino  
Motors, Ltd., to decline for the third  
consecutive year. In addition, six of  
the 10 best-selling cars were Toyota  
models.  
Consolidated Vehicle Sales  
and Production in Japan  
Domestic Market Share  
Including Minivehicles  
Sales of two new models, the  
(Thousands of units)  
(%)  
6
,000  
,000  
,000  
0
60  
Mark X ZiO and Corolla Rumion, and the  
remodeled Voxy, Noah, Premio, and  
Allion, were strong. Sales of the  
Crown, a long-running leader in the  
domestic luxury car market, also  
increased steadily following a full  
model change in February 2008.  
Consolidated domestic production  
increased 1.2%, to 5.16 million vehicles,  
due to higher demand overseas.  
+
5
1.2%  
,160  
4
2.0%  
4
2
40  
20  
-
3.7%  
2
,188  
0
FY  
’04 ’05 ’06 ’07 ’08  
FY  
’04 ’05 ’06 ’07 ’08  
Consolidated vehicle sales  
Consolidated vehicle production  
Note: Fiscal years ended March 31  
Note: Toyota, Daihatsu, and Hino  
36  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Crown  
Corolla Rumion  
Lexus LS600hL  
Mark X ZiO  
Land Cruiser  
»
Market Conditions and  
Regional Strategy  
and the creation of an environment in  
which cars can be more fully enjoyed.  
While developing and aggressively  
launching attractive new products that  
take into consideration fuel economy  
and the environment, we also offer  
customers the opportunity to directly  
experience Toyota’s latest advances in  
vehicle performance through efforts  
such as the opening of Tressa  
By taking advantage of our four  
domestic sales channels and our 5,000-  
store service network, we will promptly  
respond to structural changes in the  
market and the opinions of customers  
by offering attractive products that  
satisfy a diverse range of needs.  
A two-pronged approach to  
market revitalization  
In fiscal 2008, total domestic new-  
vehicle sales, including minivehicles,  
declined 5.3%, to 5.32 million vehicles,  
while sales excluding minivehicles  
decreased 4.5%, to 3.42 million  
vehicles. Overall demand has fallen  
due to a decline in the number of  
young people acquiring driving  
licenses, a decline in the number of  
elderly drivers, and a tendency for  
customers to extend their new vehicle  
replacement cycle, making it difficult  
to stimulate demand.  
Yokohama, Toyota’s first automall in  
the Kanto region.  
Domestic Lineup Highlights  
2007  
May  
Lexus LS600h and LS600hL launch  
June  
Premio and Allion full remodel  
Voxy and Noah full remodel  
July  
ist full remodel  
August  
September  
Vanguard launch  
Land Cruiser full remodel  
Mark X ZiO launch  
To help revitalize the domestic  
market, we are taking a two-pronged  
approach that focuses on the  
October  
December  
January  
Corolla Rumion launch  
Lexus IS F launch  
Townace and Liteace full remodel  
Crown full remodel  
development and introduction of more  
appealing market-creating products  
2008  
February  
Annual Report 2008 • TOYOTA 37  
Business Overview  
Automotive Operations  
North America  
Strengthening local production capacity and  
securing profits in the North American market  
Corolla  
»
Performance Overview  
pickup truck. Retail sales in the United  
States amounted to approximately 2.58  
million vehicles, a record for the 12th  
consecutive year, bringing our 2007 U.S.  
market share to 16.2%.  
Highlights  
Record U.S. sales for  
Development and introduction of  
new market-creating products  
which are fuel-efficient and  
environmentally friendly  
the 12th consecutive year  
Toyota sold a record 2.95 million  
vehicles on a consolidated basis  
in North America in fiscal 2008,  
overcoming lackluster U.S. market  
demand with sales efforts that were  
buoyed by the fully remodeled Tundra  
In fiscal 2008, sales of the Lexus  
models in North America came to 350  
thousand vehicles.  
Development and application of  
numerous advanced technologies  
aimed at achieving sustainable  
mobility  
The Camry continued to post  
strong sales and retained its position  
as the best-selling passenger vehicle  
for the sixth consecutive year. As a  
result of boosted production capacity  
in Japan, sales of the Prius increased by  
Consolidated Vehicle Sales and  
Production in North America  
Market Share in North America  
(Thousands of units)  
(%)  
30  
4
,000  
,000  
,000  
,000  
0
30%, to 179 thousand vehicles. Sales  
were also strong for vehicles such as  
the Camry Hybrid, Lexus LS, and Yaris.  
Consolidated production rose  
+
0.5%  
2
,958  
3
2
1
20  
5.2%, to 1.26 million vehicles. Including  
1
6.2%  
Toyota-brand vehicles built by  
unconsolidated company New United  
Motor Manufacturing, Inc. (NUMMI),  
and Fuji Heavy Industries’ U.S. plant  
+
5.2%  
1
,268  
10  
(SIA), production totaled approximately  
1.66 million vehicles.  
0
FY  
’04 ’05 ’06 ’07 ’08  
CY  
’03 ’04 ’05 ’06 ’07  
Consolidated vehicle sales  
Consolidated vehicle production  
Notes: 1. Excluding vehicles produced  
by NUMMI and SIA  
Note: Calendar years  
(unconsolidated company)  
Note: 2. Fiscal years ended March 31  
38  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Tundra  
Highlander  
Lexus ES  
Scion xD  
Prius  
»
Market Conditions and  
Regional Strategy  
We also intend to strengthen our  
2010, aiming to expand North American  
operations and continue localization.  
Dedicated to harmonious coexistence  
with the environment and local  
North American business base by  
boosting local production capacity. In  
April 2007, consignment production  
of the Camry began at SIA. By the fall  
of 2008, our second Canadian plant  
is scheduled to open and begin  
Ongoing efforts to secure  
continuing profits  
communities, and situated in a forested  
area, the new plant in Mississippi has  
been designated as a model for  
A solid economic climate and a  
growing population were expected to  
support stable vehicle demand in the  
United States, but factors such as rising  
gasoline prices began to affect the  
market significantly in the second half  
of fiscal 2008. Total U.S. market sales  
were down 4.1%, to 15.83 million  
vehicles, in fiscal 2008. Canadian sales,  
on the other hand, grew for the third  
consecutive year, to 1.67 million  
production of the RAV4. Elsewhere, our  
Mississippi plant is under construction  
and scheduled to begin production in  
“Sustainable Plant” activities.  
Annual Production Capacity in North America  
Plant  
Number of vehicles  
Canada first plant (TMMC)  
California (NUMMI)*  
Kentucky (TMMK)  
Indiana (TMMI)  
Texas (TMMTX)  
Fuji Heavy Industries’ U.S. plant (SIA)  
Mexico (TMMBC)  
Canada second plant (TMMC)  
Mississippi (TMMMS)  
270,000  
400,000  
500,000  
350,000  
200,000  
100,000  
50,000  
vehicles. Difficult market conditions are  
anticipated in North America for some  
time, but demand for fuel-efficient  
vehicles such as the Yaris and Prius is  
expected to rise. As market demand  
shifts from large to small vehicles, we  
aim to continue to secure profits by  
implementing a variety of cost  
150,000 (Scheduled start date: fall 2008)  
150,000 (Scheduled start date: 2010)  
Annual production capacity in North America in 2010 2,170,000 vehicles planned  
* The California plant (NUMMI) is a Toyota–General Motors joint venture company that is accounted  
for using the equity method. Production capacity figures include vehicles for General Motors.  
Note: Full names and corresponding abbreviations are shown in the table of Overseas Manufacturing  
Companies on page 66.  
reduction measures.  
Annual Report 2008 • TOYOTA 39  
Business Overview  
Automotive Operations  
Europe  
Penetrating a highly competitive market with  
a strong product lineup and high-quality products  
Aygo  
»
Performance Overview  
share in the European market (19  
countries). Aided by robust sales of the  
Lexus LS Hybrid, total Lexus sales in  
Europe reached 62 thousand vehicles.  
Among Toyota-brand vehicles,  
sales of the top-selling Yaris were  
somewhat weak, but sales of the Prius,  
Aygo, and Auris—a strategic model  
introduced in both Europe and  
Japan—have been strong. In Russia  
and Eastern Europe, sales of the  
Camry and Avensis were also robust.  
To meet the demand generated  
by European customers’ preference for  
diesel vehicles, Toyota strengthened  
diesel vehicle sales efforts. As a result,  
diesel vehicles accounted for 44.3% of  
Toyota’s European vehicle sales  
in 2007.  
Highlights  
Record vehicle sales for the  
10th consecutive year  
Development and introduction of  
new market-creating products that  
are fuel-efficient and friendly to  
the environment  
In Europe in fiscal 2008, Toyota  
benefited from increased sales in  
Russia and Eastern European  
Development and application of  
advanced technologies and  
environmental measures in line  
with CO2 emission regulations  
countries, and set a sales record for  
the 10th year in a row by selling 1.28  
million vehicles and earning a 5.5%  
Consolidated Vehicle Sales and  
Production in Europe  
Diesel Vehicle Sales and  
Diesel Sales Ratio in Europe  
(Thousands of units)  
(Thousands of units)  
500  
(%)  
50  
2
,000  
,500  
,000  
4
4.3%  
4
3
00  
00  
40  
30  
20  
10  
0
1
1
+
4.9%  
,284  
+8.9%  
430  
1
Supported by robust sales,  
consolidated production in Europe  
grew 0.3%, to 711 thousand vehicles.  
+
0.3%  
11  
200  
7
5
00  
100  
»
Market Conditions and  
Regional Strategy  
0
0
Focusing on environmental  
FY  
’04 ’05 ’06 ’07 ’08  
CY  
’03 ’04 ’05 ’06 ’07  
technologies to meet regional needs  
Consolidated vehicle sales  
Consolidated vehicle production  
Diesel vehicle sales  
Diesel sales ratio (Right scale)  
In fiscal 2008, sales in the European  
market (19 countries) totaled 17.88  
Note: Fiscal years ended March 31  
Note: Calendar years  
40  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Auris  
Avensis  
Lexus IS220d  
Yaris  
RAV4  
million vehicles. Europe is one of the  
world’s most challenging automobile  
markets, due to the large number of  
manufacturers competing within the  
region. Customer needs and priorities  
also differ from country to country, and  
although there have been some slight  
fluctuations in regional demand; the  
overall size of the European market has  
remained constant at approximately 17  
million vehicles for the past several  
years.  
vehicles in our sales mix. We are also  
aggressively introducing hybrid  
Although the plant has a current annual  
production capacity of 20 thousand  
vehicles, we are planning to expand to  
50 thousand vehicles annually in the  
future. In addition, we are moving  
forward with plans to increase  
models and planning to launch the iQ  
ultra-efficient package vehicle, making  
every effort to promote fuel efficiency  
and environmental performance to  
boost brand penetration.  
production capacity at our manual  
transmission manufacturing plant in  
Poland, raising output from the current  
level of 600 thousand units a year to  
720 thousand units by mid-2009.  
We will also continue to step up  
local production and procurement.  
Camry production started at Toyota’s  
plant in Russia in December 2007.  
Now, with some European  
countries having already implemented  
CO2 emission taxation schemes,  
environmental protection and the  
development of systems to deal with  
CO2 emissions will continue to be  
important priorities.  
European Annual Production Capacity in 2008  
Plant  
Number of vehicles  
285,000  
270,00  
150,000  
10,000  
100,000  
20,000  
835,000  
United Kingdom (TMUK)  
France (TMMF)  
Turkey (TMMT)  
Portugal (TCAP)  
Czech Republic (TPCA)*  
Russia (TMMR)  
Total  
Anticipating an increasingly  
competitive market environment in  
Europe, we will continue to meet  
customer demand by striving to  
increase the percentage of diesel  
*
The Czech Republic Plant (TPCA) is a Toyota–PSA Peugeot Citroen joint venture company that is  
accounted for using the equity method. Production capacity figure shows Toyota-brand vehicles only.  
Note: Full names and corresponding abbreviations are shown in the table of Overseas Manufacturing  
Companies on page 66.  
Annual Report 2008 • TOYOTA 41  
Business Overview  
Automotive Operations  
Asia  
Increasing our presence in Asian markets that are  
rapidly growing in importance as stable revenue bases  
Hilux VIGO  
»
Performance Overview  
increasingly important role in driving  
Toyota’s growth. The expansion of  
production capacity in Thailand also  
contributed to increased IMV exports  
to other regions.  
Highlights  
A substantial increase in regional  
sales and production  
Expansion of local production and  
product lineups  
In fiscal 2008, strong demand for the  
IMV* series and the Yaris in Thailand  
and Indonesia enabled consolidated  
sales in Asia to rise dramatically,  
reaching 956 thousand vehicles, and  
underscoring the Asian market’s  
Improvement of revenue-  
generating capabilities  
Sales of IMV minivans and pickup  
trucks, as well as the Camry, continued  
to be strong. The Corolla, Avanza, and  
VIOS also performed well. Supported  
by robust sales, consolidated  
production increased 27.3%, to 961  
thousand vehicles.  
Consolidated Vehicle Sales and  
Production in Asia  
Consolidated Vehicle Sales and  
Production in China  
*
IMV: An abbreviation for Innovative International  
Multipurpose Vehicle, manufactured using  
an optimal procurement and production  
system with key hubs in Asia, South Africa,  
and Argentina that supply multipurpose  
vehicles to more than 140 countries and regions.  
(Thousands of units)  
(Thousands of units)  
750  
1
,500  
+
27.3%  
961  
+62.0%  
499  
+
21.2%  
956  
1
,000  
500  
» Market Conditions and  
Regional Strategy  
+
62.8%  
4
46  
Increasing local production to  
meet steadily growing demand  
5
00  
250  
Asian Markets  
Although the automobile market in  
Taiwan remained relatively stagnant  
in fiscal 2008, the Indonesian market  
underwent a recovery, and demand  
rose steadily in China, which is fast  
becoming one of the world’s most  
0
0
FY  
’04 ’05 ’06 ’07 ’08  
CY  
’03 ’04 ’05 ’06 ’07  
Consolidated vehicle sales  
Consolidated vehicle production  
Vehicle sales in China  
Vehicle production in China  
Note: Fiscal years ended March 31  
Note: Calendar years  
42  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Camry  
important automobile markets.  
Demand also grew in Thailand,  
and increased steadily in India.  
Toyota’s plant in Ban Pho,  
Corolla  
Fortuner  
Lexus IS300  
Thailand, began production of Hilux  
pickup trucks in January 2007 as part  
of the IMV project, and now supplies  
vehicles domestically and exports to  
other markets worldwide. In addition,  
Toyota’s mainstay IMV production  
bases in Indonesia, South Africa, and  
Argentina are steadily increasing  
production.  
China Operations  
Corolla by Tianjin FAW Toyota Motor  
Co., Ltd., began in May 2007.  
Sales in the rapidly expanding Chinese  
market totaled 499 thousand* vehicles  
during the 2007 calendar year. Demand  
for the Camry was particular strong,  
with record sales of 160 thousand  
vehicles in 2007.  
Production of the Yaris also began at  
Guangzhou Toyota Motor at the end of  
May 2008, further expanding our  
model lineup in China. We will  
continue to establish mass production  
operations for core models to support  
further growth.  
In fiscal 2008, IMV series sales  
worldwide were up 21.6%, to 700  
thousand vehicles.  
In addition to production of the  
Camry by Guangzhou Toyota Motor  
Co., Ltd., production of the new  
We will implement product  
strategies aimed at increasing regional  
production capacity and brand value  
while keeping a cautious eye on future  
market trends.  
Local Production in China  
Area  
Start of Operations  
Main Products  
Land Cruiser  
Prius  
*
Cumulative total of vehicles produced in China  
and vehicles imported from Japan  
Changchun  
2003 October  
2005 December  
Tianjin  
2002 October  
VIOS  
2
2
004 February  
005 March  
October  
Corolla  
Crown  
REIZ  
2
007 May  
New Corolla  
Coaster  
Land Cruiser Prado  
Camry  
Sichuan  
2000 December  
003 September  
2006 May  
008 May  
2
Guangzhou  
2
Yaris  
Annual Report 2008 • TOYOTA 43  
Business Overview  
Automotive Operations  
Central and South America,  
Oceania, Africa,  
the Middle East, etc.  
Establishing bases in resource-rich and emerging countries  
such as Central and South America and the Middle East  
that promise to drive future growth  
Hilux  
»
Performance Overview  
1.52 million vehicles. Growth in Central  
and South America was fueled by rising  
sales of IMV pickup trucks and the  
Yaris, and despite being in the final  
year of its model life, Corolla sales  
were flat. In Africa, although sales of  
the Corolla were weak, substantial  
growth in sales of the IMV series, Yaris  
and Avanza models helped boost total  
sales. In Oceania, sales of the Corolla  
and Camry were strong, and in the  
Middle East, sales of the Land Cruiser  
Wagon, Camry, Corolla, and  
Highlights  
Contributing to steady growth  
and increased revenues  
Expansion of local production  
and supply  
In fiscal 2008, consolidated sales in  
Central and South America, Oceania,  
Africa, the Middle East, and other  
regions increased 17.8%, or 231  
thousand vehicles, to reach a total of  
Improvement of revenue-  
generating capabilities  
Consolidated Vehicle Sales and  
Production in Other Regions  
commercial vehicles like the Hilux  
rose significantly.  
(
2
Thousands of units)  
,000  
,500  
,000  
In addition to this increase in sales,  
production also grew 8.8%, to 447  
thousand vehicles.  
+
17.8%  
1
,527  
1
1
»
Market Conditions and  
Regional Strategy  
Serving growing markets with  
the right car, in the right place,  
at the right time  
+
8.8%  
500  
447  
Markets in Central and South America  
continue to grow, particularly in  
0
FY  
’04 ’05 ’06 ’07 ’08  
Consolidated vehicle sales  
Consolidated vehicle production  
resource-rich and emerging countries  
in the region. Against this backdrop  
of high demand, these countries are  
Note: Fiscal years ended March 31  
44  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Corolla  
Land Cruiser  
Yaris  
Camry  
playing a major role in Toyota’s IMV  
project, with expanded production of  
IMV pickup trucks and SUVs in  
forces behind continued growth in the  
future.  
In other regions, notably the  
Middle East, markets continued to  
expand rapidly, and sales increased by  
160 thousand vehicles. Sales are  
expected to increase steadily in the  
future as the population of young  
people in these regions grows.  
In Oceania, the market in resource-  
rich Australia grew substantially, driving  
higher sales of the Camry.  
Argentina. To meet the regional needs  
of the Brazilian market, where flexible-  
fuel vehicles (FFVs)* have become  
mainstream, Toyota began selling a  
Corolla that can run on ethanol,  
In Africa, a slight downturn in South  
African market was offset by strong  
sales in Algeria, Egypt, Nigeria, and  
other countries that allowed us to grow  
market share, particularly for IMV  
vehicles and the Yaris.  
*
FFV: A vehicle capable of running on fuels that  
consist of any percentage of ethanol mixed  
with gasoline or ethanol alone.  
gasoline, or any combination of the  
two fuels in May 2007. Toyota views the  
Brazilian market as one of the driving  
Breakdown of Consolidated Sales for Central and South America, Oceania,  
Africa, and Other Regions  
Area  
Thousands of vehicles  
YOY change (%)  
+12.7%  
+7.8%  
Central and South America  
Oceania  
Africa  
Middle East  
Other  
320  
289  
314  
597  
7
+3.3%  
+37.9%  
0.0%  
Total  
1,527  
+17.8%  
Annual Report 2008 • TOYOTA 45  
Business Overview  
Financial Services Operations  
Financial Services  
Operations  
Toyota continually strives to offer global demand-stimulating  
automotive financing services to suit the needs of  
regional markets.  
»
Performance Overview  
» Business and Regional Strategies  
Strengthening our revenue bases  
to realize sustainable growth  
Highlights  
Favorable vehicle sales result in a  
record number of new contracts  
Strengthening the revenue base to  
realize sustainable growth  
Providing an attractive financial  
services products  
Financial services operations in fiscal  
Toyota financial services operations are  
primarily handled by Toyota Financial  
Services Corporation (TFS), which has  
overall control of financial services  
subsidiaries worldwide. TFS provides  
financial services primarily for vehicle  
purchases and leases to approximately  
7.5 million customers in 32 countries  
and regions worldwide.  
2008 were supported by strong sales of  
Toyota- and Lexus-brand vehicles, which  
enabled us to conclude a record 2.73  
million new contracts for new and used  
vehicles, and maintained a 29.2% share  
of the new vehicle contract market. We  
faced fierce competition from banks in  
the first half of the fiscal year, but  
operations grew steadily as a result of  
favorable vehicle sales and intense, wide-  
ranging collaboration among regional  
management companies, distributors,  
and dealers. However fiscal 2008  
Under the slogan “Growth and  
Efficiency,” the TFS group continued  
to focus on seven priority issues during  
fiscal 2008. These included expansion  
of sales financial services offerings  
overseas, addressing demand for  
attractive financial services such as easy  
payment plans, strengthening the  
group’s domestic revenue base,  
promotion of comprehensive global risk  
management and funding, and  
operating income declined to ¥86.5 billion,  
as the credit environment became more  
difficult in the second half of the fiscal 2008  
following the sub-prime mortgage crisis in  
the United States. To meet this changing  
market environment, we have enhanced  
risk management by reviewing lending  
standards and loan collection systems, and  
implementing other measures. We are  
also making every effort to curb financing  
costs and improve profitability by funding  
optimally on a global scale.  
operational process improvement.  
In emerging markets where  
business is growing at a particularly  
rapid pace, TFS is aggressively  
expanding its sales financing  
operations. Taking the lead over  
46  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
other automobile manufacturers, in fiscal  
008 a sales finance company was  
In Japan, TFS has expanded its  
range of fixed residual value products  
in an effort to provide auto sales  
financing services that stimulate  
demand. In addition, we introduced  
the “Tsukatte Back” service that enables  
customers to apply points gained  
through the use of their TS CUBIC CARD  
to monthly auto loan payments. As a  
result of these initiatives, our retail  
finance and lease ratio was a record  
26.7% in fiscal 2008.  
million. In line with this growth, efforts  
were also made to expand the card’s  
use in convenience stores, shopping  
centers, and taxis to improve customer  
convenience and increase the number  
of participating merchants.  
2
established in Russia to serve customers  
in Moscow and St. Petersburg. In China,  
where financing operations have been  
underway for three years, the TFS group  
has expanded its customer base to  
encompass 60% of all Toyota vehicles  
sold. At the same time, it has extended  
its operating base to 11 major cities  
and succeeded in generating a profit  
in a single fiscal year.  
With respect to the securities  
business, following the success of the  
“Toyota Group Equity Fund,” other easy-  
to-understand mutual funds, such as  
the “Toyota Group Global Bond Fund,”  
were very popular. As a result, the  
number of accounts grew steadily. TFS  
is continuing its efforts to provide more  
accessible asset-building services with a  
new relaxed concept branch and the  
opening of offices in new areas around  
the Tokyo metropolitan area.  
Elsewhere, amid severe business  
conditions in the major markets of  
Europe and the United States, TFS  
aims to further boost earnings growth.  
To do this, we will need to take find a  
balance between support for vehicle  
sales and diverse business risks, and  
working to secure a profit margin and  
reduce costs.  
In the credit card business, the  
steady growth in the number of  
cardholders to approximately 6.5  
million and the issuance of Electronic  
Toll Collection System (ETC) cards has  
enabled TFS to maintain its leadership  
position in the industry. The number of  
QUICPay small settlement services  
members has grown to roughly three  
Overview of Toyota’s Financial  
Services Operations  
(As of March 31, 2008)  
Total assets of financial  
services operations  
Revenues from financial  
services operations  
Operating income  
Credit rating  
Operating areas  
¥13,942.3 billion  
Financial Services Operations Organization  
Toyota Motor  
Corporation  
3
3.42%  
¥1,498.3 billion  
¥86.5 billion  
AAA/Aaa  
32 countries and  
regions worldwide  
100%  
Aioi Insurance  
Co., Ltd.  
Toyota Financial  
Services Corporation  
1
00%  
100%  
50%  
50%  
100%  
Market coverage  
No. of customers  
No. of employees  
Approx. 90%  
Approx. 14 million  
Approx. 8,000  
Overseas Sales  
Finance Companies  
Toyota Finance  
Corporation  
Toyota Financial Services  
Securities Corporation Management Co., Ltd.  
Toyota Asset  
Toyota Accounting  
Service Co.  
Annual Report 2008 • TOYOTA 47  
Business Overview  
Other Business Operations  
Other Business Operations  
To better contribute to a 21st-century society, Toyota is applying technologies and expertise  
gained through automobile manufacturing to the development of  
businesses in related areas, such as in intelligent transport systems,  
information technology and telecommunications, housing,  
marine, and environmental products.  
PONAM-26L ll  
»
Intelligent Transport Systems  
Business  
» Information Technology and  
Telecommunications Business  
Toyota believes that further integration  
of vehicles and communication  
One of Toyota’s key objectives is “to  
create automobiles and a mobility  
society in which people can live with  
a sense of safety, peace of mind, and  
comfort.” So, we are working to create  
sustainable mobility in the three areas  
of safety, the environment, and  
comfort, while balancing the dual  
visions of Zeronize and Maximize*.  
In fiscal 2008, we continued to work  
on the development and  
technology is essential to enhancing  
the convenience and comfort of cars.  
To this end, we are collaborating on  
the planning and commercialization of  
telecommunications-related products  
and services in partnership with  
KDDI Corporation, a general  
telecommunications service provider  
that offers products ranging from cell  
phone services to fixed-line telephone  
domestic and international  
implementation of ITS by sharing  
information about vehicle-infrastructure  
cooperative systems that support safe  
driving so that traffic accidents of the  
future can be prevented more  
telecommunications services and  
Internet-related services. We are also  
moving ahead with the development  
of a sales agency business to handle  
primarily KDDI cell phones.  
effectively than current safety  
technologies allow.  
(
Additional details available at:  
»
e-Toyota Business  
http://www.toyota.co.jp/en/tech/its/index.html)  
Our e-Toyota business operations also  
continue to strive for greater integration  
of cars and information technologies. In  
addition to our GAZOO service, which  
meets increasingly diverse customer  
needs by providing information about  
new and used cars, automotive-related  
services, and a wide range of other  
*
“Zeronize” and “Maximize”:  
Toyota is striving to minimize negative factors  
such as environmental degradation and traffic  
accidents, while at the same time maximizing  
positive factors such as fun, excitement, and  
comfort. This is Toyota’s vision for developing  
products and technologies.  
48  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
SINCÉ Cada Mode  
topics, we manage internal and external  
websites that offer information about  
specific businesses and brands. In fiscal  
operations by providing homes that  
offer high durability and earthquake  
resistance, as well as excellent security,  
health, and environmental features. In  
January 2004, Toyota Housing  
Pleasure boat sales efforts during  
the fiscal year were supported by the  
introduction of the PONAM-26L II, an  
upgraded new version of the PONAM-  
26L pleasure boat.  
2008 we launched etoyota.net, a  
website where customized pages  
can be automatically created to meet  
specific customer needs. In April 2008,  
we launched Toyota Metapolis, an  
original three-dimensional virtual city  
that also serves as a new information  
medium. In the telematics field, we  
launched G-BOOK mX, a more  
Corporation, which was established to  
more accurately assess customer needs  
and enable prompt product planning  
and sales, began operations. Inspired by  
the slogan, “Sincerely for You,” we will  
continue to create exceptionally safe  
and secure homes that provide a  
lifetime of customer satisfaction.  
In fiscal 2008, home sales decreased  
6.5% over the previous fiscal year, to  
5,431 units.  
(
Additional details available at:  
http://www.toyota.co.jp/en/more_than_cars  
marine/index.html)  
/
»
Biotechnology and  
Afforestation Businesses  
Toyota is making every effort to  
contribute to the creation of a  
resource recycling society through its  
biotechnology and afforestation  
operations. In fiscal 2008, following  
previous afforestation and forestry  
development projects in Australia  
and China, we began afforestation  
operations in the Philippines, and  
initiated a new forest restoration model  
project in Japan.  
advanced version of the G-BOOK  
information service for onboard  
terminals, and continued to enhance  
our service offerings. Overseas, we are  
introducing a cutting-edge customer  
relationship management (CRM) system  
called “evolutionary Customer  
(
Additional details available at:  
http://www.toyota.co.jp/en/more_than_cars  
housing/index.html)  
/
Relationship Building(e-CRB) in  
Thailand, Australia, and China as part  
of our efforts to build long-lasting  
relationships with customers.  
» Marine Business  
Drawing on engine technologies and  
other advanced technologies cultivated  
during years of automotive  
In addition, we continue to expand  
sweet potato cultivation and processing  
in Indonesia, and our floriculture, roof  
gardening, and bio-plastic businesses  
in Japan.  
(
Additional details available at:  
http://www.toyota.co.jp/en/more_than_cars  
gazoo/index.html)  
manufacturing, Toyota manufactures  
and sells motorboats and marine  
engines that offer an exceptional  
combination of safety, comfort, and  
environmental friendliness.  
/
»
Housing Business  
(
Additional details available at:  
http://www.toyota.co.jp/en/more_than_cars/bio  
index.html)  
Since Toyota entered the housing  
business in 1975, we have grown our  
/
Annual Report 2008 • TOYOTA 49  
Business Overview  
Motorsports Activities  
At Toyota, motorsports activities are a vital part of  
our efforts to maximize the joy of driving for  
everyone. By striving for the highest level of  
human and technological performance, we want to  
help people everywhere realize their dreams  
and share in the boundless excitement that  
motorsports offer.  
F1  
2008 marked Toyota’s seventh year of F1 championship  
racing, and saw the introduction of a new TF108 car with  
improved aerodynamics, piloted by Jarno Trulli and Timo  
Glock, the 2007 GP2 Series Champion. As in 2007, we also  
supplied the Williams F1 Team with engines for its cars.  
NASCAR  
Toyota Camrys participated again this year in the  
NASCAR Sprint Cup Series and Nationwide Series, and  
Toyota Tundras again contested the NASCAR Craftsman  
Truck Series. Enjoying a historic victory in only our second  
year of Sprint Cup Series, we won the fourth Sprint Cup  
race held in March 2008 in Atlanta, Georgia.  
In 2007, Toyota participated in Formula One World  
Championship (F1) races around the globe, National  
Association for Stock Car Auto Racing (NASCAR) races  
in the United States, and SUPER GT and Formula  
Nippon series races in Japan. We also continued to  
develop racing-oriented hybrid car technologies, and  
fostered the development of young drivers through the  
Toyota Young Drivers Program (TDP) and support for  
entry-level motorsports activities.  
SUPER GT  
On the domestic racing scene, Toyota Technocraft, Co.,  
Ltd. (TRD), supported teams running the Lexus SC430 in  
the top GT500 class. In addition, we provided support for  
four teams racing Lexus IS350 and Toyota MR-S cars in the  
GT300 class.  
2008 Motorsports Activities  
In 2008, Toyota continued to participate in F1,  
NASCAR, SUPER GT, and Formula Nippon races, and  
to promote motorsports through the TDP for emerging  
young talents.  
Formula Nippon  
In Formula Nippon, Japan’s premier formula racing  
category, we supplied RV8-J V8 3-liter engines for 12 cars  
driven by seven teams.  
Toyota Young Drivers Program (TDP)  
TDP again continued its work of training young drivers for  
F1, GP2, and F3 racing. For 2008, the program has placed  
14 promising young candidates worldwide.  
Kamui Kobayashi of TDP in GP2 (middle)  
Formula One World Championship (F1)  
Courtesy of Toyota Motorsports  
SUPER GT  
NASCAR  
Formula Nippon  
50  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Management & Corporate  
Information  
52  
54  
58  
60  
62  
64  
65  
66  
68  
Corporate Philosophy  
Corporate Governance  
Directors and Auditors  
Risk Factors  
R&D and Intellectual Property  
R&D Organization  
Production Sites  
Overseas Manufacturing Companies  
Toyota Milestones  
Annual Report 2008 • TOYOTA 51  
Management & Corporate Information  
Corporate Philosophy  
Since its foundation, Toyota has continuously strived to contribute to the sustainable development of  
society and the Earth by providing high-quality and innovative products and services. The foundations  
of these endeavors are the Guiding Principles at Toyota and the CSR* Policy: Contribution towards  
Sustainable Development.  
*
CSR = Corporate Social Responsibility  
»
Guiding Principles at Toyota  
» CSR Policy: Contribution towards Sustainable  
Development  
The Guiding Principles at Toyota (adopted in 1992 and  
revised in 1997) reflect the kind of company that Toyota  
seeks to be in light of the unique management philosophy,  
values, and methods that it has embraced since its  
foundation. Toyota hopes to contribute to society through  
its corporate activities based on understanding and sharing  
of the Guiding Principles at Toyota.  
CSR Policy: Contribution towards Sustainable  
Development (adopted in 2005 and revised in 2008)  
explains how we adapt the Guiding Principles  
at Toyota with regards to social responsibilities  
to our stakeholders.  
We, TOYOTA MOTOR CORPORATION and our  
subsidiaries, take initiative to contribute to harmonious and  
sustainable development of society and the earth through  
all business activities that we carry out in each country and  
region, based on our Guiding Principles.  
[
[
[
[
[
1.] 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.  
2.] Respect the culture and customs of every nation and  
contribute to economic and social development through  
corporate activities in the communities.  
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.  
3.] Dedicate ourselves to providing clean and safe products  
and to enhancing the quality of life everywhere through  
all our activities.  
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.  
4.] Create and develop advanced technologies and provide  
outstanding products and services that fulfill the needs  
of customers worldwide.  
5.] 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.  
[
[
We expect our business partners to support this initiative  
and act in accordance with it.  
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.  
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)  
We will endeavor to protect the personal  
information of customers and everyone  
else we are engaged in business with, in  
accordance with the letter and spirit of  
each country’s privacy laws.  
(Guiding Principles 1)  
52  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Employees  
• We respect our employees and believe  
that the success of our business is led by  
each individual’s creativity and good  
teamwork. We stimulate personal growth  
for our employees.  
Shareholders  
• We strive to enhance corporate value  
while achieving a stable and long-term  
growth for the benefit of our  
shareholders. (Guiding Principles 6)  
• We provide our shareholders and  
investors with timely and fair disclosure on  
our operating results and financial  
condition. (Guiding Principles 1 and 6)  
(Guiding Principles 5)  
We support equal employment  
opportunities, diversity and inclusion for  
our employees and do not discriminate  
against them.  
Global  
(
Guiding Principles 5)  
Society/Local  
Communities  
We strive to provide fair working  
conditions and to maintain a safe and  
healthy working environment for all our  
employees. (Guiding Principles 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.  
–Environment–  We aim for growth that is in harmony with  
the environment by seeking to minimize  
the environmental impact of our business  
operations, such as by working to reduce  
the effect of our vehicles and operations  
on climate change and biodiversity. 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 Principles 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. We recognize our employees’  
right to freely associate, or not to  
(Guiding Principles 3)  
associate, complying with the laws of the  
countries in which we operate.  
–Community–  
• We implement our philosophy of “respect  
for people” by honoring the culture,  
customs, history and laws of each country.  
(Guiding Principles 2)  
• We constantly search for safer, cleaner  
and superior technology that satisfy the  
evolving needs of society for sustainable  
mobility. (Guiding Principles 3 and 4)  
(Guiding Principles 5)  
Management of each company takes  
leadership in fostering a corporate  
culture, and implementing policies, that  
promote ethical behavior.  
(Guiding Principles 1 and 5)  
We do not tolerate bribery of or by any  
business partner, government agency or  
public authority and maintain honest and  
fair relationships with government  
agencies and public authorities.  
(Guiding Principles 1)  
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 Principles 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 Principles 7)  
We maintain fair and free competition in  
accordance with the letter and spirit of  
each country’s competition laws.  
–Nurturing  
Society–  
• Wherever we do business, we actively  
promote and engage, both individually  
and with partners, in nurturing society  
activities that help strengthen  
communities and contribute to the  
enrichment of society.  
(Guiding Principles 2)  
(Guiding Principles 1 and 7)  
Annual Report 2008 • TOYOTA 53  
Management & Corporate Information  
Corporate Governance  
»
Toyota’s Basic Approach to Corporate Governance  
the Chief Officers, who are Directors, serve as the highest  
authorities of their specific operational functions while non-  
board Managing Officers implement the actual operations.  
The distinctive feature of this system is that, based on  
Toyota’s philosophy of emphasizing developments on the  
site, the Chief Officers serve as the link between management  
and on-site operations, instead of focusing exclusively on  
management. As a result, this system enables the  
Toyota’s top management priority is to steadily increase  
corporate 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. In order to put 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 in January  
management to make decisions directly with on-site  
operations by reflecting on-site personnel opinions on  
management strategy and swiftly implementing management  
decisions into actual operations. (As of June 24, 2008)  
» Systems for Ensuring Appropriate Management  
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 Toyota Environment  
Committee, and the Stock Option Committee. Moreover,  
Toyota established the CSR Committee by integrating the  
Corporate Ethics Committee and the Corporate  
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 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. In other words,  
because Toyota’s approach is to build in quality through  
manufacturing processes, enhancing the quality of everyday  
operations strengthens governance. 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.  
Philanthropy Committee in October 2007.  
» Accountability  
Toyota has engaged in timely and fair disclosure of  
corporate and financial information as stated in  
“Contribution towards Sustainable Development.” In  
order to ensure the accurate, fair, and timely disclosure  
of information, Toyota has established the Disclosure  
Committee chaired by an officer of the Accounting Division.  
The Committee holds regular meetings for the purpose  
of preparation, reporting and assessment of its annual  
securities report, quarterly report under the Financial  
Instruments and Exchange Law of Japan and Form 20-F  
under the U.S. Securities Exchange Act, and also holds  
extraordinary committee meetings from time to time  
whenever necessary.  
»
Toyota’s Management System  
Toyota introduced its current management system in 2003.  
The main differences between the current system and the  
former system are that the current system set a new non-  
board position of Managing Officers and reduced the  
number of directors. Under the current system, with respect  
to various operational functions across the entire Company,  
» Compliance  
To firmly establish corporate ethics and ensure strict  
compliance, Toyota’s CSR Committee, consisting of  
54  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Directors at the executive vice president level and above as  
well as representatives of Corporate Auditors, to deliberate  
important issues and measures relating to corporate ethics,  
compliance and risk management.  
Article 404 of the U.S. Sarbanes–Oxley Act, applicable to  
Toyota from the year ended March 31, 2007 to establish  
a solid system. In order to enhance the reliability of the  
financial reporting of Toyota, the three auditing functions,  
audit by Corporate Auditors, internal audit, and accounting  
audit by Independent External Auditors, aid in conducting  
an effective and efficient audit through meetings held  
periodically and as necessary to share information and  
come to understandings through discussion on audit plans  
and results.  
Toyota has also created a number of facilities for  
employees to make inquiries concerning compliance matters,  
including the Compliance Hotline, which enables them to  
consult with an outside attorney, and takes measures to  
ensure that Toyota is aware of significant information  
concerning legal compliance as quickly as possible.  
Toyota will implement the tenets of ethical business  
practice by further promoting the “Guiding Principles  
at Toyota” and the “Toyota Code of Conduct” and by  
educating and training employees at all levels and in all  
areas of operations.  
» Corporate Social Responsibility  
To maintain stable, long-term growth in international  
society, companies have to earn the respect and trust of  
society and individuals. Rather than simply contributing  
to economic development through operational activities,  
growing in harmony with society is a must for good  
corporate citizens. Mindful of the foregoing, Toyota has  
a range of committees that are tasked with monitoring  
corporate activities and management in relation to social  
responsibilities, including the CSR Committee and the  
Toyota Environment Committee.  
To monitor the management, Toyota has adopted an  
auditor system that is based on the Japanese Corporation  
Act. 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.  
For internal audit, the management and a specialized  
independent organization evaluate the effectiveness of  
internal controls over financial reporting in accordance with  
» Toyota’s Basic Approach to Internal Control  
Based on the “Guiding Principles at Toyota” and the  
“Toyota Code of Conduct,” we, together with our  
Toyota’s Corporate Governance  
Emphasizing Frontline Operations + Multidirectional Monitoring  
Appointment  
Shareholders  
International Advisory  
Board  
Board of Corporate  
Auditors  
Labor-Management Council  
Joint Labor-Management  
Round Table Conference  
Board of Directors  
Majority are  
outside corporate  
auditors  
Senior Managing Directors  
CSR Committee*  
External Accounting  
Auditor  
Audit for consolidated  
financial statements  
and internal control  
over financial reporting  
Toyota Environment  
Committee  
Managing Officers  
Stock Option Committee  
*
Review issues relating to  
Internal Auditing  
corporate ethics, legal compliance,  
risk management, nurturing society  
and environmental management  
Disclosure  
Committee  
Department  
(
internal control systems)  
(As of June 24, 2008)  
Annual Report 2008 • TOYOTA 55  
Management & Corporate Information  
subsidiaries, have created and maintained a sound  
corporate climate. In our actual operations, we integrate the  
principles of problems identification (“Mondai Hakken”)  
and continuous improvements (“Kaizen”) into our business  
operation processes and make continuous efforts to train  
our employees who put these principles into practice.  
With the above understanding, internal control has  
been developed under the following basic policies.  
2) Toyota will ensure accurate financial reporting by  
issuing documentation on the financial flow and the  
control system etc., and by properly and promptly  
disclosing information through the Disclosure  
Committee.  
3) Toyota will manage various risks relating to safety,  
quality, the environment and compliance by  
establishing rules or preparing and delivering  
manuals, as necessary, in each relevant division.  
4) As a precaution against events such as natural  
disasters, Toyota will prepare manuals, conduct  
emergency drills, arrange risk diversification and  
insurance as needed.  
(
1) System to ensure that the Directors execute their  
responsibilities in compliance with relevant laws and  
regulations and the Articles of Incorporation  
1
) Toyota will ensure that Directors act in compliance  
with relevant laws and regulations and the Articles of  
Incorporation, based on the Code of Ethics and other  
explanatory documents that include necessary legal  
information, presented on occasions such as trainings  
for new Directors.  
(4) System to ensure that Directors exercise their duties  
efficiently  
1) Toyota will manage consistent policies by specifying  
the policies at each level of the organization based on  
the medium- to long-term management policies and  
the Company’s policies for each fiscal term.  
2) The Chief Officer, as a liaising officer between the  
management and operational functions, will direct  
and supervise Managing Officers based on the  
management policies and delegate the executive  
authority over each division to the Managing Officers  
so that flexible and timely decision making can  
be achieved.  
2
) Toyota will make decisions regarding business  
operations after comprehensive discussions at  
the Board meetings and other meetings of various  
cross-sectional decision-making bodies. Matters to be  
decided are properly submitted and discussed at the  
meetings of those decision-making bodies in  
accordance with the relevant rules.  
3
) Toyota will appropriately discuss significant matters  
and measures relating to issues such as corporate  
ethics, compliance, and risk management at the CSR  
Committee and other meetings. Toyota will also  
discuss and decide at the meetings of various cross-  
sectional decision-making bodies policies and  
systems to monitor and respond to risks relating  
to organizational function.  
3) Toyota from time to time will make opportunities  
to listen to the opinions of various stakeholders,  
including external experts, and reflect those opinions  
in Toyota’s management and corporate activities.  
(5) System to ensure that employees conduct business in  
compliance with relevant laws and regulations and the  
Articles of Incorporation  
(2) System to retain and manage information relating to  
performance of duties by Directors  
1) Toyota will clarify the responsibilities of each  
organization unit and maintain a basis to ensure  
continuous improvements in the system.  
Information relating to exercising duties by Directors  
shall be appropriately retained and managed by each  
division in charge pursuant to the relevant internal rules  
and laws and regulations.  
2) Toyota will continuously review the legal compliance  
and risk management framework to ensure  
effectiveness. For this purpose, each organization unit  
shall confirm the effectiveness by conducting self-  
checks among others, and report the result to the CSR  
Committee.  
(3) Rules and systems related to the management of risk  
of loss  
1
) Toyota will properly manage the capital fund through  
its budgeting system and other forms of control,  
conduct business operations, and manage the  
budget, based on the authorities and responsibilities  
in accordance with the “Ringi” system (effective  
consensus-building and approval system). Significant  
matters will be properly submitted and discussed at  
the Board meetings and other meetings of various  
bodies in accordance with the standards stipulated  
in the relevant rules.  
3) Toyota will promptly obtain information regarding  
legal compliance and corporate ethics and respond to  
problems and questions related to compliance through  
its corporate ethics inquiry office and other channels.  
(6) System to ensure the appropriateness of business  
operations of the corporation and the business group  
consisting of the parent company and subsidiaries  
1) Toyota will expand the “Guiding Principles at Toyota”  
56  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
and the “Toyota Code of Conduct” to its subsidiaries  
as TMC’s common charter of conduct, and develop  
and maintain a sound environment of internal controls  
for TMC. Toyota will also promote the “Guiding  
Principles at Toyota” and the “Toyota Code of  
Conduct” through personal exchange.  
“Toyota Code of Conduct”, Toyota’s basic policy is to  
have no relationship with antisocial forces. Toyota will  
take resolute action as an organization against any  
undue claims and actions by antisocial forces or groups,  
and has drawn the attention of such policy to its  
employees by means such as clearly stipulating it in  
the “Toyota Code of Conduct.”  
2
) Toyota will manage its subsidiaries in a comprehensive  
manner by clarifying the roles of the division responsible  
for the subsidiaries’ financing and management and the  
roles of the division responsible for the subsidiaries’  
business activities. Those divisions will confirm the  
appropriateness and legality of the operations of the  
subsidiaries by exchanging information with those  
subsidiaries, periodically and as needed.  
(2) Preparation towards Elimination of Antisocial Forces  
1) Establishment of Divisions Overseeing Measures  
Against Antisocial Forces and Posts in Charge of  
Preventing Undue Claims  
Toyota established divisions that oversee measures  
against antisocial forces (“Divisions Overseeing  
Measures Against Antisocial Forces”) in its major  
offices as well as assigned persons in charge of  
preventing undue claims. Toyota also established a  
system whereby undue claims, organized violence and  
criminal activities conducted by antisocial forces are  
immediately reported to and consulted with Divisions  
Overseeing Measures Against Antisocial Forces.  
2) Liaising with Specialist Organizations  
(
7) System concerning employees who assist the Corporate  
Auditors when required  
Toyota will establish a Corporate Auditors Department  
and assign a number of full-time staff to support this  
function.  
(
8) Independence of the employees described in the  
preceding item (7) from Directors  
Any changes in personnel in the Corporate Auditors  
Department will require prior consent of the Board of  
Corporate Auditors or a full-time Corporate Auditor  
selected by the Board of Corporate Auditors.  
9) System for Directors and employees to report to  
Corporate Auditors, and other relative systems  
Toyota has been strengthening its liaison with  
specialist organizations by joining liaison committees  
organized by specialists such as the police. It has also  
been receiving guidance on measures to be taken  
against antisocial forces from such committees.  
3) Collecting and Managing Information concerning  
Antisocial Forces  
(
1
) Directors, from time to time, will properly report to the  
Corporate Auditors any major business operations  
through the divisions in charge. If any fact that may  
cause significant damage to the Company is  
discovered, they will report the matter to the  
Corporate Auditors immediately.  
By liaising with experts and the police, Divisions  
Overseeing Measures Against Antisocial Forces share  
up-to-date information on antisocial forces and utilize  
such information to call Toyota’s employees’ attention  
to antisocial forces.  
2
) Directors, Managing Officers, and employees will  
report to the Corporate Auditors on the business upon  
requests by the Corporate Auditors, periodically and  
as needed.  
4) Preparation of Manuals  
Toyota compiles cases concerning measures against  
antisocial forces and distributes them to each  
department within Toyota.  
(10)Other systems to ensure that the Corporate Auditors  
5) Training Activities  
conducted audits effectively  
Toyota promotes training activities to prevent  
damages caused by antisocial forces by sharing  
information on antisocial forces within the Company  
as well as holding lectures at Toyota and its Group  
companies.  
Toyota will ensure that the Corporate Auditors attend  
major Board meetings, inspect important Company  
documents, and make opportunities to exchange  
information between the Corporate Auditors and  
Accounting Auditor periodically and as needed, as well  
as appoint external experts.  
Regarding significant differences in corporate governance practices  
between Toyota and U.S. companies listed on the New York Stock  
Exchange, please refer to the annual report on Form 20-F filed with  
the United States Securities and Exchange Commission. Form 20-F  
can be viewed at the Company’s web site  
»
Toyota’s Basic Policy and Preparation towards the  
Elimination of Antisocial Forces  
(1) Basic Policy for Elimination of Antisocial Forces  
(http://www.toyota.co.jp/en/ir/library/sec/index.html).  
Based upon the “Guiding Principles at Toyota” and the  
Annual Report 2008 • TOYOTA 57  
Management & Corporate Information  
Directors and Auditors  
As of June 24, 2008  
»
Representative Directors  
Chairman of the Board  
Executive Vice Presidents, Members of the Board  
(Main operational responsibilities)  
Fujio Cho  
Kyoji Sasazu  
Business Development / Purchasing / Housing  
Mitsuo Kinoshita  
Global Audit / Corporate Planning / Research /  
CSR & Environmental Affairs /  
Government & Public Affairs /  
Vice Chairmen of the Board  
General Administration & Human Resources /  
Accounting / Information Systems  
Katsuhiro Nakagawa  
Takeshi Uchiyamada  
TQM Promotion / Strategic Production Planning /  
Production Engineering / Manufacturing  
Kazuo Okamoto  
Masatami Takimoto  
Quality Group / Research & Development  
President, Member of the Board  
Akio Toyoda  
Product Management / e-TOYOTA / IT & ITS /  
Global Planning Operations /  
Japan Sales Operations /  
Katsuaki Watanabe  
Overseas Sales Operations /  
Customer Service Operations  
58  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
»
Directors and Auditors  
Senior Managing Directors, Members of the Board  
(Chief officer, Deputy chief officer, General manager, or Overseas subsidiary of residence)  
Yukitoshi Funo  
The Americas Operations Group /  
Toyota Motor Sales, U.S.A., Inc.  
Koichi Ina  
Tadashi Yamashina  
Motor Sports Div. /  
Toyota Motorsport GmbH  
Strategic Production Planning  
Group /  
Manufacturing Group  
Atsushi Niimi  
Purchasing Group  
Shinzo Kobuki  
Takahiko Ijichi  
Business Development Group /  
Accounting Group  
R&D Management Center /  
Vehicle Control System  
Engineering Management Div. /  
Future Project Div. /  
Battery Research Div. /  
R&D Group 2  
Hiroshi Takada  
Product Management Div. /  
Global Planning Operations Group  
Akira Sasaki  
China Operations Group /  
Toyota Motor (China) Investment  
Co., Ltd.  
Tetsuo Agata  
Toyota Motor Engineering &  
Manufacturing North America, Inc.  
Teiji Tachibana  
Government & Public Affairs Group /  
Housing Group  
Tadashi Arashima  
Europe & Africa Operations Group /  
Toyota Motor Europe NV/SA  
Honorary Chairman, Member of the Board  
Shoichiro Toyoda  
Shinichi Sasaki  
e-TOYOTA Div. /  
IT & ITS Group /  
Customer Service Operations  
Group  
Mamoru Furuhashi  
Government & Public Affairs Group  
Senior Advisor, Member of the Board  
Hiroshi Okuda  
Akira Okabe  
Asia, Oceania & Middle East  
Operations Group  
Satoshi Ozawa  
Corporate Planning Div. /  
Research Div. /  
CSR & Environmental Affairs Div. /  
General Administration & Human  
Resources Group  
Full-Time Corporate Corporate  
Yoichiro Ichimaru  
Iwao Nihashi  
Auditors  
Auditors  
Japan Sales Operations Group  
TQM Promotion Div. /  
Quality Group  
Yoshikazu Amano  
Chiaki Yamaguchi  
Yoichi Kaya  
Yoichi Morishita  
Masaki Nakatsugawa Akishige Okada  
Kunihiro Matsuo  
Shoji Ikawa  
Yasuhiko Ichihashi  
Fuel Cell System Development  
LEXUS Development Center /  
Toyota Passenger Vehicle Development  
Center 1 / Toyota Passenger Vehicle  
Development Center 2 /  
Group /  
Note: Mr. Yoichi Kaya, Mr. Yoichi Morishita,  
Mr. Akishige Okada, and Mr. Kunihiro  
Matsuo satisfy the qualifications of Outside  
Corporate Auditors as provided in Article  
2, Item 16 of the “Corporation Act.”  
Production Engineering Group  
Toyota Commercial Vehicle Development  
Center /  
Technical Administration Group /  
R&D Group 1  
Annual Report 2008 • TOYOTA 59  
Management & Corporate Information  
Risk Factors  
Operational and other risks faced by Toyota that could significantly influence the decisions of investors  
are set out below. However, the following does not encompass all risks related to the operations of  
Toyota. There are risk factors other than those given below. Any such risk factors could influence the  
decisions of investors.  
»
Industry and Business Risks  
product development are critical elements to the success  
of automotive manufacturers. The timely introduction of  
new vehicle models, at competitive prices, meeting rapidly  
changing customer preferences and demands is  
The worldwide automotive market is highly competitive.  
Toyota faces strong competition from automotive  
manufacturers in the respective markets in which it operates.  
Competition is likely to further intensify in light of continuing  
globalization and consolidation in the worldwide automotive  
industry. Factors affecting competition include product  
quality and features, the amount of time required for  
innovation and development, pricing, reliability, safety, fuel  
economy, customer service and financing terms. Increased  
competition may lead to lower vehicle unit sales and  
increased inventory, which may result in further downward  
price pressure and adversely affect Toyota’s financial  
condition and results of operations. Toyota’s ability to  
maintain its competitiveness will be fundamental to its future  
success in existing and new markets and its market share.  
There can be no assurances that Toyota will be able to  
compete successfully in the future.  
fundamental to Toyota’s success. There is no assurance that  
Toyota may adequately perceive and identify changing  
customer preferences and demands with respect to quality,  
styling, reliability, safety and other features in a timely  
manner. Even if Toyota succeeds in perceiving and  
identifying customer preferences and demands, there is no  
assurance that Toyota will be capable of developing and  
manufacturing new, price competitive products in a timely  
manner with its available technology, intellectual property,  
sources of raw materials and parts and components, and  
production capacity. Further, there is no assurance that  
Toyota will be able to implement capital expenditures at the  
level and times planned by management. Toyota’s inability  
to develop and offer products that meet customer demand  
in a timely manner could result in a lower market share and  
reduced sales volumes and margins, and may adversely  
affect Toyota’s financial condition and results of operations.  
The worldwide automotive industry is highly volatile.  
Each of the markets in which Toyota competes has been  
subject to considerable volatility in demand. Demand for  
vehicles depends to a large extent on general, social,  
political and economic conditions in a given market and the  
introduction of new vehicles and technologies. As Toyota’s  
revenues are derived from sales in markets worldwide,  
economic conditions in such markets are particularly  
important to Toyota. Demand may also be affected by  
factors directly impacting vehicle price or the cost of  
purchasing and operating vehicles such as sales and  
financing incentives, prices of raw materials and parts and  
components, cost of fuel and governmental regulations  
Toyota’s ability to market and distribute effectively and  
maintain its brand image is an integral part of Toyota’s  
successful sales.  
Toyota’s success in the sale of vehicles depends on its ability  
to market and distribute effectively based on distribution  
networks and sales techniques tailored to the needs of  
its customers as well as its ability to maintain and further  
cultivate its brand image across the markets in which it  
operates. There is no assurance that Toyota will be able to  
develop sales techniques and distribution networks that  
effectively adapt to customer preferences or changes in the  
regulatory environment in the major markets in which it  
operates. Nor is there assurance that Toyota will be able to  
cultivate and protect its brand image. Toyota’s inability to  
maintain well developed sales techniques and distribution  
networks or a positive brand image may result in decreased  
sales and market share and may adversely affect its financial  
condition and results of operations.  
(including tariffs, import regulation and other taxes).  
Volatility in demand may lead to lower vehicle unit sales and  
increased inventory, which may result in further downward  
price pressure and adversely affect Toyota’s financial  
condition and results of operations.  
Toyota’s future success depends on its ability to offer  
new innovative, price competitive products that meet  
and satisfy customer demand on a timely basis.  
Meeting and satisfying customer demand with attractive new  
vehicles and reducing the amount of time required for  
60  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
The worldwide financial services industry is highly  
competitive.  
because Toyota may not be able to pass all those costs on  
to its customers or require its suppliers to absorb such costs.  
The worldwide 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. Increased competition in  
automobile financing may lead to decreased margins. A  
decline in Toyota’s vehicle unit sales, an increase in residual  
value risk due to lower used vehicle price, an increase in the  
ratio of credit losses and increased funding costs are factors  
which may impact Toyota’s financial services operations.  
Poor performance in Toyota’s financial services operations  
may adversely affect its financial condition and results  
of operations.  
» Political, Regulatory and Legal Risks  
The automotive industry is subject to various  
governmental regulations.  
The worldwide automotive industry is subject to various laws  
and governmental regulations including those related to  
vehicle safety and environmental matters such as emission  
levels, fuel economy, noise and pollution. Many  
governments also impose tariffs and other trade barriers,  
taxes and levies, and enact price or exchange controls.  
Toyota has incurred, and expects to incur in the future,  
significant costs in complying with these regulations. New  
legislation or changes in existing legislation may also subject  
Toyota to additional expenses in the future.  
»
Financial Market and Economic Risks  
Toyota’s operations are subject to currency and interest  
rate fluctuations.  
Toyota may become subject to various legal  
proceedings.  
Toyota is sensitive to fluctuations in foreign currency  
exchange rates and is principally exposed to fluctuations in  
the value of the Japanese yen, the U.S. dollar and the euro  
and, to a lesser extent, the Australian dollar, the Canadian  
dollar and the British pound. 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 affect Toyota’s pricing of  
products sold and materials purchased in foreign currencies.  
In particular, strengthening of the Japanese yen against the  
U.S. dollar can have a material adverse effect on Toyota’s  
operating results.  
As an automotive manufacturer, Toyota may become subject  
to legal proceedings in respect of various issues, including  
product liability and infringement of intellectual property,  
and Toyota is in fact currently subject to a number of  
pending legal proceedings. A negative outcome in one or  
more of these pending legal proceedings could adversely  
affect Toyota’s future financial condition and results of  
operations.  
Toyota may be adversely affected by political  
instabilities, fuel shortages or interruptions in  
transportation systems, natural calamities, wars,  
terrorism and labor strikes.  
Toyota believes that its use of certain derivative financial  
instruments including interest rate swaps and increased  
localized production of its products have reduced, but not  
eliminated, the effects of interest rate and foreign currency  
exchange rate fluctuations, which in some years can be  
significant. Nonetheless, a negative impact resulting from  
fluctuations in foreign currency exchange rates and changes  
in interest rates may adversely affect Toyota’s financial  
condition and results of operations.  
Toyota is subject to various risks associated with conducting  
business worldwide. These risks include political and  
economic instability, natural calamities, fuel shortages,  
interruptions in transportation systems, wars, terrorism, labor  
strikes and work stoppages. The occurrence of any of these  
events in the major markets in which Toyota purchases  
materials, parts and components and supplies for the  
manufacture of its products or in which its products are  
produced, distributed or sold, may result in disruptions and  
delays in the operations of Toyota’s business. Significant  
or prolonged disruptions and delays in Toyota’s business  
operations may result to adversely affect Toyota’s financial  
condition and results of operations.  
High prices of raw materials and strong pressure on  
Toyota’s suppliers could negatively impact Toyota’s  
profitability.  
High prices for raw materials that Toyota and Toyota’s  
suppliers use in manufacturing their products or parts and  
components, such as steel, precious metals, non-ferrous  
alloys including aluminum and plastic parts, may lead to high  
parts and component prices and production costs that could  
in turn negatively impact Toyota’s future profitability  
Annual Report 2008 • TOYOTA 61  
Management & Corporate Information  
R&D and Intellectual Property  
Toyota R&D is dedicated to the development of attractive, affordable, high-quality products for customers  
worldwide, and the intellectual property that R&D generates is a vital management resource that Toyota utilizes  
and protects to maximize its corporate value.  
R&D Expenses  
R&D Guiding Principle  
(¥ Billion)  
1,000  
958.8  
Providing clean and safe products and to enhance  
the quality of life of people everywhere in all our  
activities.  
8
6
4
2
00  
00  
00  
00  
0
Pursuing advanced technological development in  
a wide range of fields, we pledge to provide  
attractive products and services that respond to  
the needs of customers worldwide.  
»
R&D Activities  
The overriding goal of Toyota’s product and technology  
development is to minimize the negative aspects of driving,  
such as the burden it places on the environment and traffic  
accidents, and maximize the positive aspects, such as  
driving pleasure, comfort, and convenience. By achieving  
these sometimes conflicting goals to a high degree, we  
want to open the door to the automobile society of the  
future.  
FY  
’04 ’05 ’06 ’07 ’08  
Note: Fiscal years ended March 31  
R&D Facilities  
To assure efficient progress in R&D activities, we  
Head Office Technical  
Center (Toyota City, Aichi  
Prefecture, Japan)  
coordinate and integrate all phases, from basic research to  
forward-looking technology and product development.  
With respect to basic research issues such as energy, the  
environment, information technology, telecommunications,  
and materials, projects are regularly reviewed and evaluated  
in consultation with outside experts to ensure efficient R&D  
cost control. And with respect to forward-looking and  
leading-edge technology and product development, we  
establish cost-performance benchmarks on a project-by-  
project basis to ensure efficient development investment.  
Toyota Motor Engineering &  
Manufacturing North  
America, Inc. (Ann Arbor,  
Michigan, U.S.A.)  
Basic Research  
Development theme discovery  
Research on basic vehicle-related technology  
Toyota Motor Europe R&D/  
Manufacturing (Brussels,  
Belgium; Derby, U.K.)  
Forward-Looking Technological breakthroughs related to  
and Leading- components and systems  
Edge Technology Development of leading-edge components and  
Development  
systems ahead of competitors  
Product  
Development  
Primary responsibility for new model  
development  
Toyota Motor Asia Pacific  
Engineering and  
Manufacturing Co., Ltd.  
Development of all-new models and existing-  
model upgrades  
(Samutprakan, Thailand)  
62  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
»
R&D Expenditures  
utilize important intellectual property that contributes to  
management, or that deliberate response policies to  
management risks related to intellectual property.  
In fiscal 2008, R&D expenditures totaled ¥958.8 billion, up  
.6% from the previous fiscal year, representing 3.6% of  
7
consolidated net revenues. Investment in R&D has been  
at a high level in recent years because we have been  
aggressively engaged in forward-looking and leading-edge  
technology development. Moving forward amid intensifying  
technological competition on a global scale, we will  
continue to maintain a high level of R&D investment  
to maintain our competitive advantage in technology  
and products.  
» Intellectual Property Strategies  
Toyota carefully analyzes the patent situation in each area of  
research to formulate more effective R&D strategies. We  
identify R&D projects in which Toyota should acquire  
patents, and file relevant applications as necessary to help  
build a strong global patent portfolio.  
In addition, we want to contribute to sustainable  
mobility by promoting the spread of technologies with  
environmental and safety benefits, and as such, we take an  
open stance to patent licensing, and grant licenses when  
appropriate terms are met. A good example of this policy  
can be seen in the area of hybrid technology, one of our  
core technologies related to environmental energy,  
where we have licensed hybrid-related patents to  
other companies.  
»
R&D Organization  
In Japan, R&D efforts are led by Toyota Central Research &  
Development Laboratories, Inc., which works closely with a  
range of Toyota Group companies that includes Daihatsu  
Motor Co., Ltd., Hino Motors, Ltd., Toyota Auto Body Co.,  
Ltd., and Kanto Auto Works, Ltd.  
Overseas, technical centers in North America, Europe,  
Asia, and Oceania, as well as a range of design and  
motorsports R&D centers around the world, give us strong  
global R&D capabilities that enable us to build cars that  
better meet the needs of customers in each region.  
Note: See page 64 for details.  
Intellectual Property Guiding Principle  
Through appropriate acquisition and utilization  
of intellectual property, our goal is to secure  
greater corporate flexibility and to maximize  
corporate value.  
»
Intellectual Property Activities  
Toyota’s competitiveness springs from the forward-looking  
R&D stance that drives its product and technology  
strengths. Underlying each new product to emerge from  
R&D, there are always intellectual properties such as  
inventions and expertise that we value as important  
management resources.  
»
Intellectual Property Systems  
R&D and intellectual property activities are organizationally  
linked to enable us to focus on selected development  
themes and build a strong patent portfolio. We have also  
established an Intellectual Property Committee made up of  
management, R&D, and intellectual property to secure and  
Annual Report 2008 • TOYOTA 63  
Management & Corporate Information  
R&D Organization  
As of March 31, 2008  
7
9
8
4
5
3
1
2
6
10  
11  
Japan  
Company name  
Activities  
Location  
Establishment  
1
2
3
4
Head Office Technical Center  
Planning and design of products, prototypes  
manufacture, and vehicle evaluation  
Toyota City, Aichi Prefecture  
1954  
Toyota Central Research &  
Development Laboratories, Inc.  
Fundamental technical research for the  
Toyota Group  
Aichi County, Aichi Prefecture  
1960  
1966  
1984  
Higashi-Fuji Technical Center  
Shibetsu Proving Ground  
Research and development of new vehicle  
technology and new engine technology  
Mishuku, Susono City,  
Shizuoka Prefecture  
Testing and evaluation of automobiles under  
high speed and cold conditions  
Onnebetsu, Shibetsu City, Hokkaido  
U.S.A.  
Company name  
Activities  
Location  
Establishment  
5
Toyota Motor Engineering & Manufacturing  
Vehicle development & evaluation, certification, Ann Arbor, Plymouth (Michigan),  
1977  
North America, Inc.*  
collection of technical information  
Torrance, Gardena (California),  
Wittmann (Arizona), Washington, D.C.  
6
Calty Design Research, Inc.  
Exterior / Interior / Color design  
Newport Beach (California)  
1973  
Europe  
Company name  
Activities  
Location  
Establishment  
7
Toyota Motor Europe R&D/Manufacturing  
Vehicle development & evaluation, certification, Brussels (Belgium), Derby (U.K.)  
collection of technical information  
1987  
8
9
Toyota Europe Design Development  
Toyota Motorsport GmbH  
Exterior / Interior / Color design  
Nice (France)  
2000  
1993  
Development of Formula One race cars,  
participation in F1 races  
Cologne (Germany)  
Asia Pacific  
Company name  
Activities  
Location  
Establishment  
10  
Toyota Motor Asia Pacific Engineering  
and Manufacturing Co., Ltd.  
Vehicle development, software development,  
evaluation, collection of technical information  
Samutprakan Province (Thailand)  
2003**  
11  
Toyota Technical Center Asia Pacific  
Australia Pty., Ltd.  
Vehicle development, software development,  
evaluation, collection of technical information  
Melbourne (Australia)  
2003  
** Toyota Motor Engineering & Manufacturing North America, Inc., is a consolidated R&D and manufacturing company in North America.  
** The year shown is as at the establishment of Toyota Technical Center Asia Pacific Thailand Co., Ltd., which integrated with Toyota Motor Asia Pacific Co., Ltd., to  
establish Toyota Motor Asia Pacific Engineering and Manufacturing Co., Ltd., in April 2007.  
64  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Production Sites  
As of March 31, 2008  
2
3
1
2
Hirose Plant  
6
9
7
5
8
4
0
11 Teiho Plant  
Myochi Plant Miyoshi Plant  
1
Toyota  
City  
7
1
5
2
Motomachi Plant  
Shimoyama  
8
Plant  
1
Honsha Plant  
4
6
9
Tsutsumi Plant  
Takaoka Plant  
Kinu-ura Plant  
3
1
0
Kamigo Plant  
Tahara Plant  
Toyota City  
Production Plants  
Name  
Main products  
Start of  
operations  
1938  
1959  
1965  
1966  
1968  
1970  
1973  
1975  
1978  
1979  
1
2
3
4
5
6
7
8
9
Honsha Plant  
Motomachi Plant  
Kamigo Plant  
Takaoka Plant  
Miyoshi Plant  
Tsutsumi Plant  
Myochi Plant  
Chassis for Land Cruiser, forged parts, hybrid system motors  
Crown, Mark X, Estima  
Engines  
Corolla, Vitz, ist, Ractis, Scion xD  
Transmission-related parts, cold-forged and sintered parts  
Prius, Camry, Corolla, Premio, Allion, WISH, Scion tC  
Suspension cast parts, suspension machine parts  
Engines, turbochargers, VVT, catalytic converters  
Transmission-related parts  
Shimoyama Plant  
Kinu-ura Plant  
Tahara Plant  
10  
LS, LS Hybrid, GS, GS Hybrid, IS,IS-F, GX, RAV4, 4 Runner, Land Cruiser, Land Cruiser Prado,  
Vanguard/engines  
1
1
2
Teiho Plant  
Hirose Plant  
Mechanical equipment, moldings for forging and casting and resin-molding dies  
R&D and production of electronic control devices, IC  
1986  
1989  
1
Manufacturing Subsidiaries and Vehicle Assembly Affiliates  
Company name  
Main products  
Voting rights  
ratio* (%)  
Capital  
(¥ Million)  
Start of  
operations  
1
Toyota Motor Kyushu, Inc.  
Harrier, Harrier Hybrid, Highlander, Highlander Hybrid, IS, ES, RX/  
engines, hybrid system motors  
100.00  
45,000  
1992  
2
3
4
Toyota Motor Hokkaido, Inc. Automatic transmissions, transfers, aluminum wheels, etc.  
Toyota Motor Tohoku Co., Ltd. Mechanical and electronic parts  
100.00  
100.00  
56.31  
27,500  
3,300  
1992  
1998  
1945  
Toyota Auto Body Co., Ltd.  
Kanto Auto Works, Ltd.  
Central Motor Co., Ltd.  
Land Cruiser, Coaster, Hiace, Estima, Estima Hybrid, Ipsum,  
Regiusace, Prius, Voxy, Noah, Alphard, LX  
10,371  
5
Crown, Century, Comfort, Corolla, Corolla Fielder, Corolla Rumion,  
Belta, Isis, SC, BLADE, Auris, Scion xB  
50.79  
6,850  
1946  
6
7
8
9
Corolla Axio, Raum, Yaris  
76.61  
100.00  
51.66  
50.44  
24.85  
1,300  
1,175  
1950  
1940  
1907  
1942  
1926  
Gifu Auto Body Industry Co., Ltd. Hiace, Himedic  
Daihatsu Motor Co., Ltd.  
Hino Motors, Ltd.  
bB, Probox, Succeed, Passo, Porte, Rush, SIENTA  
Dyna, Dyna Diesel Hybrid, Toyoace, Toyoace Diesel Hybrid, Prado, FJ Cruiser  
28,404  
72,717  
80,462  
10  
Toyota Industries Corporation Vitz, RAV4, Mark X ZiO  
*
Including voting rights by the subsidiaries determined in accordance with U.S. GAAP  
Note: The blue numbers show the locations of the Head Offices of manufacturing subsidiaries and vehicle assembly affiliates.  
Annual Report 2008 • TOYOTA 65  
Management & Corporate Information  
Overseas Manufacturing Companies  
As of March 31, 2008  
24  
23  
19  
20  
18  
17  
1
2
3
2
1
1 8  
6
5
9
21  
22  
27~31,33  
4
3
1
7
35  
2
44  
10  
52  
34,36  
37  
45  
39 38  
47~50  
5
1
46  
16  
43 42  
15  
25  
41  
40  
14  
26  
13  
53  
North America  
Country/Area  
Company name  
Main products  
Voting rights  
ratio* (%)  
Start of  
operations  
Canada  
1
2
3
Canadian Autoparts Toyota Inc. (CAPTIN)  
Aluminum wheels  
Corolla, Matrix, RX  
100.00  
100.00  
100.00  
1985  
1988  
1971  
Toyota Motor Manufacturing Canada Inc. (TMMC)  
TABC, Inc.  
U.S.A.  
Catalytic converters, steering columns,  
stamped parts  
4
5
6
7
8
9
New United Motor Manufacturing, Inc. (NUMMI)**  
Corolla, Tacoma  
50.00  
1984  
1988  
1993  
1998  
1999  
2003  
2006  
2007***  
2004  
Toyota Motor Manufacturing, Kentucky, Inc. (TMMK)  
Bodine Aluminum, Inc.  
Camry, Camry Hybrid, Camry Solara, Avalon/engines 100.00  
Aluminum castings  
100.00  
100.00  
100.00  
100.00  
100.00  
Toyota Motor Manufacturing, West Virginia, Inc. (TMMWV) Engines, transmissions  
Toyota Motor Manufacturing, Indiana, Inc. (TMMI)  
Toyota Motor Manufacturing, Alabama, Inc. (TMMAL)  
Toyota Motor Manufacturing, Texas, Inc. (TMMTX)  
Subaru of Indiana Automotive, Inc. (SIA)**  
Tundra, Sequoia, Sienna  
Engines  
10  
Tundra  
11  
Camry  
Mexico  
12 Toyota Motor Manufacturing de Baja California  
Tacoma/Truck beds  
100.00  
S.de R.L.de C.V. (TMMBC)  
Central and South America  
Country/Area  
Company name  
Main products  
Voting rights  
ratio* (%)  
Start of  
operations  
Argentina  
Brazil  
13 Toyota Argentina S.A. (TASA)  
Hilux, Fortuner  
100.00  
100.00  
28.00  
1997  
1959  
1992  
1981  
14 Toyota do Brasil Ltda.  
Corolla, Corolla Fielder/Hilux underbody parts  
Land Cruiser Prado  
Colombia  
Venezuela  
15 Sociedad de Fabricacion de Automotores S.A.  
16 Toyota de Venezuela Compania Anonima (TDV)**  
Corolla, Fortuner, Hilux, Dyna, Land Cruiser  
90.00  
Europe  
Country/Area  
Company name  
Main products  
Voting rights  
ratio* (%)  
Start of  
operations  
Czech Republic 17 Toyota Peugeot Citroën Automobiles Czech, s. r. o. (TPCA)**  
Aygo  
50.00  
100.00  
94.40  
60.00  
27.00  
90.00  
100.00  
80.00  
2005  
2001  
2002  
2005  
1968  
1994  
1992  
2007  
France  
Poland  
18 Toyota Motor Manufacturing France S.A.S. (TMMF)  
19 Toyota Motor Manufacturing Poland SP.zo.o. (TMMP)  
Yaris/engines  
Transmissions, engines, forged parts  
Engines  
20  
Toyota Motor Industries Poland SP.zo.o. (TMIP)  
Portugal  
Turkey  
U.K.  
21 Toyota Caetano Portugal, S.A. (TCAP)  
22 Toyota Motor Manufacturing Turkey Inc. (TMMT)  
23 Toyota Motor Manufacturing (UK) Ltd. (TMUK)  
24 Limited Liability Company  
Coaster (Optimo), Dyna, Hiace  
Auris, Corolla Verso  
Avensis, Auris/engines  
Camry  
Russia  
“TOYOTA MOTOR MANUFACTURING RUSSIA” (TMMR)  
66  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Africa  
Country/Area  
Company name  
Main products  
Voting rights  
ratio* (%)  
Start of  
operations  
Kenya  
25 Associated Vehicle Assemblers Ltd. (AVA)  
Land Cruiser  
1977  
1962  
South Africa 26 Toyota South Africa Motors (Pty) Ltd. (TSAM)  
Corolla, Hilux, Fortuner, Dyna  
100.00  
Asia  
Country/Area  
Company name  
Main products  
Voting rights  
ratio* (%)  
Start of  
operations  
China  
27 Tianjin Jinfeng Auto Parts Co., Ltd. (TJAC)  
Steering, propeller shafts  
30.00  
90.00  
50.00  
100.00  
50.00  
50.00  
90.00  
70.00  
45.00  
50.00  
56.66  
89.00  
64.00  
95.00  
1997  
1998  
1998  
1998  
2002  
2004  
2004  
2005  
2000  
2006  
1986  
1999  
2002  
1970  
2004***  
1968  
2005***  
1993  
1989  
1992  
1964  
1979  
1988  
1989  
1996  
1982  
2
8
Tianjin Fengjin Auto Parts Co., Ltd. (TFAP)  
9
Tianjin FAW Toyota Engine Co., Ltd. (TFTE)  
Tianjin Toyota Forging Co., Ltd. (TTFC)  
Tianjin FAW Toyota Motor Co., Ltd. (TFTM)  
Constant velocity joints, axles, differential gear  
Engines  
2
30  
Forged parts  
31  
VIOS, Corolla, Corolla EX, Crown, REIZ  
Engines  
3
2
FAW Toyota (Changchun) Engine Co., Ltd. (FTCE)  
Toyota FAW (Tianjin) Dies Co., Ltd. (TFTD)  
4
Guangqi Toyota Engine Co., Ltd. (GTE)  
33  
Stamping dies for vehicles  
Engines  
3
35  
Sichuan FAW Toyota Motor Co., Ltd. (SFTM)**  
Coaster, Land Cruiser, Prado, Prius  
Camry  
36  
Guangzhou Toyota Motor Co., Ltd. (GTMC)  
Taiwan  
India  
37 Kuozui Motors, Ltd.  
Camry, Corolla, WISH, VIOS, Yaris, Hiace/engines  
Corolla, Innova  
38 Toyota Kirloskar Motor Private Ltd. (TKM)  
3
9
Toyota Kirloskar Auto Parts Private Ltd. (TKAP)  
40 PT. Toyota Motor Manufacturing Indonesia  
P.T. Astra Daihatsu Motor (ADM)**  
42 Assembly Services Sdn. Bhd. (ASSB)  
Perodua Manufacturing Sdn. Bhd. (PMSB)**  
Axles, propeller shafts, transmissions, differentials  
Innova, Fortuner, Dyna/engines  
AVANZA  
Indonesia  
Malaysia  
41  
Corolla, VIOS, Hilux, Innova, Fortuner, Hiace  
AVANZA  
43  
Pakistan  
44 Indus Motor Company Ltd. (IMC)**  
45 Toyota Motor Philippines Corp. (TMP)  
Corolla, VIGO  
12.50  
34.00  
95.00  
Philippines  
Innova, VIOS  
46  
Toyota Autoparts Philippines Inc. (TAP)  
Transmissions, constant velocity joints  
Thailand  
47 Toyota Motor Thailand Co., Ltd. (TMT)  
Corolla, WISH, Camry, VIOS, Yaris, VIGO, Fortuner 86.43  
4
8
Toyota Auto Body Thailand Co., Ltd. (TABT)  
Thai Auto Works Co., Ltd. (TAW)  
Stamped parts  
48.97  
40.00  
96.00  
70.00  
49  
Fortuner, VIGO  
50  
Siam Toyota Manufacturing Co., Ltd. (STM)  
Engines  
Vietnam  
51 Toyota Motor Vietnam Co., Ltd. (TMV)  
Camry, Corolla, VIOS, Innova, Hiace  
Land Cruiser  
Bangladesh 52 Aftab Automobiles Ltd.**  
Oceania  
Country/Area  
Company name  
Main products  
Voting rights  
ratio* (%)  
Start of  
operations  
Australia  
53 Toyota Motor Corporation Australia Ltd. (TMCA)  
Camry, Aurion/engines  
100.00  
1963  
Production Facilities where Operations are Planned  
Country/Area  
Company name  
Main products  
Voting rights  
ratio* (%)  
Start of  
operations  
U.S.A.  
Toyota Motor Manufacturing, Mississippi, Inc. (TMMMS)  
Highlander  
100.00  
2010  
*** Including voting rights by the subsidiaries determined in accordance with U.S. GAAP  
*** Companies also produce brands other than Toyota and Lexus  
*** First year of Toyota’s vehicle production  
Note: Plants that manufacture or assemble Toyota- or Lexus-brand vehicles and component manufacturers established by Toyota  
Annual Report 2008 • TOYOTA 67  
Management & Corporate Information  
Toyota Milestones  
Kiichiro Toyoda, the founder of Toyota Motor Corporation, was born in 1894. Inheriting the spirit of his father,  
Sakichi Toyoda, an inventor of looms, Kiichiro devoted his life to automobile manufacturing, at the time an  
unknown field in Japan. After a lot of painstaking work, he completed the A1 prototype passenger car in 1935,  
and the history of Toyota Motor Corporation began.  
1
930  
s
1933 Automobile research begins at Toyota Automatic Loom Works, Ltd.  
1
935 Completion of A1 prototype passenger car  
Launch of G1 truck  
1
1
1
936 Launch of AA passenger car  
937 Establishment of Toyota Motor Co., Ltd.  
938 Koromo plant (now Honsha plant) begins production  
A1 prototype passenger car  
1
940  
s
s
1947 Domestic production reaches 100 thousand vehicles  
1950  
1950 Establishment of and transfer of sales operations to Toyota Motor  
Sales Co., Ltd.  
1955 Launch of the Toyopet Crown  
1
957 Export of the first made-in-Japan passenger car to the United States  
(the Crown)  
Koromo plant at the time of  
establishment  
Establishment of Toyota Motor Sales, U.S.A., Inc.  
1
960  
s
s
1961 Launch of the Publica  
966 Launch of the Corolla  
1
1970  
1972 Cumulative total domestic production reaches 10 million vehicles  
1
973 Establishment of Calty Design Research, Inc.  
First-generation Toyopet Crown  
1977 Establishment of Toyota Technical Center, U.S.A., Inc. (now TEMA*)  
*
TEMA has overall control of R&D and production in North America.  
1
980  
s
1982 Toyota Motor Co., Ltd., and Toyota Motor Sales Co., Ltd., merge to  
become Toyota Motor Corporation  
1984 Joint venture company (NUMMI) established with General Motors  
begins production in the United States  
1
1
1
987 Establishment of Toyota Technical Center of Europe (now TME*)  
988 Kentucky plant (now TMMK) begins production in the United States  
989 Launch of Lexus in North America  
First-generation Corolla  
*
TME has overall control of operations in Europe.  
1
990  
s
s
1992 Establishment of Toyota Supplier Support Center in the United States  
U.K. plant (TMUK) begins production  
1
997 Launch of the Prius hybrid vehicle  
1999 Toyota Motor Corporation lists on the New York and London stock  
exchanges  
Hybrid vehicle, first-generation Prius  
Cumulative total domestic production reaches 100 million vehicles  
2000  
2000 Sichuan FAW Toyota Motor Co., Ltd., begins production  
2
002 Establishment of the Toyota Institute, a personnel training facility  
Toyota Motor Corporation participates in F1, the pinnacle of motorsports  
005 Joint venture company established with PSA Peugeot Citroën begins  
production in the Czech Republic  
2
Cumulative domestic production  
reaches 100 million vehicles  
Launch of Lexus in Japan  
2007 Global cumulative sales of Toyota hybrid vehicles top one million  
68  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Financial Section  
70  
72  
73  
74  
Selected Financial Summary (U.S. GAAP)  
Consolidated Segment Information  
Consolidated Quarterly Financial Summary  
Management’s Discussion and Analysis of  
Financial Condition and Results of Operations  
92  
94  
95  
96  
97  
Consolidated Balance Sheets  
Consolidated Statements of Income  
Consolidated Statements of Shareholders’ Equity  
Consolidated Statements of Cash Flows  
Notes to Consolidated Financial Statements  
132 Management’s Annual Report on  
Internal Control over Financial Reporting  
133 Report of Independent Registered Public  
Accounting Firm  
Annual Report 2008 • TOYOTA 69  
Financial Section  
Selected Financial Summary (U.S. GAAP)  
Toyota Motor Corporation  
Fiscal years ended March 31  
Yen in millions  
1999  
2000  
2001  
2002  
For the Year:  
Net Revenues:  
Sales of Products ....................................................... ¥12,174,404  
Financing Operations................................................ 583,692  
¥11,892,900  
528,349  
¥12,402,104  
553,133  
¥13,499,644  
690,664  
Total........................................................................ ¥12,758,096  
¥12,421,249  
¥12,955,237  
¥14,190,308  
Costs and Expenses:  
Cost of Products Sold ............................................... ¥ 9,613,707  
¥ 9,839,833  
401,998  
1,480,857  
¥11,722,688  
¥10,218,599  
427,340  
1,518,569  
¥12,164,508  
¥10,874,455  
459,195  
1,763,026  
¥13,096,676  
Cost of Financing Operations ..................................  
Selling, General and Administrative ........................  
456,781  
1,937,200  
Total........................................................................ ¥12,007,688  
Operating Income .........................................................  
of Net Revenues ....................................................  
¥
750,408  
5.9%  
¥
698,561  
5.6%  
¥
790,729  
6.1%  
¥ 1,093,632  
7.7%  
%
Income before Income Taxes,  
Minority Interest and Equity in  
Earnings of Affiliated Companies ..............................  
Provision for Income Taxes...........................................  
Net Income ....................................................................  
ROE.................................................................................  
875,674  
425,851  
451,646  
6.8%  
880,680  
422,731  
481,936  
7.1%  
1,107,289  
523,876  
674,898  
9.6%  
972,101  
422,789  
556,567  
7.8%  
Net Cash Provided by Operating Activities................ ¥ 1,741,966  
¥ 1,098,925  
(1,388,517)  
¥ 1,428,018  
(1,318,738)  
¥ 1,532,079  
(1,810,230)  
Net Cash Used in Investing Activities..........................  
Net Cash Provided by (Used in)  
(1,936,028)  
Financing Activities......................................................  
R&D Expenses ...............................................................  
Capital Expenditures for  
330,621  
487,334  
550,267  
451,177  
(166,713)  
475,716  
392,148  
589,306  
Property, Plant and Equipment* ................................  
Depreciation ..................................................................  
1,016,482  
864,224  
838,309  
822,315  
762,274  
784,784  
940,547  
809,841  
At Year-End:  
Shareholders’ Equity ..................................................... ¥ 6,655,283  
¥ 6,912,140  
16,440,960  
2,913,759  
1,529,268  
42.0%  
¥ 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%  
Total Assets....................................................................  
Long-Term Debt............................................................  
Cash and Cash Equivalents ..........................................  
Ratio of Shareholders’ Equity.......................................  
15,879,185  
2,997,725  
1,334,058  
41.9%  
Yen  
1999  
2000  
2001  
2002  
Per Share Data:  
Net Income (Basic).........................................................  
Annual Cash Dividends.................................................  
Shareholders’ Equity .....................................................  
¥119.47  
23  
¥ 128.27  
24  
1,844.02  
¥ 180.65  
25  
1,921.29  
¥ 152.26  
28  
2,015.82  
Stock Information (March 31):  
Stock Price......................................................................  
Market Capitalization (Yen in millions)......................... ¥12,899,030  
Number of Shares Issued (shares)................................ 3,760,650,129  
¥3,430  
¥5,370  
¥20,134,306  
3,749,405,129  
¥4,350  
¥16,029,739  
3,684,997,492  
¥3,650  
¥13,332,491  
3,649,997,492  
*
Excluding vehicles and equipment of operating leases  
70  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Yen in millions  
2005  
% change  
2003  
2004  
2006  
2007  
2008  
2007 vs 2008  
¥
14,793,973  
07,580  
15,501,553  
¥16,578,033  
716,727  
¥17,294,760  
¥17,790,862  
760,664  
¥18,551,526  
¥20,059,493  
977,416  
¥21,036,909  
¥22,670,097  
1,277,994  
¥23,948,091  
¥24,820,510  
1,468,730  
¥26,289,240  
+9.5  
+14.9  
+9.8  
7
¥
¥
11,914,245  
¥13,506,337  
364,177  
1,757,356  
¥15,627,870  
¥14,500,282  
369,844  
2,009,213  
¥16,879,339  
¥16,335,312  
609,632  
2,213,623  
¥19,158,567  
¥18,356,255  
872,138  
2,481,015  
¥21,709,408  
¥20,452,338  
1,068,015  
2,498,512  
¥24,018,865  
+11.4  
+22.5  
+0.7  
423,885  
1,891,777  
¥
14,229,907  
+10.6  
¥
1,271,646  
¥ 1,666,890  
9.6%  
¥ 1,672,187  
9.0%  
¥ 1,878,342  
8.9%  
¥ 2,238,683  
9.3%  
¥ 2,270,375  
8.6%  
+1.4  
8.2%  
1
,226,652  
1,765,793  
681,304  
1,162,098  
15.2%  
1,754,637  
657,910  
1,171,260  
13.6%  
2,087,360  
795,153  
1,372,180  
14.0%  
2,382,516  
898,312  
1,644,032  
14.7%  
2,437,222  
911,495  
1,717,879  
14.5%  
+2.3  
+1.5  
+4.5  
5
7
17,014  
50,942  
10.4%  
¥
1,940,088  
2,001,448)  
¥ 2,186,734  
(2,216,495)  
¥ 2,370,940  
(3,061,196)  
¥ 2,515,480  
(3,375,500)  
¥ 3,238,173  
(3,814,378)  
¥ 2,981,624  
(3,874,886)  
-7.9  
-1.6  
(
3
7,675  
242,223  
682,279  
419,384  
755,147  
876,911  
812,648  
881,768  
890,782  
706,189  
958,882  
-19.9  
+7.6  
6
68,404  
1
,005,931  
945,803  
969,904  
1,068,287  
997,713  
1,523,459  
1,211,178  
1,425,814  
1,382,594  
1,480,570  
1,491,135  
+3.8  
+7.9  
870,636  
¥
7,121,000  
0,152,974  
¥ 8,178,567  
22,040,228  
4,247,266  
1,729,776  
37.1%  
¥ 9,044,950  
24,335,011  
5,014,925  
1,483,753  
37.2%  
¥10,560,449  
28,731,595  
5,640,490  
1,569,387  
36.8%  
¥11,836,092  
32,574,779  
6,263,585  
1,900,379  
36.3%  
¥11,869,527  
32,458,320  
5,981,931  
1,628,547  
36.6%  
+0.3  
-0.4  
-4.5  
-14.3  
2
4
1
,137,528  
,592,028  
3
5.3%  
003  
211.32  
Yen  
% change  
2
2004  
2005  
2006  
2007  
2008  
2007 vs 2008  
¥
¥ 342.90  
45  
2,456.08  
¥ 355.35  
65  
2,767.67  
¥ 421.76  
90  
3,257.63  
¥ 512.09  
120  
3,701.17  
¥
540.65  
140  
+5.6  
+16.7  
+1.8  
36  
2,063.43  
3,768.97  
¥
2,635  
¥3,880  
¥14,006,790  
3,609,997,492  
¥3,990  
¥14,403,890  
3,609,997,492  
¥6,430  
¥23,212,284  
3,609,997,492  
¥7,550  
¥27,255,481  
3,609,997,492 3,447,997,492  
¥4,970  
¥17,136,548  
-34.2  
-37.1  
¥
9,512,343  
,609,997,492  
3
Annual Report 2008 • TOYOTA 71  
Financial Section  
Consolidated Segment Information  
Toyota Motor Corporation  
Fiscal years ended March 31  
Yen in millions  
% change  
2003  
2004  
2005  
2006  
2007  
2008  
2007 vs 2008  
Business Segment:  
Net Revenues:  
Automotive............................. ¥14,311,451  
¥15,973,826  
736,852  
¥17,113,535  
781,261  
¥19,338,144  
996,909  
¥21,928,006  
1,300,548  
1,323,731  
(604,194)  
¥24,177,306  
1,498,354  
1,346,955  
(733,375)  
+10.3  
+15.2  
+1.8  
Financial Services...................  
All Other .................................  
Intersegment Elimination......  
724,898  
795,217  
(330,013)  
896,244  
1,030,320  
(373,590)  
1,190,291  
(488,435)  
(312,162)  
¥17,294,760  
Consolidated...................... ¥15,501,553  
¥18,551,526  
¥21,036,909  
¥23,948,091  
¥26,289,240  
+9.8  
Operating Income:  
Automotive............................. ¥1,246,925  
¥1,518,954  
145,998  
¥1,452,535  
200,853  
¥1,694,045  
155,817  
¥2,038,828  
158,495  
39,679  
¥2,171,905  
86,494  
33,080  
(21,104)  
¥2,270,375  
+6.5  
-45.4  
-16.6  
Financial Services...................  
All Other .................................  
Intersegment Elimination......  
30,328  
4,529  
15,247  
33,743  
39,748  
(10,136)  
(13,309)  
(14,944)  
(11,268)  
1,681  
Consolidated...................... ¥1,271,646  
¥1,666,890  
¥1,672,187  
¥1,878,342  
¥2,238,683  
+1.4  
Geographic Segment:  
Net Revenues:  
Japan....................................... ¥10,845,627  
¥11,589,987  
6,127,639  
2,164,341  
1,243,521  
1,118,362  
(4,949,090)  
¥17,294,760  
¥12,004,155  
6,373,453  
2,479,427  
1,625,422  
1,183,702  
(5,114,633)  
¥18,551,526  
¥13,111,457  
7,687,942  
2,727,409  
2,042,806  
1,601,736  
(6,134,441)  
¥21,036,909  
¥14,815,282  
9,029,773  
3,542,193  
2,225,528  
1,922,742  
(7,587,427)  
¥23,948,091  
¥15,315,812  
9,423,258  
3,993,434  
3,120,826  
2,294,137  
(7,858,227)  
¥26,289,240  
+3.4  
+4.4  
+12.7  
+40.2  
+19.3  
North America........................  
Europe ....................................  
Asia..........................................  
Other.......................................  
Intersegment Elimination......  
6,218,839  
1,599,821  
1,546,744  
(4,709,478)  
Consolidated...................... ¥15,501,553  
+9.8  
Operating Income:  
Japan.......................................  
North America........................  
Europe ....................................  
Asia..........................................  
Other.......................................  
Intersegment Elimination......  
¥
944,290  
279,988  
8,305  
¥1,108,127  
390,977  
72,475  
¥
987,242  
447,559  
108,541  
93,772  
¥1,075,890  
495,638  
93,947  
¥1,457,246  
449,633  
137,383  
117,595  
83,497  
¥1,440,286  
305,352  
-1.2  
-32.1  
+3.0  
141,571  
256,356  
143,978  
(17,168)  
60,277  
145,546  
67,190  
+118.0  
+72.4  
45,626  
(6,563)  
36,636  
47,454  
(1,602)  
(12,381)  
131  
(6,671)  
Consolidated...................... ¥1,271,646  
¥1,666,890  
¥1,672,187  
¥1,878,342  
¥2,238,683  
¥2,270,375  
+1.4  
72  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Consolidated Quarterly Financial Summary  
Toyota Motor Corporation  
Fiscal years ended March 31  
Yen in billions  
2007  
2008  
First Quarter Second Quarter Third Quarter  
Fourth Quarter First Quarter Second Quarter Third Quarter Fourth Quarter  
Net Revenues................................................. ¥5,638.1  
¥5,833.7  
17.3%  
581.0  
¥6,146.5  
15.2%  
574.7  
¥6,329.7 ¥6,522.6 ¥6,489.6 ¥6,709.9 ¥6,567.1  
%
Change...................................................  
Operating Income .........................................  
Change...................................................  
13.2%  
512.4  
26.5%  
9.1%  
10.1%  
570.5  
–2.8%  
9.0%  
15.7%  
675.4  
31.8%  
10.4%  
11.2%  
596.7  
2.7%  
9.2%  
9.2%  
601.5  
4.7%  
9.0%  
3.8%  
396.7  
-30.5%  
6.0%  
%
43.7%  
10.0%  
19.2%  
9.4%  
Operating Income Margin............................  
Income before Income Taxes,  
Minority Interest and Equity in  
Earnings of Affiliated Companies ..............  
554.6  
31.5%  
371.5  
39.2%  
611.5  
40.9%  
405.7  
33.6%  
615.9  
–3.8%  
426.7  
7.3%  
600.5  
1.5%  
440.1  
8.9%  
739.0  
33.2%  
491.5  
32.3%  
623.2  
1.9%  
450.9  
11.1%  
652.7  
6.0%  
458.6  
7.5%  
422.3  
-29.7%  
316.8  
%
Change...................................................  
Net Income ....................................................  
Change...................................................  
%
-28.0%  
Business Segment:  
Net Revenues:  
Automotive ............................................ ¥5,187.6  
¥5,296.6  
314.8  
¥5,665.7  
334.3  
¥5,778.1 ¥6,014.3 ¥5,925.3 ¥6,180.4 ¥6,057.3  
Financial Services...................................  
All Other.................................................  
Intersegment Elimination......................  
284.6  
295.0  
366.8  
371.0  
378.6  
293.0  
406.7  
321.0  
391.7  
333.6  
321.3  
399.3  
347.2  
310.5  
(129.1)  
(124.9)  
¥5,833.7  
(164.0)  
¥6,146.5  
(186.2)  
(163.3)  
(163.4)  
(195.8)  
(210.8)  
Consolidated ..................................... ¥5,638.1  
¥6,329.7 ¥6,522.6 ¥6,489.6 ¥6,709.9 ¥6,567.1  
Operating Income:  
Automotive ............................................  
Financial Services...................................  
All Other.................................................  
Intersegment Elimination......................  
Consolidated .....................................  
¥459.4  
47.7  
¥532.7  
32.2  
¥524.1  
41.3  
¥522.6  
37.3  
¥622.1  
48.3  
4.1  
0.9  
¥675.4  
¥559.5  
29.5  
6.0  
1.7  
¥596.7  
¥567.8  
20.9  
11.8  
1.0  
¥601.5  
¥422.5  
(12.2)  
11.1  
(24.7)  
¥396.7  
5.2  
15.8  
8.1  
10.5  
0.1  
0.3  
1.2  
0.1  
¥512.4  
¥581.0  
¥574.7  
¥570.5  
Geographic Segment:  
Net Revenues:  
Japan ...................................................... ¥3,422.3  
North America ....................................... 2,181.6  
¥3,588.0  
2,163.0  
850.3  
¥3,806.2  
2,378.1  
883.7  
¥3,998.8 ¥3,662.9 ¥3,653.9 ¥3,984.8 ¥4,014.2  
2,307.0  
975.8  
639.0  
443.1  
2,510.9  
1,019.0  
720.1  
2,399.0  
1,001.6  
785.2  
2,369.8  
983.1  
811.2  
641.2  
2,143.5  
989.7  
804.4  
524.0  
Europe....................................................  
Asia .........................................................  
Other ......................................................  
832.3  
484.6  
453.1  
540.1  
561.9  
515.4  
511.1  
559.7  
569.2  
Intersegment Elimination...................... (1,735.8)  
Consolidated ..................................... ¥5,638.1  
(1,823.1)  
¥5,833.7  
(1,994.5)  
¥6,146.5  
(2,034.0) (1,950.0) (1,919.3) (2,080.2) (1,908.7)  
¥6,329.7 ¥6,522.6 ¥6,489.6 ¥6,709.9 ¥6,567.1  
Operating Income:  
Japan ......................................................  
North America .......................................  
Europe....................................................  
Asia .........................................................  
Other ......................................................  
Intersegment Elimination......................  
Consolidated .....................................  
¥293.0  
140.1  
36.5  
¥391.4  
110.4  
29.5  
¥383.5  
99.1  
¥389.3  
100.0  
36.5  
¥396.6  
160.2  
38.5  
49.6  
38.6  
¥376.7  
93.9  
29.8  
67.1  
33.1  
¥389.4  
63.6  
34.0  
64.3  
49.9  
¥277.6  
(12.4)  
39.2  
75.4  
22.3  
34.8  
30.0  
31.3  
28.1  
28.2  
15.9  
20.2  
31.0  
16.4  
(3.1)  
(1.8)  
(1.8)  
0.1  
(8.1)  
¥675.4  
(3.9)  
¥596.7  
0.3  
¥601.5  
(5.4)  
¥396.7  
¥512.4  
¥581.0  
¥574.7  
¥570.5  
Annual Report 2008 • TOYOTA 73  
Financial Section  
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 conformity with accounting  
principles generally accepted in the United States of America.  
unit sales increased during fiscal Consolidated Vehicle Sales  
2007 and 2008. During fiscal  
2007, vehicle unit sales increased  
in North America and Europe  
due to extensive product offer-  
ings that catered to regional  
needs but decreased in Asia due  
to a decline in certain countries’  
markets, such as Indonesia and  
Taiwan. During fiscal 2008, vehi-  
cle unit sales increased in North  
America, Europe, Asia, and  
Other reflecting the expansion  
of production sites, the introduc-  
tion of vehicle models that effec-  
tively meet customer needs and  
the implementation of various  
sales measures.  
(
Thousands of units)  
10,000  
8,000  
6,000  
4,000  
2,000  
0
Overview  
The business segments of Toyota include automotive operations,  
financial services operations and all other operations. Automotive  
operations is Toyota’s most significant business segment,  
accounting for 89% of Toyota’s total revenues before the elimina-  
tion of intersegment revenues and 95% of Toyota’s total operat-  
ing income before the elimination of intersegment revenues and  
costs for fiscal 2008. The operating income from automotive  
operations as a percentage of total operating income increased  
by 4% compared with fiscal 2007 due to an increase in operating  
income from automotive operations. Toyota’s primary markets  
based on vehicle unit sales for fiscal 2008 were: Japan (25%),  
North America (33%), Europe (14%), and Asia (11%).  
FY  
’04 ’05 ’06 ’07 ’08  
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 manufacturers. 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 preferences can affect its revenues and earnings  
significantly.  
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 condi-  
tions; 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 profitability of Toyota’s automotive operations is affect-  
ed by many factors. These factors include:  
• vehicle unit sales volumes,  
the mix of vehicle models and options sold,  
the level of parts and service sales,  
The following table sets forth Toyota’s consolidated vehicle  
unit sales by geographic market based on location of customers  
for the past three fiscal years.  
the levels of price discounts and other sales incentives and  
marketing costs,  
Thousands of units  
the cost of customer warranty claims and other customer  
satisfaction actions,  
Years ended March 31,  
2006  
2007  
2,273  
2,942  
1,224  
789  
2008  
2,188  
2,958  
1,284  
956  
the cost of research and development and other fixed  
costs,  
Japan.................................................. 2,364  
North America ................................... 2,556  
Europe................................................ 1,023  
high prices of raw materials,  
the ability to control costs,  
Asia .....................................................  
880  
the efficient use of production capacity, and  
Other*................................................. 1,151  
Overseas total.................................... 5,610  
Total.................................................... 7,974  
1,296  
6,251  
8,524  
1,527  
6,725  
8,913  
changes in the value of the Japanese yen and other currencies  
in which Toyota does business.  
Changes in laws, regulations, policies and other governmen-  
tal 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 enforced a direc-  
tive 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 those hazardous materials and recyclable parts are  
removed from vehicles prior to scrapping. Please see  
*
“Other” consists of Central and South America, Oceania, Africa and the  
Middle East, etc.  
Toyota’s consolidated unit sales in Japan decreased during  
fiscal 2007 and 2008 as compared to each of the respective  
prior years reflecting a decline in the overall domestic market.  
During fiscal 2008, however, Toyota’s market share (including  
Daihatsu and Hino) including mini-vehicles representing a  
record high, and Toyota and Lexus’ market share excluding  
mini-vehicles remained at a high level close to prior fiscal year  
reflecting the sales efforts of domestic dealers. Overseas vehicle  
74  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
—Legislation Regarding End-of-Life Vehicles”, “Information  
 Financial Services Operations  
on the Company—Business Overview—Governmental  
Regulation, Environmental and Safety Standards” and note 23  
to the consolidated financial statements for a more detailed  
discussion of these laws, regulations and policies.  
The worldwide automobile finan- Total Assets by Financial  
cial services industry is highly Services Operations  
competitive. The market for  
(¥ Billion)  
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 cus-  
tomers and dealers. Toyota  
believes that its ability to provide  
financing to its customers is an  
16,000  
Many governments also regulate local content, impose tariffs  
and other trade barriers, and enact price or exchange controls  
that can limit an automaker’s operations and can make the repa-  
triation of profits unpredictable. Changes in these laws, regula-  
tions, 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 vio-  
lations of the U.S. Sherman Antitrust Act. Toyota believes that  
its actions have been lawful. In the interest of quickly resolving  
these legal actions, however, Toyota entered into a settlement  
agreement with the plaintiffs at the end of February 2006. The  
settlement agreement is pending the approval of the federal  
district court, and immediately upon approval the plaintiffs will,  
in accordance with the terms of the settlement agreement,  
withdraw all pending actions against Toyota in the federal dis-  
trict court as well as all state courts and all related actions will  
be closed. For a more detailed description of these proceed-  
ings, see note 23 to the consolidated financial statements.  
The worldwide automotive industry is in a period of global-  
ization, which may continue for the foreseeable future, and in  
general the competitive environment in which Toyota operates  
is likely to intensify. Toyota believes it has the resources, strate-  
gies and technologies in place to compete effectively in the  
industry as an independent company for the foreseeable future.  
12,000  
8
,000  
,000  
0
4
FY  
’04 ’05 ’06 ’07 ’08  
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 com-  
panies. Meanwhile, commercial banks and other captive auto-  
mobile finance companies also provide competition for  
Toyota’s wholesale financing activities.  
Toyota’s financial assets increased during fiscal 2008 from the  
continued expansion of its financial services operations.  
The following table provides information regarding Toyota’s finance receivables and operating leases as of March 31, 2007 and 2008.  
Yen in millions  
March 31,  
2007  
2008  
Finance Receivables  
Retail .............................................................................................................................................................................. ¥ 7,005,631  
¥ 6,959,479  
1,160,401  
2,604,411  
10,724,291  
106,678  
(437,365)  
(117,706)  
10,275,898  
(4,301,142)  
¥ 5,974,756  
Finance leases...............................................................................................................................................................  
Wholesale and other dealer loans ..............................................................................................................................  
1,061,738  
2,342,926  
0,410,295  
108,076  
1
Deferred origination costs ...........................................................................................................................................  
Unearned income .........................................................................................................................................................  
Allowance for credit losses ..........................................................................................................................................  
Total finance receivables, net..................................................................................................................................  
Less—Current portion..................................................................................................................................................  
(403,191)  
(112,116)  
10,003,064  
(4,108,139)  
Noncurrent finance receivables, net ....................................................................................................................... ¥ 5,894,925  
Operating Leases  
Vehicles.......................................................................................................................................................................... ¥ 2,783,706  
¥ 2,814,706  
107,619  
2,922,325  
(718,207)  
Equipment.....................................................................................................................................................................  
106,663  
,890,369  
(640,997)  
2
Less—Accumulated depreciation ...............................................................................................................................  
Vehicles and equipment on operating leases, net ................................................................................................ ¥ 2,249,372  
¥ 2,204,118  
Annual Report 2008 • TOYOTA 75  
Financial Section  
Toyota continues to originate leases to finance new Toyota  
vehicles. These leasing activities are subject to residual value  
risk. Residual value risk could arise when the lessee of a vehicle  
does not exercise the option to purchase the vehicle at the end  
of the lease term. See discussion in the Critical Accounting  
Estimates section regarding “Investment in Operating Leases”  
and note 2 to the consolidated financial statements regarding  
the allowance for residual values losses.  
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 cur-  
rencies in those countries in which Toyota does business com-  
pared with the Japanese yen. Even though the fluctuations of  
currency exchange rates to the Japanese yen can be substan-  
tial, and, therefore, significantly impact comparisons with prior  
periods and among the various geographic markets, the trans-  
lation risk is a reporting consideration and does not reflect  
Toyota’s underlying results of operations. Toyota does not  
hedge against translation risk.  
Transaction risk is the risk that the currency structure of  
Toyota’s costs and liabilities will deviate from the currency struc-  
ture of sales proceeds and assets. Transaction risk relates primari-  
ly 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 cal-  
endar 2006 and 2007, Toyota produced 61.1% and 61.4% of  
Toyota's non-domestic sales outside Japan, respectively. In  
North America, 54.7% and 57.2% of vehicles sold in calendar  
2006 and 2007 were produced locally, respectively. In Europe,  
70.7% and 64.0% of vehicles sold in calendar 2006 and 2007  
were produced locally, respectively. Localizing production  
enables Toyota to locally 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 transac-  
tion 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 consolidat-  
ed financial statements for additional information regarding the  
extent of Toyota’s use of derivative financial instruments to  
hedge foreign currency exchange rate risks.  
Toyota primarily 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. A por-  
tion of the derivative instruments are entered into to hedge  
interest rate risk from an economic perspective and are not de-  
signated to specific assets or liabilities on Toyota’s consolidated  
balance sheet and accordingly, unrealized gains or losses relat-  
ed to derivatives that are not designated are recognized cur-  
rently in operations. See discussion in the Critical Accounting  
Estimates section regarding “Derivatives and Other Contracts  
at Fair Value”, further discussion in the Market Risk Disclosures  
section and note 20 to the consolidated financial statements.  
In addition, aggregated funding costs can affect the prof-  
itability 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 con-  
ditions, prevailing interest rates and Toyota’s financial strength.  
Funding costs increased during fiscal 2007 as a result of higher  
interest rates and an increase in borrowings, primarily in the  
United States. Funding costs increased during fiscal 2008 as a  
result of an increase in borrowings.  
Toyota launched its credit card business in Japan at the  
beginning of fiscal 2002. As of March 31, 2007, Toyota had 6.1  
million cardholders, an increase of 0.7 million cardholders com-  
pared with March 31, 2006, and as of March 31, 2008, Toyota  
had 6.6 million cardholders, an increase of 0.5 million cardhold-  
ers compared with March 31, 2007. Corresponding to the  
increase in cardholders, the credit card receivables at March 31,  
2007 increased by ¥30.0 billion from March 31, 2006 to ¥201.2  
billion. The credit card receivables at March 31, 2008 increased  
by ¥24.5 billion from March 31, 2007 to ¥225.7 billion.  
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 Japanese yen  
against other currencies has the opposite effect. The Japanese  
yen, during fiscal 2007, was on average weaker and the  
Japanese yen, at the end of fiscal 2007, was also weaker,  
against the U.S. dollar and the euro in comparison to the prior  
fiscal year. The Japanese yen, during fiscal 2008, was on aver-  
age stronger against the U.S. dollar in comparison to the prior  
fiscal year and the Japanese yen, at the end of fiscal 2008, was  
stronger against the U.S. dollar in comparison to the end of the  
prior fiscal year. The Japanese yen, during fiscal 2008, was on  
average weaker against the euro in comparison to the prior fis-  
cal year. The Japanese yen, at the end of fiscal 2008, was also  
weaker against the euro in comparison to the end of the prior  
fiscal year. See further discussion in the Market Risk Disclosures  
section regarding “Foreign Currency Exchange Rate Risk”.  
Other Business Operations  
Toyota’s other business operations consist of housing, including the  
manufacture and sale of prefabricated homes; information technol-  
ogy related businesses, including information technology and  
telecommunications, intelligent transport systems, GAZOO; others.  
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 Australian dollar, the Canadian  
dollar and the British pound. Toyota’s consolidated financial  
statements, which are presented in Japanese yen, are affected  
by foreign currency exchange fluctuations through both transla-  
tion risk and transaction risk.  
76  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
During fiscal 2007 and 2008, the average value of the  
Yen in millions  
Japanese yen fluctuated against the major currencies including  
the U.S. dollar and the euro compared with the average value of  
the previous fiscal year, respectively. The operating results  
excluding the impact of currency fluctuations described in the  
For the years ended March 31,  
2007  
2006  
2008  
Japan .......................... ¥7,735,109  
North America............ 7,455,818  
Europe ........................ 2,574,014  
Asia.............................. 1,836,855  
Other*......................... 1,435,113  
¥8,152,884  
8,771,495  
3,346,013  
1,969,957  
1,707,742  
¥8,418,620  
9,248,950  
3,802,814  
2,790,987  
2,027,869  
2
Results of Operations—Fiscal 2008 Compared with Fiscal  
007” and the “Results of Operations—Fiscal 2007 Compared  
with Fiscal 2006,” show results of net revenues obtained by  
applying the Japanese yen’s average exchange rate in the pre-  
vious fiscal year to the local currency-denominated net rev-  
enues for fiscal 2007 and 2008, respectively, as if the value of  
the Japanese 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 consolidat-  
ed 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.  
*
“Other” consists of Central and South America, Oceania, Africa.  
Results of Operations—Fiscal 2008 Compared with Fiscal 2007  
 Net Revenues  
Toyota had net revenues for fis- Net Revenues  
cal 2008 of ¥26,289.2 billion, an  
(¥ Billion)  
increase of ¥2,341.2 billion, or  
9.8%, compared with the prior  
year. This increase principally  
reflects the impact of increased  
vehicle unit sales, increased  
financings operations, increased  
parts sales and the favorable  
impact of fluctuations in foreign  
currency translation rates during  
fiscal 2008. Eliminating the differ-  
ence in the Japanese yen value  
used for translation purposes,  
net revenues would have been  
approximately ¥26,011.5 billion  
during fiscal 2008, an 8.6%  
increase compared with the prior  
30,000  
24,000  
18,000  
12,000  
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.  
Management allocates resources to, and assesses the perfor-  
mance of, its automotive operations as a single business seg-  
ment 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.  
6,000  
0
FY  
’04 ’05 ’06 ’07 ’08  
year. Toyota’s net revenues include net revenues from sales of  
products that increased by 9.5% during fiscal 2008 compared  
with the prior year to ¥24,820.5 billion and net revenues from  
financing operations that increased by 14.9% during fiscal 2008  
compared with the prior year to ¥1,468.7 billion. Eliminating the  
difference in the Japanese yen value used for translation pur-  
poses, net revenues from sales of products would have been  
approximately ¥24,540.1 billion, an 8.2% increase during fiscal  
Geographic Breakdown  
2
008 compared with the prior year, while net revenues from  
The following table sets forth Revenues by Market  
financing operations would have increased by approximately  
15.1% during fiscal 2008 compared to the prior year to ¥1,471.4  
billion. Geographically, net revenues for fiscal 2008 increased  
by 3.3% in Japan, 5.4% in North America, 13.7% in Europe,  
41.7% in Asia and 18.7% in Other compared with the prior year.  
Eliminating the difference in the Japanese yen value used for  
translation purposes, net revenues in fiscal 2008 would have  
increased by 3.3% in Japan, 7.6% in North America, 6.8% in  
Europe, 34.2% in Asia, and 13.6 % in Other compared with the  
prior year.  
Toyota’s net revenues in each  
geographic market based on  
the country location of the par-  
ent company or the subsidiary  
FY2008  
7
.7%  
32.0%  
10.6%  
that transacted the sale with the 14.5%  
external customer for the past  
three fiscal years.  
35.2%  
Japan  
Asia  
North America  
Europe  
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 intersegment revenues.  
All Other Markets  
Annual Report 2008 • TOYOTA 77  
Financial Section  
Automotive Operations Segment  
Continued cost reduction efforts reduced operating costs  
and expenses in fiscal 2008 by approximately ¥120 billion, par-  
tially offset by increases in the prices of steel, precious metals,  
non-ferrous alloys including aluminum, plastic parts and other  
production materials and parts, over what would have otherwise  
been incurred. These cost reduction efforts relate to ongoing  
value engineering and value analysis activities, the use of com-  
mon parts that result in a reduction of part types and other  
manufacturing initiatives designed to reduce the costs of vehi-  
cle production.  
Net revenues from Toyota’s automotive operations segment,  
which constitute the largest percentage of Toyota’s net rev-  
enues, increased during fiscal 2008 by ¥2,249.3 billion, or 10.3%  
compared with the prior year to ¥24,177.3 billion. The increase  
resulted primarily from the approximate ¥1,600 billion impact  
attributed to the vehicle unit sales growth and changes in sales  
mix, the ¥277.5 billion impact of fluctuations in foreign currency  
translation rates during fiscal 2008, and the impact of increased  
parts sales. Eliminating the difference in the Japanese yen value  
used for translation purposes, automotive operations segment  
net revenues would have been approximately ¥23,899.8 billion  
during fiscal 2008, a 9.0% increase compared to the prior year.  
In fiscal 2008, net revenues in Japan were favorably impacted  
primarily by vehicle unit sales growth in the export markets,  
which was partially offset by changes in sales mix compared to  
fiscal 2007. Net revenues in North America were favorably  
impacted primarily by vehicle unit sales growth partially offset  
by fluctuations in foreign currency translation rates during fiscal  
Cost of products sold increased Cost of Products Sold  
by ¥2,096.1 billion, or 11.4%, to  
(¥ Billion)  
(%)  
¥20,452.4 billion during fiscal 20,000  
2008 compared with the prior  
year. This increase (before the  
100  
16,000  
80  
60  
40  
20  
0
elimination of intersegment  
amounts) reflects an increase of  
¥2,107.7 billion, or 11.9%, for the  
automotive operations and an  
increase of ¥33.4 billion, or 2.9%,  
for all other operations segment.  
The increase in cost of products  
sold for automotive operations is  
primarily attributed to the  
increased vehicle unit sales and  
changes in sales mix, the impact  
of the increase in parts sales,  
the impact of the increase in  
research and development  
expenses and the impact of fluc-  
1
2,000  
2
008. Net revenues in Europe and Asia were favorably impacted  
8
4
,000  
,000  
0
primarily by vehicle unit sales growth and fluctuations in foreign  
currency translation rates during fiscal 2008. Net revenues in  
Other were favorably impacted primarily by vehicle unit sales  
growth.  
Financial Services Operations Segment  
FY  
’04 ’05 ’06 ’07 ’08  
Net revenues in fiscal 2008 for Toyota’s financial services opera-  
tions increased by ¥197.8 billion or 15.2% compared to the prior  
year to ¥1,498.3 billion. This increase resulted primarily from the  
impact of a higher volume of financings mainly in North  
America, partially offset by the impact of fluctuations in foreign  
currency translation rates during fiscal 2008. Eliminating the dif-  
ference in the Japanese yen value used for translation purpos-  
es, financial services operations net revenues would have been  
approximately ¥1,500.5 billion during fiscal 2008, a 15.4%  
increase compared with the prior year.  
% of sales of products  
(Right scale)  
tuations in foreign currency translation rates during fiscal 2008,  
which were partially offset by the impact of continued cost  
reduction efforts. 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 ¥195.9 billion, or  
22.5%, to ¥1,068.0 billion during fiscal 2008 compared with the  
All Other Operations Segment  
prior year. The increase resulted primarily from the impact of  
increased interest expenses caused primarily by an increase in  
borrowings attributed to business expansion. The increase is  
also attributed to the impact of losses due to changes in the fair  
value of derivative financial instruments that are not designated  
as hedges and are marked-to-market at the end of each period.  
Selling, general and administrative expenses increased by  
¥17.5 billion, or 0.7%, to ¥2,498.5 billion during fiscal 2008 com-  
pared with the prior year. This increase mainly reflects an  
increase for the financial services operations. The increase for  
the financial services operations is primarily attributed to the  
impact of increased expenses.  
Net revenues for Toyota’s other businesses increased by ¥23.2  
billion, or 1.8%, to ¥1,346.9 billion during fiscal 2008 compared  
with the prior year.  
Operating Costs and Expenses  
Operating costs and expenses increased by ¥2,309.5 billion, or  
0.6%, to ¥24,018.9 billion during fiscal 2008 compared with the  
prior year. The increase resulted primarily from the approximate  
1,300 billion impact on costs of products attributed to vehicle  
1
¥
unit sales growth and changes in sales mix, the ¥252.1 billion  
impact of fluctuations in foreign currency translation rates, the  
¥
68.1 billion increase in research and development expenses,  
increased expenses in expanding business operations and  
increased costs corresponding to the increase in parts sales.  
These increases were partially offset by the approximate ¥120  
billion impact attributed to the net impact of cost reduction  
efforts, responding to the rise in prices of production materials  
and parts in fiscal 2008.  
78  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Research and development R&D Expenses  
valuation losses on interest rate swaps stated at fair value and  
the impact of fluctuations in foreign currency translation rates  
partially offset by the increase in production volume and vehicle  
unit sales and continued cost reduction efforts in the manufac-  
turing operations. The increases in Europe were mainly due to  
the impact of an increase in production volume and vehicle unit  
sales, continued cost reduction efforts in the manufacturing  
operations and the favorable impact of fluctuations in foreign  
currency translation rates. The increases in Asia were mainly  
due to the impact of an increase in production volume and  
vehicle unit sales. The increase in Other was primarily due to  
the impact of the increase in production volume and vehicle  
unit sales.  
expenses (included in cost of  
products sold and selling, gen-  
eral and administrative expens-  
es) increased by ¥68.1 billion, or  
(
¥ Billion)  
(%)  
12  
1,000  
7
.6%, to ¥958.8 billion during fis-  
7
5
2
50  
00  
50  
0
9
6
3
0
cal 2008 compared with the prior  
year. This increase primarily relates  
to expenditures attributed to the  
development of environmentally  
conscious technologies includ-  
ing hybrid and fuel-cell technolo-  
gy, 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  
global market to further build up  
competitive strength in the  
future.  
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 intersegment profits.  
FY  
’04 ’05 ’06 ’07 ’08  
% of sales of products  
Right scale)  
• Automotive Operations Segment  
(
Operating income from Toyota’s automotive operations  
increased by ¥133.1 billion, or 6.5%, to ¥2,171.9 billion during  
fiscal 2008 compared with the prior year. This increase is primar-  
ily attributed to the increase in vehicle unit sales, the increase in  
parts sales, the impact of continued cost reduction efforts and  
the favorable impact of fluctuations in foreign currency transla-  
tion rates. This increase was partially offset by the increase in  
research and development expenses and the increase in  
expenses due to business expansion.  
Operating Income  
Toyota’s operating income Operating Income  
increased by ¥31.7 billion, or  
(¥ Billion)  
(%)  
20  
1
.4%, to ¥2,270.3 billion during  
2,500  
2,000  
1,500  
fiscal 2008 compared with the  
prior year. Operating income  
was favorably affected by the  
vehicle unit sales growth, the  
changes in sales mix, the impact  
of increased parts sales, contin-  
ued cost reduction efforts and  
16  
12  
8
• Financial Services Operations Segment  
Operating income from Toyota’s financial services operations  
decreased by ¥72.0 billion, or 45.4%, to ¥86.5 billion during fis-  
cal 2008 compared with the prior year. This decrease is primarily  
due to an increase in valuation losses on interest rate swaps  
stated at fair value, partially offset by the impact of a higher vol-  
ume of financing activities.  
the favorable impact of fluctua- 1,000  
tions in foreign currency transla-  
tion rates. These increases were  
500  
4
partially offset by increases in  
research and development  
expenses and the increases in  
• All Other Operations Segment  
Operating income from Toyota’s other businesses decreased  
by ¥6.6 billion, or 16.6% to ¥33.0 billion during fiscal 2008 com-  
pared with the prior year.  
0
0
expenses due to business expan- FY  
’04 ’05 ’06 ’07 ’08  
sion. As a result, operating  
income decreased to 8.6% as a  
percentage of net revenues for  
fiscal 2008 compared to 9.3% in  
the prior year.  
During fiscal 2008, operating income (before the elimination  
of intersegment profits) for significant geographic regions  
decreased by ¥16.9 billion, or 1.2%, in Japan, decreased by  
% of net revenues (Right scale)  
 Other Income and Expenses  
Interest and dividend income increased by ¥33.7 billion, or  
25.6%, to ¥165.7 billion during fiscal 2008 compared with the  
prior year mainly due to an increase in interest income reflect-  
ing an increase in marketable securities.  
Interest expense decreased by ¥3.2 billion, or 6.5%, to ¥46.1  
billion during fiscal 2008 compared with the prior year due to a  
decrease in borrowings in the automotive operations segment.  
Foreign exchange gains, net decreased by ¥23.8 billion, or  
72.2%, to ¥9.2 billion during fiscal 2008 compared with the prior  
year. Foreign exchange gains and losses include the differences  
between the value of foreign currency denominated sales trans-  
lated at prevailing exchange rates and the value of the sales  
amounts settled during the year, including those settled using  
forward foreign currency exchange contracts.  
¥144.3 billion, or 32.1%, in North America, increased by ¥4.2 bil-  
lion, or 3.0% in Europe, increased by ¥138.8 billion, or 118.0%,  
in Asia, and increased by ¥60.4 billion, or 72.4% in Other com-  
pared with the prior year. The decrease in Japan was mainly  
due to an increase in expenses including research and develop-  
ment expenses, partially offset by the vehicle unit sales growth  
in the export markets and continued cost reduction efforts. The  
decrease in North America was mainly due to an increase in  
Annual Report 2008 • TOYOTA 79  
Financial Section  
Other income, net increased by ¥9.9 billion, or 35.1%, to  
38.1 billion during fiscal 2008 compared with the prior year.  
parts sales and the favorable impact of fluctuations in foreign  
currency translation rates during fiscal 2007. Eliminating the dif-  
ference in the yen value used for translation purposes, net rev-  
enues would have been approximately ¥23,195.8 billion during  
fiscal 2007, a 10.3% increase compared with the prior year.  
Toyota’s net revenues include net revenues from sales of prod-  
ucts that increased during fiscal 2007 by 13.0% from the prior  
year to ¥22,670.1 billion and net revenues from financing opera-  
tions that increased 30.8% in fiscal 2007 compared with the prior  
year to ¥1,277.9 billion. Eliminating the difference in the yen  
value used for translation purposes, net revenues from sales of  
products would have been approximately ¥21,963.4 billion, a  
9.5% increase, while net revenues from financing operations  
would have increased approximately 26.1% during fiscal 2007  
compared to the prior year to ¥1,232.4 billion. Geographically,  
net revenues for fiscal 2007 increased by 5.4% in Japan, 17.6%  
in North America, 30.0% in Europe, 7.2% in Asia and 19.0% in  
Other compared with the prior year. Eliminating the difference  
in the yen value used for translation purposes, net revenues in  
fiscal 2007 would have increased by 5.4% in Japan, 13.9% in  
North America, 19.7% in Europe, and 17.0% in Other, and  
decreased by 2.4% in Asia compared with the prior year.  
¥
Income Taxes  
The provision for income taxes increased by ¥13.2 billion, or  
.5%, to ¥911.5 billion during fiscal 2008 compared with the  
1
prior year primarily due to the increase in income before  
income taxes. The effective tax rate for fiscal 2008 remained rel-  
atively unchanged compared to the rate for fiscal 2007.  
Minority Interest in Consolidated Subsidiaries  
and Equity in Earnings of Affiliated Companies  
Minority interest in consolidated subsidiaries increased by ¥28.3  
billion, or 56.9%, to ¥78.0 billion during fiscal 2008 compared  
with the prior year. This increase was mainly due to an increase  
in net income attributable to favorable results of operations at  
consolidated subsidiaries.  
Equity in earnings of affiliated companies during fiscal 2008  
increased by ¥60.6 billion, or 28.9%, to ¥270.1 billion compared  
with the prior year. This increase was mainly due to an increase  
in net income attributable to favorable results of operations at  
the affiliated companies.  
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 intersegment revenues.  
Net Income  
Toyota’s net income increased Net Income and ROE  
by ¥73.8 billion, or 4.5%, to  
(
¥ Billion)  
(%)  
20  
¥1,717.8 billion during fiscal 2008  
• Automotive Operations Segment  
2
1
1
,000  
,600  
,200  
800  
compared with the prior year.  
Net revenues from Toyota’s automotive operations segment,  
which constitute the largest percentage of Toyota’s net rev-  
enues, increased during fiscal 2007 by ¥2,589.9 billion, or 13.4%  
compared with the prior year to ¥21,928.0 billion. The increase  
resulted primarily from the approximate ¥1,200 billion impact  
attributed to the vehicle unit sales growth partially offset by  
changes in sales mix, the ¥704.6 billion impact of fluctuations in  
foreign currency translation rates during fiscal 2007, and the  
impact of increased parts sales. Eliminating the difference in the  
yen value used for translation purposes, automotive operations  
segment net revenues would have been approximately  
¥21,223.4 billion during fiscal 2007, a 9.7% increase compared  
to the prior year. In fiscal 2007, net revenues in Japan were  
favorably impacted primarily by vehicle unit sales growth in the  
export markets, which was partially offset by changes in sales  
mix compared to fiscal 2006. Net revenues in North America  
were favorably impacted by vehicle unit sales growth and fluc-  
tuations in foreign currency translation rates during fiscal 2007.  
Net revenues in Europe were favorably impacted primarily by  
vehicle unit sales growth and fluctuations in foreign currency  
translation rates during fiscal 2007. Net revenues in Asia were  
favorably impacted primarily by fluctuations in foreign currency  
translation rates during fiscal 2007, which was partially offset by  
the impact of a decrease in vehicle unit sales. Net revenues in  
Other were favorably impacted primarily by vehicle unit sales  
growth due to the IMV series.  
16  
12  
8
Other Comprehensive  
Income and Loss  
Other comprehensive income  
decreased by ¥1,115.5 billion, to  
losses of ¥942.5 billion for fiscal  
2
008 compared with the prior  
year. This decrease resulted pri-  
marily from a decrease in foreign  
currency translation adjustments  
in fiscal 2008 to losses of ¥461.1  
billion compared with gains of  
4
00  
4
0
0
¥
130.7 billion in the prior year FY  
’04 ’05 ’06 ’07 ’08  
and a decrease in unrealized  
holding gains on securities in fis-  
cal 2008 to losses of ¥347.8 billion reflecting the decline in the  
Japanese stock market compared with unrealized holding gains  
of ¥38.8 billion in the prior year.  
ROE (Right scale)  
Results of Operations—Fiscal 2007 Compared with Fiscal 2006  
Net Revenues  
Toyota had net revenues for fiscal 2007 of ¥23,948.0 billion, an  
increase of ¥2,911.1 billion, or 13.8%, compared with the prior  
year. This increase principally reflects the impact of increased  
vehicle unit sales, increased financings operations, increased  
80  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Financial Services Operations Segment  
impact of fluctuations in foreign currency translation rates dur-  
ing fiscal 2007, which were partially offset by the impact of con-  
tinued cost reduction efforts. 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 ¥262.4 billion, or  
43.1%, to ¥872.1 billion during fiscal 2007 compared with the  
prior year. The increase resulted primarily from the impact of  
increased interest expenses caused primarily by higher interest  
rates and an increase in borrowings attributed to business  
expansion in the United States. The increase is also attributed  
to the impact of losses due to changes in the fair value of deriv-  
ative financial instruments that are not designated as hedges  
and are marked-to-market at the end of each period.  
Selling, general and administrative expenses increased by  
¥267.4 billion, or 12.1%, to ¥2,481.0 billion during fiscal 2007  
compared with the prior year. This increase (before the elimina-  
tion of intersegment amounts) reflects an increase of ¥239.6 bil-  
lion, or 11.9%, for the automotive operations, an increase of  
¥35.3 billion, or 15.5%, for the financial services operations and  
an increase of ¥14.6 billion, or 10.9%, for all other operations  
segment. The increase for the automotive operations consisted  
primarily of the impact of increased expenses in expanding  
business operations and the impact of fluctuations in foreign  
currency translation rates. The increase for the financial services  
operations is primarily attributed to impact of increased  
expenses 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 expens-  
es) increased by ¥78.1 billion, or 9.6%, to ¥890.7 billion during  
fiscal 2007 compared with the prior year. This increase primarily  
relates to expenditures attributed to the development of envi-  
ronmentally conscious technologies including hybrid and fuel-  
cell 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 global market to further build up compet-  
itive strength in the future.  
Net revenues in fiscal 2007 for Toyota’s financial services opera-  
tions increased by ¥303.6 billion or 30.5% compared to the prior  
year to ¥1,300.5 billion. This increase resulted primarily from the  
impact of a higher volume of financings mainly in North  
America and the favorable impact of fluctuations in foreign cur-  
rency translation rates during fiscal 2007. Eliminating the differ-  
ence in the yen value used for translation purposes, financial  
services operations net revenues would have been approxi-  
mately ¥1,254.2 billion during fiscal 2007, a 25.8% increase com-  
pared with the prior year.  
All Other Operations Segment  
Net revenues for Toyota’s other businesses increased by ¥133.4  
billion, or 11.2%, to ¥1,323.7 billion during fiscal 2007 compared  
with the prior year. This increase primarily relates to increased  
sales attributed to the housing business and the expansion of  
intelligent transport systems operations.  
Operating Costs and Expenses  
Operating costs and expenses increased by ¥2,550.8 billion, or  
3.3%, to ¥21,709.4 billion during fiscal 2007 compared with the  
prior year. The increase resulted primarily from the approximate  
900 billion impact on costs of products attributed to vehicle  
unit sales growth partially offset by changes in sales mix, a  
708.5 billion impact of fluctuations in foreign currency transla-  
1
¥
¥
tion rates, a ¥78.1 billion increase in research and development  
expenses, increased expenses in expanding business opera-  
tions and increased costs related to the corresponding increase  
in parts sales. These increases were partially offset by the  
approximate ¥100 billion impact attributed to the net impact of  
cost reduction efforts including the rise in prices of production  
materials and parts in fiscal 2007.  
Continued cost reduction efforts reduced operating costs  
and expenses in fiscal 2007 by approximately ¥100 billion, par-  
tially offset by increases in the prices of steel, precious metals,  
non-ferrous alloys including aluminum, plastic parts and other  
production materials and parts, over what would have otherwise  
been incurred. These cost reduction efforts relate to ongoing  
value engineering and value analysis activities, the use of com-  
mon parts that result in a reduction of part types and other  
manufacturing initiatives designed to reduce the costs of vehi-  
cle production.  
 Operating Income  
Toyota’s operating income increased by ¥360.3 billion, or  
19.2%, to ¥2,238.6 billion during fiscal 2007 compared with the  
prior year. Operating income was favorably affected by the  
vehicle unit sales growth partially offset by changes in sales mix,  
the impact of increased parts sales, continued cost reduction  
efforts and the favorable impact of fluctuations in foreign curren-  
cy translation rates. These increases were partially offset by  
increases in research and development expenses and the  
impact of business expansion. As a result, operating income  
increased to 9.3% as a percentage of net revenues for fiscal 2007  
compared to 8.9% in the prior year.  
Cost of products sold increased by ¥2,021.0 billion, or 12.4%,  
to ¥18,356.3 billion during fiscal 2007 compared with the prior  
year. This increase (before the elimination of intersegment  
amounts) reflects an increase of ¥2,005.5 billion, or 12.8%, for  
the automotive operations and an increase of ¥118.9 billion, or  
1
1.7%, for all other operations segment. The increase in cost of  
products sold for automotive operations is primarily attributed  
to the increased vehicle unit sales partially offset by changes in  
sales mix, the impact of the increase in parts sales, the impact  
of the increase in research and development expenses and the  
Annual Report 2008 • TOYOTA 81  
Financial Section  
During fiscal 2007, operating income (before the elimination  
of intersegment profits) by significant geographies resulted in  
an increase of ¥381.3 billion, or 35.4%, in Japan, a decrease of  
 Other Income and Expenses  
Interest and dividend income increased by ¥38.0 billion, or  
40.4%, to ¥132.0 billion during fiscal 2007 compared with the  
prior year mainly due to an increase in investment securities  
held by the United States subsidiaries.  
¥46.0 billion, or 9.3%, in North America, an increase of ¥43.4 bil-  
lion, or 46.2% in Europe, a decrease of ¥27.9 billion, or 19.2%, in  
Asia, and an increase of ¥16.3 billion, or 24.3% in Other com-  
pared with the prior year. The increase in Japan relates primari-  
ly to the vehicle unit sales growth in the export markets partially  
offset by changes in sales mix, continued cost reduction efforts  
and the favorable impact of fluctuations in foreign currency  
translation rates. The increase was partially offset by increases  
in research and development expenses. The decrease in North  
America is attributed primarily to the impact of start-up costs  
relating to the Texas plant, and the impact of losses due to  
changes in the fair value of derivative financial instruments such  
as interest rate swaps, partially offset by the increase in vehicle  
unit sales, the impact of cost reduction efforts in the manufac-  
turing operations and the favorable impact of fluctuations in  
foreign currency translation rates. The increase in Europe  
relates mainly to the impact of an increase in production vol-  
ume and vehicle unit sales, cost reduction efforts in the manu-  
facturing operations and the favorable impact of fluctuations in  
foreign currency translation rates. The decrease in Asia relates  
primarily to the decrease in production volume and vehicle unit  
sales. The increase in Other relates primarily to the impact of  
the increase in production volume and vehicle unit sales mainly  
attributed to the IMV series.  
Interest expense increased by ¥27.7 billion, or 2.3 times to  
¥49.3 billion during fiscal 2007 compared with the prior year  
due to an increase in interest expense in the automotive opera-  
tions segment.  
Foreign exchange gains, net increased by ¥22.2 billion, or 3.1  
times, to ¥33.0 billion during fiscal 2007 compared with the  
prior year. Foreign exchange gains and losses include the dif-  
ferences 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 set-  
tled using forward foreign currency exchange contracts.  
Other income, net decreased by ¥97.6 billion, or 77.6%, to  
¥28.2 billion during fiscal 2007 compared with the prior year.  
This decrease primarily relates to the gain of ¥143.3 billion for a  
nonmonetary exchange of marketable equity securities recorded  
during fiscal 2006. The gain was calculated in accordance with  
Emerging Issues Task Force (“EITF”) No. 91-5 “Nonmonetary  
Exchange of Cost-Method Investments”, which was determined  
as the difference between acquisition costs of pre-merger UFJ  
Holdings, Inc. shares that Toyota had held and the fair market  
value of post-merger Mitsubishi UFJ Financial Group, Inc.  
shares that Toyota received in exchange for shares of UFJ  
Holdings, Inc. following the merger between Mitsubishi Tokyo  
Financial Group, Inc. and UFJ Holdings, Inc.  
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 intersegment profits.  
Income Taxes  
Automotive Operations Segment  
The provision for income taxes increased by ¥103.2 billion, or  
13.0%, to ¥898.3 billion during fiscal 2007 compared with the  
prior year primarily due to the increase in income before  
income taxes. The effective tax rate for fiscal 2007 remained rel-  
atively unchanged compared to the rate for fiscal 2006.  
Operating income from Toyota’s automotive operations  
increased by ¥344.8 billion, or 20.4%, to ¥2,038.8 billion during  
fiscal 2007 compared with the prior year. This increase is primar-  
ily attributed to the increase in vehicle unit sales, the increase in  
parts sales, the impact of continued cost reduction efforts and  
the favorable impact of fluctuations in foreign currency transla-  
tion rates. This increase was partially offset by, the increase in  
research and development expenses and the increase in  
expenses corresponding to business expansion.  
 Minority Interest in Consolidated Subsidiaries  
and Equity in Earnings of Affiliated Companies  
Minority interest in consolidated subsidiaries decreased by  
¥34.7 billion, or 41.1%, to ¥49.7 billion during fiscal 2007 com-  
pared with the prior year. This decrease was mainly due to the  
decrease of a gain calculated in accordance with EITF 91-5 from  
the nonmonetary exchange of marketable equity investments  
related shares of UFJ Holdings, Inc. held by a domestic consoli-  
dated subsidiary prior to the merger with Mitsubishi Tokyo  
Financial Group, Inc. resulting in the receipt of new shares in  
the post-merger entity.  
Financial Services Operations Segment  
Operating income from Toyota’s financial services operations  
increased by ¥2.7 billion, or 1.7%, to ¥158.5 billion during fiscal  
2
attributed to the impact of a higher volume of financing activi-  
ties mainly in North America and the favorable impact of fluctu-  
ations in foreign currency translation rates, which was partially  
offset by the impact of losses due to changes in the fair value of  
derivative financial instruments such as interest rate swaps.  
007 compared with the prior year. This increase is primarily  
Equity in earnings of affiliated companies during fiscal 2007  
increased by ¥45.2 billion, or 27.5%, to ¥209.5 billion compared  
with the prior year due to an increase in net income attributable  
to favorable operations at the affiliated companies.  
All Other Operations Segment  
Operating income from Toyota’s other businesses remained  
consistent to ¥39.6 billion during fiscal 2007 compared with the  
prior year.  
82  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Net Income  
Toyota’s actual results of operations could vary significantly  
from those described above as a result of unanticipated  
changes in the factors described above or other factors, includ-  
ing those described in “Risk Factors”.  
Toyota’s net income increased by ¥271.9 billion, or 19.8%, to  
1,644.0 billion during fiscal 2007 compared with the prior year.  
¥
Other Comprehensive Income and Loss  
Other comprehensive income decreased by ¥344.9 billion, or  
6.6%, to ¥173.0 billion for fiscal 2007 compared with the prior  
Liquidity and Capital Resources  
6
year. This decrease resulted primarily from a decrease in unreal-  
ized holding gains on securities during fiscal 2007 of ¥38.8 bil-  
lion compared with unrealized holding gains of ¥244.6 billion in  
the prior year reflecting an incremental improvement in the  
Japanese stock market during fiscal 2006 and a decrease in for-  
eign currency translation adjustment gains of ¥130.7 billion in fis-  
cal 2007 compared with gains of ¥268.4 billion in the prior year.  
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 expenditures  
and research and development activities in fiscal 2009 primarily  
through cash and cash equivalents on hand and increases in  
cash and cash equivalents from operating activities. See  
Information on the Company—Business Overview—Capital  
Expenditures and Divestitures” for information regarding  
Toyota’s material capital expenditures and divestitures for fiscal  
2006, 2007 and 2008 and information concerning Toyota’s prin-  
cipal capital expenditures and divestitures currently in progress.  
Toyota funds its financing programs for customers and deal-  
ers, 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.  
Net cash provided by operating activities was ¥2,981.6 billion  
for fiscal 2008, compared with ¥3,238.1 billion for the prior year.  
The decrease in net cash provided by operating activities result-  
ed primarily from the increase in cash payments of cost of prod-  
ucts sold within the automotive and other operations and the  
increase in cash payments for income taxes, which was partially  
offset by an increase in cash collection received from the sale of  
products within the automotive and other operations.  
Net cash used in investing activities was ¥3,874.8 billion for  
fiscal 2008, compared with ¥3,814.3 billion for the prior year.  
The increase in net cash used in investing activities resulted  
primarily from the increase in additions to finance receivables,  
the increase in purchases of marketable securities and security  
investments and the increase in additions to fixed assets, which  
was partially offset by an increase in the collection of finance  
receivables.  
Net cash provided by financing activities was ¥706.1 billion  
for fiscal 2008, compared with ¥881.7 billion for the prior year.  
The decrease in net cash provided by financing activities result-  
ed primarily from an increase in repayments of long-term debt  
which was partially offset by increase in proceeds from issuance  
of long-term debt.  
Total capital expenditures for property, plant and equipment,  
excluding vehicles and equipment on operating leases, were  
¥1,480.5 billion during fiscal 2008, an increase of 3.8% over the  
¥1,425.8 billion in total capital expenditures for the prior year.  
The increase in capital expenditures resulted primarily from the  
impact of higher investments in subsidiaries located in Japan  
and North America.  
Outlook  
Toyota expects that overall steady growth of the world econo-  
my will continue driven by resource-rich countries and emerg-  
ing countries in fiscal 2009, despite factors such as concerns  
about the U.S. economic trend, fluctuations in exchange rates  
and the stock market, and energy and raw material prices trend.  
Toyota expects that the global automotive markets will remain  
at the same level as fiscal 2008. Toyota, for purposes of this dis-  
cussion, is assuming an average exchange rate of ¥100 to the  
U.S. dollar and ¥155 to the euro. With the foregoing external  
factors in mind, Toyota expects that net revenues for fiscal 2009  
will decrease compared with fiscal 2008 as a result of the  
assumed exchange rates of a stronger Japanese yen against  
the U.S. dollar and the euro partially offset by expected  
increase in vehicle unit sales. A factor increasing operating  
income is the sales efforts expected to increase vehicle unit  
sales. On the other hand, factors decreasing operating income  
such as the assumed exchange rates of a stronger Japanese  
yen against the U.S. dollar and the euro and the anticipated  
increase in depreciation expense are expected to exceed the  
impact of factors increasing operating income. The effects of  
cost reduction efforts are expected to be offset by increases in  
the prices of raw materials. As a result, Toyota expects that  
operating income will decrease in fiscal 2009 compared with fis-  
cal 2008. Also, Toyota expects income before income taxes,  
minority interest and equity in earnings of affiliated companies  
and net income will decrease in fiscal 2009. Exchange rate  
fluctuations can also materially affect Toyota’s operating results.  
In particular, a strengthening of the Japanese yen against the  
U.S. dollar can have a material adverse effect on Toyota’s  
operating results. Please see “Operating and Financial Review  
and Prospects—Operating Results—Overview—Currency  
Fluctuations.”  
The foregoing statements are forward-looking statements  
based upon Toyota’s management’s assumptions and beliefs  
regarding exchange rates, market demand for Toyota’s prod-  
ucts, economic conditions and others. Please see “Cautionary  
Statement with Respect to Forward-Looking Statements”.  
Annual Report 2008 • TOYOTA 83  
Financial Section  
Total expenditures for vehicles and equipment on operating  
leases were ¥1,279.4 billion during fiscal 2008, an increase of  
Marketable securities and other securities investments,  
including those included in current assets, decreased during fis-  
cal 2008 by ¥293.9 billion, or 6.9%, primarily reflecting the  
decrease in fair value of these securities and investments.  
Property, plant and equipment increased during fiscal 2008  
by ¥48.0 billion, or 0.6%, primarily reflecting an increase in capi-  
tal expenditures which was partially offset by the depreciation  
charges during the year and the impact of fluctuations in for-  
eign currency translation rates.  
Accounts payable increased during fiscal 2008 by ¥1.2 billion,  
or 0.1%, reflecting the impact of increased trading volumes off-  
set by the impact of fluctuations in foreign currency translation  
rates.  
Accrued expenses decreased during fiscal 2008 by ¥61.4 bil-  
lion, or 3.7%, reflecting the impact of fluctuations in foreign cur-  
rency translation rates offset by the increase in expenses due to  
the expansion of the business.  
Income taxes payable decreased during fiscal 2008 by ¥115.6  
billion, or 27.4%, principally as a result of the timing of cash pay-  
ments for income taxes.  
1.2% over the ¥1,264.3 billion in expenditures in the prior year.  
The increase in expenditures for vehicles and equipment on  
operating leases resulted primarily from business expansion in  
the financial services operations.  
Toyota expects investments in property, plant and equipment,  
excluding vehicles and equipment on operating leases, to be  
approximately ¥1,400.0 billion during fiscal 2009. Toyota’s expected  
capital expenditures include approximately ¥820.0 billion in Japan,  
¥320.0 billion in North America, ¥140.0 billion in Europe, ¥60.0  
billion in Asia and ¥60.0 billion in Other.  
Based on current available information, Toyota does not  
expect environmental matters to have a material impact on its  
financial position, results of operations, liquidity or cash flows  
during fiscal 2009. However, there exists a substantial amount of  
uncertainty with respect to Toyota’s obligations under current  
and future environment regulations as described in  
Information on the Company—Business Overview—  
Governmental Regulations, Environmental and Safety  
Standards”.  
Cash and cash equivalents were ¥1,628.5 billion at March 31,  
Toyota’s total borrowings increased during fiscal 2008 by  
¥81.0 billion, or 0.7%. Toyota’s short-term borrowings consist of  
loans with a weighted-average interest rate of 3.36% and com-  
mercial paper with a weighted-average interest rate of 3.76%.  
Short-term borrowings increased during fiscal 2008 by ¥55.4 bil-  
lion, or 1.6%, to ¥3,552.7 billion. Toyota’s long-term debt con-  
sists of unsecured and secured loans, medium-term notes,  
2
008. Most of Toyota’s cash and cash equivalents are held in  
Japanese yen and in U.S. dollars. In addition, time deposits  
were ¥134.7 billion and marketable securities were ¥542.2 billion  
at March 31, 2008.  
Liquid assets, which Toyota defines as cash and cash equiva-  
lents, time deposits, marketable debt securities and its invest-  
ment in monetary trust funds, decreased during fiscal 2008 by  
¥
24.3 billion, or 0.5%, to ¥4,480.9 billion.  
Trade accounts and notes receivable, net increased during  
Net Cash Provided by  
Operating Activities and  
Free Cash Flow*  
Capital Expenditures for  
Property, Plant and Equip-  
ment* and Depreciation  
fiscal 2008 by ¥16.4 billion, or 0.8%, to ¥2,040.2 billion, reflecting  
the impact of increased revenues and offset by the impact of  
fluctuations in foreign currency translation rates.  
(¥ Billion)  
(¥ Billion)  
1,600  
4
3
2
,000  
,000  
,000  
Inventories increased during fiscal 2008 by ¥21.8 billion, or  
1.2%, to ¥1,825.7 billion, reflecting the impact of increased vol-  
umes offset by the impact of fluctuations in foreign currency  
translation rates.  
1,200  
800  
400  
0
Total finance receivables, net increased during fiscal 2008 by  
272.8 billion, or 2.7%, to ¥10,275.8 billion. The increase in  
¥
finance receivables, net resulted from the increase in wholesale,  
the increase in other dealer loans including real estate loans  
and working capital financing provided to dealers, and the  
increase in finance leases offset by the impact of fluctuations in  
foreign currency translation rates. As of March 31, 2008, finance  
receivables were geographically distributed as follows: in North  
America 61.9%, in Europe 13.1%, in Japan 12.6%, in Asia 4.0%  
and in Other 8.4%. Toyota maintains programs to sell finance  
receivables through special purpose entities and obtained pro-  
ceeds from securitization transactions, net of purchased and  
retained interests which totaled ¥91.3 billion during fiscal 2008.  
1,000  
0
FY  
’04 ’05 ’06 ’07 ’08  
FY  
’04 ’05 ’06 ’07 ’08  
Net cash provided by  
operating activities  
Capital expenditures  
Depreciation  
Free cash flow  
*
Excluding vehicles and equipment  
on operating leases  
*
(Net cash provided by operating  
activities)  
(Capital expenditures for property,  
plant and equipment, excluding  
vehicles and equipment on  
operating leases)  
84  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
unsecured notes and long-term capital lease obligations with  
interest rates ranging from 0.17% to 28.00%, and maturity dates  
ranging from 2008 to 2047. The current portion of long-term  
debt increased during fiscal 2008 by ¥307.3 billion, or 13.0%, to  
Japanese subsidiaries. The unfunded amounts will be funded  
through future cash contributions by Toyota or in some cases  
will be funded on the retirement date of each covered employ-  
ee. The unfunded pension liabilities increased in fiscal 2008  
compared to the prior year mainly due to the decrease in the  
market value of plan assets. See note 19 to the consolidated  
financial statements regarding employee benefit plans.  
¥
¥
2,675.4 billion and the non-current portion decreased by  
281.6 billion, or 4.5%, to ¥5,981.9 billion. The increase in total  
borrowings reflects the expansion of the financial services oper-  
ations. As of March 31, 2008, approximately 34% of long-term  
debt was denominated in U.S. dollars, 24% in Japanese yen,  
Toyota’s treasury policy is to maintain controls on all expo-  
sures, to adhere to stringent counterparty credit standards, and  
to actively monitor marketplace exposures. Toyota remains cen-  
tralized, and is pursuing global efficiency of its financial services  
operations through Toyota Financial Services Corporation.  
The key element of Toyota’s financial policy is maintaining 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 main-  
tains sufficient liquidity for its present requirements and that by  
maintaining its high credit ratings, it will continue to be able to  
access funds from external sources in large amounts and at rel-  
atively low costs. Toyota’s ability to maintain its high credit rat-  
ings 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 implemen-  
tation of its business strategy.  
10% in euros and 32% in other currencies. Toyota hedges fixed  
rate exposure by entering into interest rate swaps. There are no  
material seasonal variations in Toyota’s borrowings requirements.  
As of March 31, 2008, Toyota’s total interest bearing debt  
was 102.9% of total shareholders’ equity, compared to 102.5%  
as of March 31, 2007.  
Toyota’s long-term debt was rated “AAA” by Standard &  
Poor’s Ratings Group, “Aaa” by Moody’s Investors Services and  
3
AAA” by Rating and Investment Information, Inc. as of March  
1, 2008. These ratings represent the highest long-term debt  
ratings published by each of the 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 unfunded pension liabilities increased during fiscal  
2
008 by ¥128.6 billion, or 45.5%, to ¥411.1 billion. The unfunded  
pension liabilities relate primarily to the parent company and its  
Cash and Cash Equivalents  
at End of Year  
Liquid Assets*  
Shareholders’ Equity  
and Equity Ratio  
(
¥ Billion)  
(¥ Billion)  
5,000  
(¥ Billion)  
15,000  
(%)  
100  
2
1
1
,000  
,500  
,000  
4,000  
3,000  
2,000  
1,000  
0
12,000  
9,000  
6,000  
3,000  
0
80  
60  
40  
20  
0
5
00  
0
FY  
’04 ’05 ’06 ’07 ’08  
FY  
’04 ’05 ’06 ’07 ’08  
FY  
’04 ’05 ’06 ’07 ’08  
*
Cash and cash equivalents, time  
deposits, marketable debt  
securities and investment in  
monetary trust funds  
Equity ratio (Right scale)  
Annual Report 2008 • TOYOTA 85  
Financial Section  
financing to various multi-franchise dealer organizations,  
referred to as dealer groups, often as part of a lending consor-  
tium, for wholesale inventory financing, business acquisitions,  
facilities refurbishment, real estate purchases, and working capi-  
tal requirements. Toyota’s outstanding credit facilities with  
dealers totaled ¥1,715.0 billion as of March 31, 2008.  
Off-Balance Sheet Arrangements  
Toyota uses its securitization program as part of its funding for  
its financial services operations. See note 7 to the consolidated  
financial statements regarding the finance receivables.  
Lending Commitments  
Guarantees  
Credit Facilities with Credit Card Holders  
Toyota’s financial services operation issues credit cards to cus-  
tomers. As customary for credit card businesses, Toyota main-  
tains 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’s 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 appropriate, these credit limits. Outstanding  
credit facilities with credit card holders were ¥1,967.0 billion as  
of March 31, 2008.  
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, 2008, ranged 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 pay-  
ments. The maximum potential amount of future payments as  
of March 31, 2008 is ¥1,460.3 billion. Liabilities for these guaran-  
tees of ¥3.9 billion have been provided as of March 31, 2008.  
Under these guarantee contracts, Toyota is entitled to recover  
any amounts paid by it from the customers whose obligations it  
guaranteed.  
Credit Facilities with Dealers  
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 collater-  
alized 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 typi-  
cally collateralized or guaranteed, the value of the underlying  
collateral or guarantees may not be sufficient to cover Toyota’s  
exposure under such agreements. Toyota prices the credit facil-  
ities according to the risks assumed in entering into the credit  
facility. Toyota’s financial services operation also provides  
Contractual Obligations and Commitments  
For information regarding debt obligations, capital lease oblig-  
ations, operating lease obligations 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  
addition, as part of Toyota’s normal business practices, Toyota  
enters into long-term arrangements with suppliers for purchas-  
es of certain raw materials, components and services. These  
arrangements may contain fixed/minimum quantity purchase  
requirements. Toyota enters into such arrangements to facili-  
tate an adequate supply of these materials and services.  
The following tables summarize Toyota’s contractual obligations and commercial commitments as of March 31, 2008:  
Yen in millions  
Payments Due by Period  
Total  
Less than 1 year  
1 to 3 years  
3 to 5 years 5 years and after  
Contractual Obligations:  
Short-term borrowings (note 13)  
Loans ............................................................................................  
Commercial paper.......................................................................  
Long-term debt* (note 13)..............................................................  
Capital lease obligations (note 13) ................................................  
Non-cancelable operating lease obligations (note 22)................  
Commitments for the purchase of property,  
¥ 1,226,717  
2,326,004  
8,613,799  
43,563  
¥1,226,717  
2,326,004  
2,668,022  
7,409  
¥
¥
¥
3,418,054  
31,912  
16,293  
1,376,392  
2,963  
1,151,331  
1,279  
54,451  
11,335  
10,439  
16,384  
plant and other assets (note 23)...................................................  
Total..............................................................................................  
173,720  
122,833  
15,682  
17,560  
17,645  
¥12,438,254  
¥6,362,320  
¥3,481,941  
¥1,407,354  
¥1,186,639  
*
“Long-term debt” represents future principal payments.  
86  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Toyota is unable to make reasonable estimates of the period of cash settlement, and accordingly liabilities recognized for uncertain  
tax benefits are excluded from the table above. See note 16 to the consolidated financial statements regarding the income taxes.  
Toyota expects to contribute ¥153,030 million to its pension plans in fiscal 2009.  
Yen in millions  
Total  
Amount of Commitment Expiration Per Period  
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) .................................. ¥1,460,362  
Total Commercial Commitments.................................................. ¥1,460,362  
¥439,974  
¥439,974  
¥667,914  
¥667,914  
¥273,575  
¥273,575  
¥78,899  
¥78,899  
Related Party Transactions  
Recent Accounting Pronouncements in the United States  
Toyota does not have any significant related party transactions  
other than transactions with affiliated companies in the ordinary  
course of business as described in note 12 to the consolidated  
financial statements.  
In September 2006, FASB issued FAS No. 157, Fair Value  
Measurements (“FAS 157”), which defines fair value, establishes  
a framework for measuring fair value and expands disclosures  
about fair value measurements. FAS 157 is effective for financial  
statements issued for fiscal year beginning after November 15,  
2
007. Management does not expect this Statement to have a  
Legislation Regarding End-of-Life Vehicles  
material impact on Toyota’s consolidated financial statements.  
In September 2006, FASB issued FAS No. 158, Employers’  
Accounting for Defined Benefit Pension and Other  
Postretirement Plans—an amendment of FASB Statements No.  
87, 88, 106, and 132(R) (“FAS 158”). FAS 158 requires employers  
to measure the funded status of their defined benefit postre-  
tirement plans as of the date of their year-end statement of  
financial position. This provision in FAS 158 regarding a mea-  
surement date is effective for fiscal year ending after December  
15, 2008. Management does not expect this provision to have a  
material impact on Toyota’s consolidated financial statements.  
In February 2007, FASB issued FAS No. 159, The Fair Value  
Option for Financial Assets and Financial Liabilities—Including  
an amendment of FASB Statement No. 115 (“FAS 159”). FAS  
159 permits entities to measure many financial instruments and  
certain other assets and liabilities at fair value on an instrument-  
by-instrument basis and subsequent change in fair value must  
be recorded in earnings at each reporting date. FAS 159 is  
effective for fiscal year beginning after November 15, 2007.  
Management is evaluating the impact of adopting FAS 159 on  
Toyota’s consolidated financial statements.  
In October 2000, the European Union enforced a directive that  
requires member states to promulgate regulations implementing  
the following:  
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;  
vehicles type-approved and put on the market after December  
1
5, 2008 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  
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 to 85% and 95%, respectively, by 2015.  
See note 23 to the consolidated financial statements for fur-  
ther discussion.  
Annual Report 2008 • TOYOTA 87  
Financial Section  
In December 2007, FASB issued FAS No. 141(R), Business  
Combinations (“FAS 141(R)”). FAS 141(R) establishes principles  
and requirements for how the acquirer recognizes and mea-  
sures the identifiable assets acquired, the liabilities assumed,  
any noncontrolling interest, and the goodwill acquired in a busi-  
ness combination or a gain from a bargain purchase. Also, FAS  
location of the sale and other factors. All product warranties are  
consistent with commercial practices. Toyota includes a provi-  
sion 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 of product failures as well as cur-  
rent 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 inher-  
ently 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.  
1
41(R) provides several new disclosure requirements that  
enable users of the financial statements to evaluate the nature  
and financial effects of the business combination. FAS 141(R) is  
effective to business combinations on and after the beginning  
of fiscal year beginning on or after December 15, 2008. The  
impact of adopting FAS 141(R) on Toyota’s consolidated finan-  
cial statements will depend on the nature and significance of  
any acquisitions in the future period.  
In December 2007, FASB issued FAS No. 160, Noncontrolling  
Interests in Consolidated Financial Statements—an amendment  
of “ARB” No. 51 (“FAS 160”). FAS 160 amends the guidance in  
Accounting Research Bulletin (“ARB”) No. 51, Consolidated  
Financial Statements (“ARB 51”), to establish accounting and  
reporting standards for the noncontrolling interest in a sub-  
sidiary and for the deconsolidation of a subsidiary. FAS 160 is  
effective for fiscal years beginning on or after December 15,  
 Allowance for Doubtful Accounts and Credit Losses  
• Natures of Estimates and Assumptions  
2
008. The presentation and disclosure requirements shall be  
Sales financing and finance lease receivables consist of retail  
installment sales contracts secured by passenger cars and com-  
mercial 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 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 evalua-  
tion process, historical loss experience, the size and composition  
of the portfolios, current economic events and conditions, the  
estimated fair value, 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 be necessary due to (i) changes in management estimates  
and assumptions about asset impairments, (ii) information that  
indicates changes in expected future cash flows, or (iii) changes in  
economic and other events and conditions. 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 has  
a greater impact on Toyota’s results of operations, is influenced  
applied retrospectively for all periods presented in the consoli-  
dated financial statements in which FAS 160 is initially applied.  
Management is evaluating the impact of adopting FAS 160 on  
Toyota’s consolidated financial statements.  
In March 2008, FASB issued FAS No. 161, Disclosures about  
Derivative Instruments and Hedging Activities— an amendment  
of FASB Statement No. 133 (“FAS 161”). FAS 161 changes and  
enhances the current disclosure requirements for derivative  
instruments and hedging activities under FAS 133. FAS 161 is  
effective for financial statements for fiscal years beginning after  
November 15, 2008. Management does not expect this  
Statement to have a material impact on Toyota’s consolidated  
financial statements.  
Critical Accounting Estimates  
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 lia-  
bilities at the date of the financial statements and the reported  
amounts of revenues and expenses during the periods present-  
ed. Toyota believes that of its significant accounting policies,  
the following may involve a higher degree of judgments, esti-  
mates and assumptions:  
Product Warranty  
Toyota generally warrants its products against certain manufac-  
turing 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  
88  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
primarily by two factors: frequency of occurrence and severity of  
loss. For evaluation purposes, exposures to credit loss are seg-  
mented into the two primary categories of “consumer” and  
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 peri-  
od. A higher rate of vehicle returns exposes Toyota to higher  
potential losses incurred at lease termination. Severity of loss is  
the extent to which the end-of-term market value of a lease is  
less than its carrying value at lease end.  
dealer”. Toyota’s consumer portfolio consists of smaller bal-  
ances that are homogenous retail finance receivables and lease  
earning assets. The dealer portfolio consists of wholesale and  
other dealer financing receivables. 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  
• Sensitivity Analysis  
The level of credit losses, which could significantly impact  
Toyota’s results of operations, is influenced primarily by two fac-  
tors: frequency of occurrence and severity of loss. The overall  
allowance for credit losses is evaluated at least quarterly, consid-  
ering 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 severity of loss, which we believe is one of the key criti-  
cal 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.  
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 residual value losses, holding all  
other assumptions constant. The following table represents the  
impact on the residual value losses in Toyota’s financial services  
operations as those changes have a significant impact on  
financing operations.  
Yen in millions  
Effect on the residual  
value losses over  
the remaining terms  
of the operating leases  
on and after April 1, 2008  
1 percent increase in vehicle return rate..............  
¥1,202  
Yen in millions  
Impairment of Long-Lived Assets  
Effect on the allowance  
for credit losses  
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 circum-  
stances 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 rea-  
sonable. 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.  
as of March 31, 2008  
1
0 percent increase in expected severity of loss....  
¥6,713  
Investment in Operating Leases  
Natures of Estimates and Assumptions  
Vehicles on operating leases, where Toyota is the lessor, are  
valued at cost and depreciated over their estimated useful lives  
using the straight-line method to their estimated residual values.  
Toyota utilizes industry published information and its own histor-  
ical 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 pres-  
sure. 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 determina-  
tion of the contractual residual value are still considered reason-  
able. Factors affecting the estimated residual value at lease  
maturity include, but are not limited to, new vehicle incentive  
 Pension Costs and Obligations  
• Natures of Estimates and Assumptions  
Pension costs and obligations are dependent on assumptions  
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 assumptions are accumulated and  
amortized over future periods and, therefore, generally affect  
recognized expense in future periods. While management  
believes that the assumptions used are appropriate, differences  
in actual experience or changes in assumptions may affect  
Toyota’s pension costs and obligations.  
Annual Report 2008 • TOYOTA 89  
Financial Section  
The two most critical assumptions impacting the calculation  
of pension costs and obligations are the discount rates and the  
expected rates of returns on plan assets. Toyota determines the  
discount rates mainly based on the rates of high quality fixed  
income bonds or fixed income governmental bonds currently  
available and expected to be available during the period to  
maturity of the defined benefit pension plans. Toyota deter-  
mines the expected rates of return for pension assets after con-  
sidering 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 management, and forecasted market conditions.  
A weighted-average discount rate of 2.7% and a weighted-aver-  
age expected rate of return on plan assets of 3.4% are the  
results of assumption used for the various pension plans in cal-  
culating Toyota’s consolidated pension costs for fiscal 2008.  
Also, a weighted-average discount rate of 2.8% is the result of  
assumption used for the various pension plans in calculating  
Toyota’s consolidated pension obligations for fiscal 2008.  
 Marketable Securities  
Toyota’s accounting policy is to record a write-down of such  
investments to net 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 invest-  
ment in the company for a period of time sufficient to allow for  
any anticipated recovery in market value.  
Market Risk Disclosures  
Toyota is exposed to market risk from changes in foreign cur-  
rency exchange rates, interest rates, certain commodity 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.  
A description of Toyota’s accounting policies for derivative  
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 recog-  
nizes the unpredictability of financial markets and seeks to reduce  
the potentially adverse effects on Toyota’s operating results.  
The financial instruments included in the market risk analysis  
consist of all of Toyota’s cash and cash equivalents, marketable  
securities, finance receivables, securities investments, long-term  
and short-term debt and all derivative 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 agree-  
ments 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.  
Sensitivity Analysis  
The following table illustrates the effects of assumed changes in  
weighted-average discount rate and the weighted-average  
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.  
Yen in millions  
Effect on pre-tax income  
for the year ending  
March 31, 2009  
Effect on PBO  
as of March 31, 2008  
Discount rates  
0
.5% decrease............  
.5% increase .............  
¥(12,386)  
12,028  
¥127,310  
(109,674)  
0
Expected rate of return  
on plan assets  
0
.5% decrease............  
.5% increase .............  
¥(6,410)  
6,410  
0
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 continues to  
evolve. In addition, there are significant judgments and esti-  
mates involved in the estimating of fair value in the absence of  
quoted market values. These estimates are based upon valua-  
tion methodologies deemed appropriate under the circum-  
stances. However, the use of different assumptions may have a  
material effect on the estimated fair value amounts.  
Foreign Currency Exchange Rate Risk  
Toyota has foreign currency exposures related to buying, sell-  
ing 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 currency exposures relate to  
the U.S. dollar and the euro.  
90  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Toyota uses a value-at-risk analysis (“VAR”) to evaluate its  
 Equity Price Risk  
exposure to changes in foreign currency exchange rates. The  
VAR of the combined foreign exchange position represents a  
potential loss in pre-tax earnings that was estimated to be  
Toyota holds investments in various available-for-sale equity  
securities that are subject to price risk. The fair value of available-  
for-sale equity securities was ¥1,679.8 billion as of March 31,  
2007 and ¥1,177.0 billion as of March 31, 2008. The potential  
change in the fair value of these investments, assuming a 10%  
change in prices, would be approximately ¥168.0 billion as of  
March 31, 2007 and ¥117.7 billion as of March 31, 2008.  
¥
3
33.1 billion as of March 31, 2007 and ¥44.3 billion as of March  
1, 2008. Based on Toyota's overall currency exposure (includ-  
ing derivative positions), the risk during the year ended March  
1, 2008 to pre-tax cash flow from currency movements was on  
average ¥47.0 billion, with a high of ¥53.8 billion and a low of  
3
¥41.9 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.  
Interest Rate Risk  
Toyota is subject to market risk from exposures to changes in  
interest rates based on its financing, investing and cash man-  
agement activities. Toyota enters into various financial instru-  
ment transactions to maintain the desired level of exposure to  
the risk of interest rate fluctuations and to minimize interest  
expense. The potential decrease in fair value resulting from a  
hypothetical 100 basis point upward shift in interest rates would  
be approximately ¥99.5 billion as of March 31, 2007 and ¥110.6  
billion as of March 31, 2008.  
There are certain shortcomings inherent to the sensitivity  
analyses presented. The model assumes that 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 peri-  
ods to repricing, they may not react correspondingly to  
changes in market interest rates. Also, the interest rates on cer-  
tain types of assets and liabilities may fluctuate with changes in  
market interest rates, while interest rates on other types of  
assets may lag behind changes in market rates. Finance receiv-  
ables are less susceptible to prepayments when interest rates  
change and, as a result, Toyota’s model does not address pre-  
payment 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.  
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 alloys (e.g., aluminum), precious metals (e.g., palladium,  
platinum and rhodium) and ferrous alloys, which Toyota uses in  
the production of motor vehicles. Toyota does not use deriva-  
tive instruments to hedge the price risk associated with the pur-  
chase of those commodities and controls its commodity price  
risk by holding minimum stock levels.  
Annual Report 2008 • TOYOTA 91  
Financial Section  
Consolidated Balance Sheets  
Toyota Motor Corporation  
March 31, 2007 and 2008  
U.S. dollars  
in millions  
Yen in millions  
ASSETS  
2007  
2008  
2008  
Current assets  
Cash and cash equivalents............................................................................... ¥ 1,900,379  
¥ 1,628,547  
134,773  
$ 16,255  
1,345  
Time deposits....................................................................................................  
Marketable securities .......................................................................................  
Trade accounts and notes receivable, less allowance for doubtful  
accounts of ¥24,782 million in 2007 and ¥17,471 million  
26,709  
435,463  
542,210  
5,412  
(
$175 million) in 2008 ......................................................................................  
2,023,818  
4,108,139  
486,170  
1,803,956  
551,503  
2,040,233  
4,301,142  
523,533  
1,825,716  
563,220  
20,364  
42,930  
5,225  
18,222  
5,621  
Finance receivables, net...................................................................................  
Other receivables..............................................................................................  
Inventories.........................................................................................................  
Deferred income taxes.....................................................................................  
Prepaid expenses and other current assets ...................................................  
544,274  
526,853  
5,259  
Total current assets................................................................................... 11,880,411  
12,086,227  
120,633  
Noncurrent finance receivables, net................................................................  
5,894,925  
5,974,756  
59,634  
Investments and other assets  
Marketable securities and other securities investments................................  
Affiliated companies.........................................................................................  
Employees receivables.....................................................................................  
Other..................................................................................................................  
Total investments and other assets.........................................................  
3,829,852  
2,058,177  
96,742  
1,050,633  
7,035,404  
3,429,238  
2,098,556  
70,776  
986,765  
6,585,335  
34,227  
20,946  
707  
9,849  
65,729  
Property, plant and equipment  
Land ...................................................................................................................  
Buildings............................................................................................................  
Machinery and equipment...............................................................................  
Vehicles and equipment on operating leases................................................  
Construction in progress..................................................................................  
1,233,137  
3,444,764  
9,184,751  
2,890,369  
349,465  
1,262,034  
3,580,607  
9,270,650  
2,922,325  
360,620  
12,597  
35,738  
92,531  
29,168  
3,599  
1
7,102,486  
17,396,236  
(9,584,234)  
7,812,002  
¥32,458,320  
173,633  
(95,661)  
77,972  
Less—Accumulated depreciation ................................................................... (9,338,447)  
Property, plant and equipment, net........................................................ 7,764,039  
Total assets............................................................................................... ¥32,574,779  
$323,968  
The accompanying notes are an integral part of these consolidated financial statements.  
92  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
U.S. dollars  
in millions  
Yen in millions  
LIABILITIES AND SHAREHOLDERS’ EQUITY  
Current liabilities  
2007  
2008  
2008  
Short-term borrowings ..................................................................................... ¥ 3,497,391  
¥ 3,552,721  
2,675,431  
2,212,773  
806,514  
$ 35,460  
26,703  
22,086  
8,050  
Current portion of long-term debt..................................................................  
Accounts payable .............................................................................................  
Other payables..................................................................................................  
Accrued expenses.............................................................................................  
Income taxes payable.......................................................................................  
Other current liabilities.....................................................................................  
2,368,116  
2,211,586  
807,481  
1,668,337  
421,196  
1,606,964  
305,592  
780,747  
16,039  
3,050  
7,793  
793,063  
Total current liabilities.............................................................................. 11,767,170  
11,940,742  
119,181  
Long-term liabilities  
Long-term debt.................................................................................................  
Accrued pension and severance costs............................................................  
Deferred income taxes.....................................................................................  
Other long-term liabilities................................................................................  
Total long-term liabilities .........................................................................  
6,263,585  
640,586  
1,312,400  
126,702  
5,981,931  
632,297  
1,099,006  
278,150  
59,706  
6,311  
10,969  
2,777  
8,343,273  
7,991,384  
79,763  
Minority interest in consolidated subsidiaries...............................................  
628,244  
656,667  
6,554  
Shareholders’ equity  
Common stock, no par value,  
authorized: 10,000,000,000 shares in 2007 and 2008;  
issued: 3,609,997,492 shares in 2007 and  
3
,447,997,492 shares in 2008 .............................................................  
397,050  
497,593  
397,050  
497,569  
3,963  
4,966  
Additional paid-in capital.................................................................................  
Retained earnings............................................................................................. 11,764,713  
12,408,550  
(241,205)  
123,850  
(2,407)  
Accumulated other comprehensive income (loss).........................................  
Treasury stock, at cost, 412,060,800 shares in 2007 and  
701,390  
2
98,717,640 shares in 2008............................................................................. (1,524,654)  
Total shareholders’ equity........................................................................ 11,836,092  
(1,192,437)  
11,869,527  
(11,902)  
118,470  
Commitments and contingencies  
Total liabilities and shareholders’ equity............................................ ¥32,574,779  
¥32,458,320  
$323,968  
The accompanying notes are an integral part of these consolidated financial statements.  
Annual Report 2008 • TOYOTA 93  
Financial Section  
Consolidated Statements of Income  
Toyota Motor Corporation  
For the years ended March 31, 2006, 2007 and 2008  
U.S. dollars  
in millions  
Yen in millions  
2007  
2006  
2008  
2008  
Net revenues  
Sales of products .................................................................... ¥20,059,493  
¥22,670,097  
1,277,994  
¥24,820,510  
1,468,730  
$247,734  
14,660  
Financing operations..............................................................  
977,416  
21,036,909  
23,948,091  
26,289,240  
262,394  
Costs and expenses  
Cost of products sold............................................................. 16,335,312  
18,356,255  
872,138  
2,481,015  
21,709,408  
20,452,338  
1,068,015  
2,498,512  
24,018,865  
204,135  
10,660  
24,938  
239,733  
Cost of financing operations .................................................  
Selling, general and administrative.......................................  
609,632  
2,213,623  
9,158,567  
1
Operating income.....................................................................  
1,878,342  
2,238,683  
2,270,375  
22,661  
Other income (expense)  
Interest and dividend income................................................  
Interest expense .....................................................................  
Foreign exchange gain, net...................................................  
Other income, net ..................................................................  
93,970  
(21,601)  
10,789  
131,939  
(49,326)  
33,005  
28,215  
143,833  
165,676  
(46,113)  
9,172  
38,112  
166,847  
1,654  
(460)  
91  
380  
1,665  
125,860  
209,018  
Income before income taxes, minority interest and  
equity in earnings of affiliated companies.........................  
Provision for income taxes......................................................  
2,087,360  
795,153  
2,382,516  
898,312  
2,437,222  
911,495  
24,326  
9,098  
Income before minority interest and equity  
in earnings of affiliated companies .....................................  
1,292,207  
(84,393)  
164,366  
1,484,204  
(49,687)  
1,525,727  
(77,962)  
15,228  
(778)  
Minority interest in consolidated subsidiaries.....................  
Equity in earnings of affiliated companies...........................  
209,515  
270,114  
2,696  
Net income........................................................................ ¥ 1,372,180  
¥ 1,644,032  
¥ 1,717,879  
$ 17,146  
Yen  
U.S. dollars  
Net income per share  
Basic.....................................................................................  
Diluted.................................................................................  
¥421.76  
¥421.62  
¥512.09  
¥511.80  
¥540.65  
¥540.44  
$5.40  
$5.39  
Cash dividends per share ........................................................  
¥ 90.00  
¥120.00  
¥140.00  
$1.40  
The accompanying notes are an integral part of these consolidated financial statements.  
94  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Consolidated Statements of Shareholders’ Equity  
Toyota Motor Corporation  
For the years ended March 31, 2006, 2007 and 2008  
Yen in millions  
Accumulated  
other  
comprehensive  
income (loss)  
Additional  
paid-in  
capital  
Treasury  
stock,  
at cost  
Total  
shareholders’  
equity  
Common  
stock  
Retained  
earnings  
Balances at March 31, 2005 ................................................ ¥397,050  
Issuance during the year ........................................................  
Comprehensive income  
¥495,707  
(457)  
¥ 9,332,176  
¥ (80,660)  
¥(1,099,323) ¥ 9,044,950  
(457)  
Net income..........................................................................  
Other comprehensive income  
Foreign currency translation adjustments.....................  
Unrealized gains on securities,  
1,372,180  
1,372,180  
268,410  
268,410  
net of reclassification adjustments ..............................  
Minimum pension liability adjustments ........................  
Total comprehensive income.............................................  
Dividends paid ........................................................................  
Purchase and reissuance of common stock..........................  
Balances at March 31, 2006 ................................................ 397,050  
Issuance during the year ........................................................  
Comprehensive income  
244,629  
4,937  
244,629  
4,937  
1,890,156  
(244,568)  
(129,632)  
10,560,449  
2,343  
(244,568)  
(129,632)  
(1,228,955)  
495,250  
2,343  
10,459,788  
437,316  
Net income..........................................................................  
Other comprehensive income  
Foreign currency translation adjustments.....................  
Unrealized gains on securities,  
1,644,032  
1,644,032  
130,746  
130,746  
net of reclassification adjustments ..............................  
Minimum pension liability adjustments ........................  
Total comprehensive income.............................................  
Adjustment to initially apply FAS No. 158 ............................  
Dividends paid ........................................................................  
Purchase and reissuance of common stock..........................  
Balances at March 31, 2007 ................................................ 397,050  
Issuance during the year ........................................................  
Comprehensive income  
38,800  
3,499  
38,800  
3,499  
1,817,077  
91,029  
(339,107)  
(295,699)  
11,836,092  
3,475  
91,029  
(339,107)  
(295,699)  
(1,524,654)  
497,593  
3,475  
11,764,713  
701,390  
Net income..........................................................................  
Other comprehensive income (loss)  
Foreign currency translation adjustments.....................  
Unrealized losses on securities,  
1,717,879  
1,717,879  
(461,189)  
(461,189)  
net of reclassification adjustments ..............................  
Pension liability adjustments..........................................  
Total comprehensive income.............................................  
Dividends paid ........................................................................  
Purchase and reissuance of common stock..........................  
Retirement of common stock.................................................  
Balances at March 31, 2008 ................................................ ¥397,050  
(347,829)  
(133,577)  
(347,829)  
(133,577)  
775,284  
(430,860)  
(314,464)  
(430,860)  
(314,464)  
646,681  
¥(1,192,437)  
(3,499)  
¥497,569  
(643,182)  
¥12,408,550  
¥(241,205)  
¥11,869,527  
U.S. dollars in millions  
Accumulated  
other  
comprehensive  
income (loss)  
Additional  
paid-in  
capital  
Treasury  
stock,  
at cost  
Total  
shareholders’  
equity  
Common  
stock  
Retained  
earnings  
Balances at March 31, 2007.............................................  
Issuance during the year.....................................................  
Comprehensive income  
$3,963  
$4,966  
35  
$117,424  
$7,001  
$(15,218)  
$118,136  
35  
Net income.....................................................................  
Other comprehensive income (loss)  
Foreign currency translation adjustments ...................  
Unrealized losses on securities,  
17,146  
17,146  
(4,603)  
(4,603)  
net of reclassification adjustments ............................  
Pension liability adjustments.......................................  
Total comprehensive income..........................................  
Dividends paid ...................................................................  
Purchase and reissuance of common stock........................  
Retirement of common stock .............................................  
Balances at March 31, 2008.............................................  
(3,472)  
(1,333)  
(3,472)  
(1,333)  
7,738  
(4,300)  
(3,139)  
(4,300)  
(3,139)  
6,455  
$(11,902)  
(35)  
$4,966  
(6,420)  
$123,850  
$3,963  
$(2,407)  
$118,470  
The accompanying notes are an integral part of these consolidated financial statements.  
Annual Report 2008 • TOYOTA 95  
Financial Section  
Consolidated Statements of Cash Flows  
Toyota Motor Corporation  
For the years ended March 31, 2006, 2007 and 2008  
U.S. dollars  
in millions  
Yen in millions  
2007  
2006  
2008  
2008  
Cash flows from operating activities  
Net income......................................................................................... ¥ 1,372,180  
Adjustments to reconcile net income to net cash  
provided by operating activities  
¥ 1,644,032  
¥ 1,717,879  
$ 17,146  
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  
1,211,178  
62,646  
23,860  
54,981  
4,163  
33,262  
84,393  
(164,366)  
1,382,594  
71,862  
(32,054)  
50,472  
4,614  
132,308  
49,687  
1,491,135  
122,790  
(54,341)  
45,437  
11,346  
81,458  
77,962  
(270,114)  
14,883  
1,226  
(542)  
454  
113  
813  
778  
(2,696)  
(209,515)  
Increase in accounts and notes receivable..............................  
Increase in inventories...............................................................  
Increase 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 ..........................  
(297,598)  
(248,823)  
(89,723)  
188,702  
54,052  
203,075  
23,498  
2,515,480  
(212,856)  
(133,698)  
(108,767)  
104,188  
74,255  
264,490  
156,561  
3,238,173  
(206,793)  
(149,984)  
(82,737)  
62,241  
(118,030)  
206,911  
46,464  
(2,064)  
(1,497)  
(826)  
621  
(1,178)  
2,065  
464  
2,981,624  
29,760  
Cash flows from investing activities  
Additions to finance receivables...................................................... (6,618,335)  
(7,489,096)  
6,190,661  
84,083  
(8,647,717)  
7,223,573  
109,124  
(86,313)  
72,099  
1,089  
Collection of finance receivables .....................................................  
Proceeds from sale of finance receivables......................................  
Additions to fixed assets excluding equipment  
5,635,754  
102,854  
leased to others............................................................................... (1,523,459)  
Additions to equipment leased to others ....................................... (1,106,425)  
Proceeds from sales of fixed assets excluding  
(1,425,814)  
(1,264,381)  
(1,480,570)  
(1,279,405)  
(14,778)  
(12,770)  
equipment leased to others ...........................................................  
Proceeds from sales of equipment leased to others......................  
Purchases of marketable securities and security investments.......  
Proceeds from sales of marketable securities and  
89,578  
390,205  
(957,296)  
64,421  
321,761  
(1,068,205)  
67,551  
375,881  
(1,151,640)  
674  
3,752  
(11,495)  
security investments ........................................................................  
Proceeds upon maturity of marketable securities and  
security investments ........................................................................  
Payment for additional investments in affiliated companies,  
net of cash acquired........................................................................  
Changes in investments and other assets, and other ....................  
157,707  
533,325  
148,442  
676,729  
165,495  
821,915  
1,652  
8,204  
(1,802)  
(77,606)  
(1,651)  
(51,328)  
(4,406)  
(74,687)  
(44)  
(745)  
Net cash used in investing activities .................................... (3,375,500)  
(3,814,378)  
(3,874,886)  
(38,675)  
Cash flows from financing activities  
Purchase of common stock...............................................................  
Proceeds from issuance of long-term debt.....................................  
(129,629)  
1,928,788  
(295,699)  
2,890,000  
(1,726,823)  
353,397  
(339,107)  
881,768  
(311,667)  
3,349,812  
(2,310,008)  
408,912  
(430,860)  
706,189  
(3,111)  
33,434  
(23,056)  
4,081  
(4,300)  
7,048  
Payments of long-term debt............................................................. (1,187,506)  
Increase in short-term borrowings ...................................................  
Dividends paid...................................................................................  
Net cash provided by financing activities............................  
Effect of exchange rate changes on cash and  
509,826  
(244,568)  
876,911  
cash equivalents.................................................................................  
Net increase (decrease) in cash and cash equivalents...................  
Cash and cash equivalents at beginning of year............................  
68,743  
85,634  
1,483,753  
25,429  
330,992  
1,569,387  
¥ 1,900,379  
(84,759)  
(271,832)  
1,900,379  
¥ 1,628,547  
(846)  
(2,713)  
18,968  
Cash and cash equivalents at end of year....................................... ¥ 1,569,387  
$ 16,255  
The accompanying notes are an integral part of these consolidated financial statements.  
96  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Notes to Consolidated Financial Statements  
Toyota Motor Corporation  
1. Nature of operations:  
Toyota is 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 financing, vehicle and equipment  
leasing and certain other financial services primarily to its deal-  
ers and their customers to support the sales of vehicles and  
other products manufactured by Toyota.  
2. Summary of significant accounting policies:  
The parent company and its subsidiaries in Japan maintain 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 accompanying consolidated financial  
statements to conform to accounting principles generally  
accepted in the United States of America.  
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 comprehen-  
sive income.  
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.  
Significant accounting policies after reflecting adjustments  
for the above are as follows:  
Revenue recognition  
Revenues from sales of vehicles and parts are generally recog-  
nized 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 substantively 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 deter-  
mined in the related incentive program.  
Revenues from the sales of vehicles under which Toyota con-  
ditionally 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 transactions are recorded as  
assets and are depreciated in accordance with Toyota’s depre-  
ciation policy.  
Basis of consolidation and accounting for investments  
in affiliated companies  
The consolidated financial statements include the accounts of  
the parent company and those of its majority-owned subsidiary  
companies. All significant intercompany transactions and  
accounts have been eliminated. Investments in affiliated com-  
panies in which Toyota exercises significant influence, but which  
it does not control, are stated at cost plus equity in undistrib-  
uted earnings. Consolidated net income includes Toyota’s  
equity in current earnings of such companies, after elimination  
of unrealized intercompany profits. Investments in non-public  
companies in which Toyota does not exercise significant influ-  
ence (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 Interpretation No. 46(R),  
Consolidation of Variable Interest Entities (revised December  
2
003)—an interpretation of ARB No. 51 (“FIN 46(R)”), are includ-  
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.  
ed in the consolidated financial statements, if applicable.  
Estimates  
The preparation of Toyota’s consolidated financial statements  
in conformity with accounting principles generally accepted in  
the United States of America requires management 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 sig-  
nificant estimates include: product warranties, allowance for  
doubtful accounts and credit losses, residual values for leased  
assets, impairment of long-lived assets, pension costs and  
obligations, fair value of derivative financial instruments and  
other-than-temporary losses on marketable securities.  
Toyota on occasion sells finance receivables in transactions  
subject to limited recourse provisions. These sales 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 fiscal year in which such sales occur.  
Other costs  
Advertising and sales promotion costs are expensed as  
incurred. Advertising costs were ¥397,599 million, ¥451,182 mil-  
lion and ¥484,508 million ($4,836 million) for the years ended  
March 31, 2006, 2007 and 2008, respectively.  
Toyota generally warrants its products against certain manu-  
facturing 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  
Translation of foreign currencies  
All asset and liability accounts of foreign subsidiaries and affili-  
ates are translated into Japanese yen at appropriate year-end  
current exchange rates and all income and expense accounts of  
Annual Report 2008 • TOYOTA 97  
Financial Section  
records a provision for estimated product warranty costs at the  
time the related sale is recognized 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.  
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 severi-  
ty. Other factors affecting collectibility are also evaluated in  
determining the amount to be provided.  
Losses are charged to the allowance when it has been deter-  
mined 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.  
Research and development costs are expensed as incurred  
and ¥812,648 million, ¥890,782 million and ¥958,882 million  
(
2
$9,571 million) for the years ended March 31, 2006, 2007 and  
008, respectively.  
Cash and cash equivalents  
Cash and cash equivalents include all highly liquid investments  
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.  
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 termina-  
tion. Toyota maintains an allowance to cover probable estimat-  
ed losses related to unguaranteed residual values on its owned  
portfolio. The allowance is evaluated considering projected  
vehicle return rates and projected loss severity. Factors consid-  
ered in the determination of projected return rates and loss  
severity include historical and market information on used vehi-  
cle sales, trends in lease returns and new car markets, and gen-  
eral economic conditions. Management evaluates the  
foregoing factors, develops several potential loss scenarios, and  
reviews allowance levels to determine whether reserves are  
considered 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.  
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 unrealized gains or losses included as a  
component of accumulated other comprehensive income in  
shareholders’ equity, net of applicable taxes. Individual securi-  
ties classified as available-for-sale are reduced to net realizable  
value for other-than-temporary declines in market value. 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. Realized gains and losses, which are determined on the  
average-cost method, are reflected in the statement of income  
when realized.  
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 compa-  
nies which is determined on the “specific identification” basis  
or “last-in, first-out” (“LIFO”) basis. Inventories valued on the  
LIFO basis totaled ¥357,055 million and ¥283,735 million ($2,832  
million) at March 31, 2007 and 2008, respectively. Had the “first-  
in, first-out” basis been used for those companies using the  
LIFO basis, inventories would have been ¥13,780 million and  
¥30,360 million ($303 million) higher than reported at March 31,  
2007 and 2008, respectively.  
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  
determined principally through the use of the latest financial  
information.  
Property, plant and equipment  
Finance receivables  
Property, plant and equipment are stated at cost. Major  
renewals and improvements are capitalized; minor replace-  
ments, maintenance and repairs are charged to current opera-  
tions. Depreciation of property, plant and equipment is mainly  
Finance receivables are recorded at the present value of the  
related future cash flows including residual values for finance  
leases.  
98  
TOYOTA Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
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 esti-  
mated useful lives of the respective assets according to general  
class, type of construction and use. The estimated useful lives  
range from 2 to 65 years for buildings and from 2 to 20 years for  
machinery and equipment.  
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 depreciated primarily on a straight-line  
method over the lease term, generally 5 years, to the estimated  
residual value.  
the overfunded or underfunded status of the defined benefit  
postretirement plans is recognized on the consolidated balance  
sheets as prepaid pension and severance costs or accrued pen-  
sion and severance costs, and the funded status change is rec-  
ognized in the year in which it occurs through comprehensive  
income. Prior to the adoption of FAS 158, a minimum pension  
liability had been recorded for plans where the accumulated  
benefit obligation net of plan assets exceeded the accrued  
pension and severance costs. After the adoption of FAS 158, a  
minimum pension liability is not recorded.  
Environmental matters  
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 esti-  
mated by using current technology available and various engi-  
neering, financial and legal specialists within Toyota based on  
current law. Such liabilities do not reflect any offset for possible  
recoveries from insurance companies and are not discounted.  
There were no material changes in these liabilities for all peri-  
ods presented.  
Long-lived assets  
Toyota reviews its long-lived assets 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 cash flows 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  
Income taxes  
Goodwill is not material to Toyota’s consolidated balance  
sheets.  
The provision for income taxes is computed based on the pre-  
tax income included in the consolidated statement of income.  
The asset and liability approach is used to recognize deferred  
tax assets and liabilities for the expected future tax conse-  
quences 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.  
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.  
Derivative financial instruments  
Toyota employs derivative financial instruments, including for-  
ward foreign currency exchange contracts, foreign currency  
options, interest rate swaps, interest rate currency swap agree-  
ments and interest rate options to manage its exposure to fluc-  
tuations in interest rates and foreign currency exchange rates.  
Toyota does not use derivatives for speculation or trading pur-  
poses. Changes in the fair value of derivatives are recorded  
each period in current earnings or through other comprehen-  
sive income, depending on whether a derivative is designated  
as part of a hedge transaction and the type of hedge transac-  
tion. The ineffective portion of all hedges is recognized current-  
ly in operations.  
Employee benefit obligations  
Toyota has both defined benefit and defined contribution plans  
for employees’ retirement benefits. Retirement benefit obliga-  
tions are measured by actuarial calculations in accordance with  
a Statement of Financial Accounting Standard (“FAS”) No. 87  
Employers’ Accounting for Pensions (“FAS 87”). Toyota adopt-  
ed the provisions regarding recognition of funded status and  
disclosure under FAS No. 158, Employers’ Accounting for  
Defined Benefit Pension and Other Postretirement Plans—an  
amendment of FASB Statements No. 87, 88, 106, and 132(R)  
(“FAS 158”) as of March 31, 2007. Under the provisions of FAS 158,  
Annual Report 2008 • TOYOTA 99  
Financial Section  
Net income per share  
recognition and measurement principles of the Accounting  
Principles Board (“APB”) Opinion No. 25, Accounting for Stock  
Issued to Employees (“APB 25”), and related Interpretations.  
No stock-based compensation expense was reflected in net  
income, as all options granted under Toyota’s stock-based  
compensation plan had an exercise price higher than the mar-  
ket value of the underlying common stock on the date of grant.  
The following table illustrates the effect on net income and  
earnings per share for the prior year to the adoption of FAS  
123(R) that ended March 31, 2006, 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.  
Basic net income per common share is calculated by dividing  
net income by the weighted-average number of shares out-  
standing 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  
Toyota measures compensation expense for its stock-based  
compensation plan based on the grant-date fair value of the  
award from the fiscal year beginning on April 1, 2006. Toyota  
accounts for the stock-based compensation plans in accordance  
with FAS No. 123(R), Share—Based Payment (revised 2004)  
(“FAS 123(R)”).  
Prior to the adoption of FAS 123(R), Toyota measured com-  
pensation expense using the intrinsic value method under the  
Yen in millions  
For the year ended  
March 31,  
2006  
Net income  
As reported......................................................................................................................................................................................  
Deduct: Total stock-based compensation expenses determined  
¥1,372,180  
under fair value based method for all awards, net of related tax effects.............................................................................  
Pro forma..........................................................................................................................................................................................  
(1,449)  
¥1,370,731  
Net income per share  
—Basic  
As reported........................................................................................................................................................  
Pro forma..........................................................................................................................................................  
¥421.76  
421.32  
—Diluted  
As reported........................................................................................................................................................  
Pro forma..........................................................................................................................................................  
¥421.62  
421.18  
Other comprehensive income  
contains an embedded derivative that would otherwise require  
bifurcation in accordance with FAS No. 133, Accounting for  
Derivative Instruments and Hedging Activities (“FAS 133”). The  
Statement also subjects beneficial interests issued by securitiza-  
tion vehicles to the requirements of FAS 133. Toyota adopted  
FAS 155 from the fiscal year begun after September 15, 2006.  
The adoption of FAS 155 did not have material impact on  
Toyota’s consolidated financial statements.  
In March 2006, FASB issued FAS No. 156, Accounting for  
Servicing of Financial Assets (“FAS 156”), which amends FAS  
No. 140, Accounting for Transfers and Servicing of Financial  
Assets and Extinguishments of Liabilities (“FAS 140”), with  
respect to the accounting for separately recognized servicing  
assets and servicing liabilities. Toyota adopted FAS 156 from  
the fiscal year begun after September 15, 2006. The adoption of  
FAS 156 did not have material impact on Toyota’s consolidated  
financial statements.  
Other comprehensive income refers to revenues, expenses,  
gains and losses that, under accounting principles generally  
accepted in the United States of America are included in com-  
prehensive income, but are excluded from net income as these  
amounts are recorded directly as an adjustment to sharehold-  
ers’ equity. Toyota’s other comprehensive income is primarily  
comprised of unrealized gains/losses on marketable securities  
designated as available-for-sale, foreign currency translation  
adjustments and adjustments attributed to pension liabilities or  
minimum pension liabilities associated with Toyota’s defined  
benefit pension plans.  
Accounting changes  
In February 2006, the Financial Accounting Standard Board  
(
“FASB”) issued FAS No. 155, Accounting for Certain Hybrid  
Instruments (“FAS 155”), which permits, but does not require,  
fair value accounting for any hybrid financial instrument that  
1
00 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
In June 2006, FASB issued FASB Interpretation No. 48,  
of fiscal year beginning on or after December 15, 2008. The  
impact of adopting FAS 141(R) on Toyota’s consolidated finan-  
cial statements will depend on the nature and significance of  
any acquisitions in the future period.  
Accounting for Uncertainty in Income Taxes—an interpretation  
of FASB Statement No. 109 (“FIN 48”). FIN 48 clarifies the  
accounting for uncertainty in tax positions and requires a com-  
pany to recognize in its financial statements, the impact of a tax  
position, if that position is more likely than not to be sustained  
on audit, based on the technical merits of the position. Toyota  
adopted FIN 48 from the fiscal year begun after December 15,  
006. See note 16 to the consolidated financial statements for  
the impact of the adoption of the interpretation on Toyota’s  
consolidated financial statements.  
In December 2007, FASB issued FAS No. 160, Noncontrolling  
Interests in Consolidated Financial Statements—an amendment  
of ARB No. 51 (“FAS 160”). FAS 160 amends the guidance in  
Accounting Research Bulletin (“ARB”) No. 51, Consolidated  
Financial Statements (“ARB 51”), to establish accounting and  
reporting standards for the noncontrolling interest in a sub-  
sidiary and for the deconsolidation of a subsidiary. FAS 160 is  
effective for fiscal year beginning on or after December 15,  
2008. The presentation and disclosure requirements shall be  
applied retrospectively for all periods presented in the consoli-  
dated financial statements in which FAS 160 is initially applied.  
Management is evaluating the impact of adopting FAS 160 on  
Toyota’s consolidated financial statements.  
In March 2008, FASB issued FAS No. 161, Disclosures about  
Derivative Instruments and Hedging Activities—an amendment  
of FASB Statement No. 133 (“FAS 161”). FAS 161 changes and  
enhances the current disclosure requirements for derivative  
instruments and hedging activities under FAS 133. FAS 161 is  
effective for financial statements for fiscal years beginning after  
November 15, 2008. Management does not expect this  
Statement to have a material impact on Toyota’s consolidated  
financial statements.  
2
Recent pronouncements to be adopted  
in future periods  
In September 2006, FASB issued FAS No. 157, Fair Value  
Measurements (“FAS 157”), which defines fair value, establishes  
a framework for measuring fair value and expands disclosures  
about fair value measurements. FAS 157 is effective for financial  
statements issued for fiscal year beginning after November 15,  
2
007. Management does not expect this Statement to have a  
material impact on Toyota’s consolidated financial statements.  
In September 2006, FASB issued FAS 158. FAS 158 requires  
employers to measure the funded status of their defined bene-  
fit postretirement plans as of the date of their year-end state-  
ment of financial position. This provision in FAS 158 regarding a  
measurement date is effective for fiscal year ending after  
December 15, 2008. Management does not expect this provi-  
sion to have a material impact on Toyota’s consolidated finan-  
cial statements.  
Reclassifications  
During the year ended March 31, 2008, certain leases that his-  
torically have been accounted for as operating leases, were cor-  
rected to be accounted for as finance leases. This resulted in  
the recognition of current and noncurrent finance receivables  
and revenue from financing operations related to finance leas-  
es, and the derecognition of vehicles and equipment on oper-  
ating leases, accumulated depreciation, revenue from financing  
operations related to operating leases, cost of financing opera-  
tions including depreciation expense, cash provided by operat-  
ing activities and cash used in investing activities, as of and for  
the year ended March 31, 2008. Certain prior year amounts  
have been reclassified to conform to the presentations as of  
and for the year ended March 31, 2008. At March 31, 2007, the  
adjustments resulted in an increase in current assets and a  
decrease in noncurrent assets. For the years ended March 31,  
2006 and 2007, the adjustments resulted in decreases to both  
additions to equipment leased to others and proceeds from  
sales of equipment leased to others, and increases to both  
additions to finance receivables and collection of finance  
receivables. These adjustments are immaterial to Toyota’s con-  
solidated financial statements for all periods presented.  
In February 2007, FASB issued FAS No. 159, The Fair Value  
Option for Financial Assets and Financial Liabilities—Including  
an amendment of FASB Statement No. 115 (“FAS 159”). FAS  
159 permits entities to measure many financial instruments and  
certain other assets and liabilities at fair value on an instrument-  
by-instrument basis and subsequent change in fair value must  
be recorded in earnings at each reporting date. FAS 159 is  
effective for fiscal year beginning after November 15, 2007.  
Management is evaluating the impact of adopting FAS 159 on  
Toyota’s consolidated financial statements.  
In December 2007, FASB issued FAS No. 141(R), Business  
Combinations (“FAS 141(R)”). FAS 141(R) establishes principles  
and requirements for how the acquirer recognizes and mea-  
sures the identifiable assets acquired, the liabilities assumed,  
any noncontrolling interest, and the goodwill acquired in a busi-  
ness combination or a gain from a bargain purchase. Also, FAS  
1
41(R) provides several new disclosure requirements that  
enable users of the financial statements to evaluate the nature  
and financial effects of the business combination. FAS 141(R) is  
effective to business combinations on and after the beginning  
Annual Report 2008 • TOYOTA 101  
Financial Section  
3. U.S. dollar amounts:  
U.S. dollar amounts presented in the consolidated financial  
statements and related notes are included solely for the conve-  
nience 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 ¥100.19 = U.S. $1,  
the approximate current exchange rate at March 31, 2008, was  
used for the translation of the accompanying consolidated  
financial amounts of Toyota as of and for the year ended March  
31, 2008.  
4. Supplemental cash flow information:  
Cash payments for income taxes were ¥730,469 million,  
741,798 million and ¥921,798 million ($9,200 million) for the  
years ended March 31, 2006, 2007 and 2008, respectively.  
Interest payments during the years ended March 31, 2006, 2007  
and 2008 were ¥332,337 million, ¥550,398 million and ¥686,215  
million ($6,849 million), respectively.  
Capital lease obligations of ¥6,673 million, ¥6,559 million and  
¥7,401 million ($74 million) were incurred for the years ended  
March 31, 2006, 2007 and 2008, respectively.  
¥
5. Acquisitions and dispositions:  
During the years ended March 31, 2006, 2007 and 2008, Toyota  
made several acquisitions, however the assets acquired and lia-  
bilities 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, 2007  
Gross  
unrealized  
gains  
Gross  
unrealized  
losses  
Fair  
value  
Cost  
Available-for-sale  
Debt securities............................................................................................................. ¥2,454,283  
Equity securities........................................................................................................... 859,628  
¥ 18,141  
821,518  
¥839,659  
¥12,172  
1,259  
¥13,431  
¥2,460,252  
1,679,887  
¥4,140,139  
Total.......................................................................................................................... ¥3,313,911  
Securities not practicable to determine fair value  
Debt securities.............................................................................................................  
Equity securities...........................................................................................................  
Total..........................................................................................................................  
¥ 24,322  
100,854  
¥125,176  
Yen in millions  
March 31, 2008  
Gross  
unrealized  
gains  
Gross  
unrealized  
losses  
Fair  
value  
Cost  
Available-for-sale  
Debt securities............................................................................................................. ¥2,602,951  
Equity securities........................................................................................................... 853,174  
Total.......................................................................................................................... ¥3,456,125  
¥ 52,345  
342,596  
¥394,941  
¥ 4,673  
18,681  
¥23,354  
¥2,650,623  
1,177,089  
¥3,827,712  
Securities not practicable to determine fair value  
Debt securities.............................................................................................................  
Equity securities...........................................................................................................  
Total..........................................................................................................................  
¥ 30,239  
113,497  
¥143,736  
1
02 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
U.S. dollars in millions  
March 31, 2008  
Gross  
unrealized  
gains  
Gross  
unrealized  
losses  
Fair  
value  
Cost  
Available-for-sale  
Debt securities.............................................................................................................  
Equity securities...........................................................................................................  
Total..........................................................................................................................  
$25,980  
8,515  
$34,495  
$
523  
$ 47  
186  
$233  
$26,456  
11,748  
$38,204  
3,419  
$3,942  
Securities not practicable to determine fair value  
Debt securities.............................................................................................................  
Equity securities...........................................................................................................  
Total..........................................................................................................................  
$
302  
1,133  
$1,435  
Unrealized losses continuing over a 12 month period or more  
in the aggregate were not material at March 31, 2007 and 2008.  
At March 31, 2007 and 2008, debt securities classified as  
available-for-sale mainly consist of government bonds and cor-  
porate debt securities with maturities from 1 to 10 years.  
Proceeds from sales of available-for-sale securities were  
Mitsubishi UFJ Financial Group, Inc. common shares which  
Toyota received in exchange for UFJ Holdings, Inc. common  
shares. The gain was non-cash gain and included in the cost of  
the available-for-sale equity securities.  
During the years ended March 31, 2006, 2007 and 2008,  
Toyota recognized impairment losses on available-for-sale secu-  
rities of ¥4,163 million, ¥4,614 million, and ¥11,346 million ($113  
million), respectively, which are included in “Other income, net”  
in the accompanying consolidated statements of income.  
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 car-  
rying value of the investment is written-down by the impaired  
amount and the losses are recognized currently in operations.  
¥157,707 million, ¥148,442 million and ¥165,495 million ($1,652  
million) for the years ended March 31, 2006, 2007 and 2008,  
respectively. On those sales, gross realized gains were ¥2,104  
million, ¥8,832 million and ¥18,766 million ($187 million) and  
gross realized losses were ¥1,207 million, ¥317 million and ¥21  
million ($0 million), respectively.  
During the year ended March 31, 2006, in accordance with  
EITF Issue No. 91-5, Nonmonetary Exchange of Cost-Method  
Investments, Toyota reclassified ¥143,366 million of gain from  
Unrealized gains on securities included in “Accumulated other  
comprehensive income” on the consolidated balance sheet to  
Other income included in “Other income, net” on the consoli-  
dated statement of income. The gain was recognized based on  
the merger between UFJ Holdings, Inc. and Mitsubishi Tokyo  
Financial Group, Inc. on October 1, 2005, and determined as  
the amount between the cost of the pre-merger entity, UFJ  
Holdings, Inc. common shares which Toyota had continuously  
held and the fair market value of the post-merger entity,  
7. Finance receivables:  
Finance receivables consist of the following:  
U.S. dollars  
Yen in millions  
March 31,  
in millions  
March 31,  
2008  
2007  
2008  
Retail ................................................................................................................................................. ¥ 7,005,631  
¥ 6,959,479  
1,160,401  
2,604,411  
10,724,291  
106,678  
$ 69,463  
11,582  
25,995  
107,040  
1,065  
(4,366)  
Finance leases........................................................................................................................  
Wholesale and other dealer loans..................................................................................................  
1,061,738  
2,342,926  
0,410,295  
108,076  
1
Deferred origination costs ..............................................................................................................  
Unearned income ............................................................................................................................  
Allowance for credit losses .............................................................................................................  
(403,191)  
(112,116)  
(437,365)  
(117,706)  
(1,175)  
Total finance receivables, net................................................................................................. 10,003,064  
Less—Current portion ..................................................................................................................... (4,108,139)  
Noncurrent finance receivables, net ...................................................................................... ¥ 5,894,925  
10,275,898  
(4,301,142)  
¥ 5,974,756  
102,564  
(42,930)  
$ 59,634  
Annual Report 2008 • TOYOTA 103  
Financial Section  
The contractual maturities of retail receivables, the future minimum lease payments on finance leases and wholesale and other dealer  
loans at March 31, 2008 are summarized as follows:  
Yen in millions  
U.S. dollars in millions  
Wholesale  
and other  
dealer loans  
Wholesale  
and other  
dealer loans  
Finance  
lease  
Finance  
lease  
Years ending March 31,  
Retail  
Retail  
2
2
2
2
2
009 ..................................................................... ¥1,992,899  
010 ..................................................................... 1,744,911  
011 ..................................................................... 1,442,464  
¥272,261  
195,266  
173,664  
74,552  
¥2,109,716  
143,833  
104,150  
75,085  
$19,891  
17,416  
14,398  
9,638  
$2,718  
1,949  
1,733  
744  
$21,057  
1,436  
1,040  
749  
012 .....................................................................  
013 .....................................................................  
965,618  
530,228  
21,607  
72,583  
5,292  
216  
724  
Thereafter............................................................  
283,359  
1,436  
99,044  
2,828  
14  
989  
¥6,959,479  
¥738,786  
¥2,604,411  
$69,463  
$7,374  
$25,995  
Finance leases consist of the following:  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2007  
2008  
2008  
Minimum lease payments .................................................................................................................  
Estimated unguaranteed residual values.........................................................................................  
¥
¥
679,311  
382,427  
,061,738  
3,348  
(100,035)  
(4,999)  
¥
738,786  
421,615  
$ 7,374  
4,208  
11,582  
44  
(1,186)  
(46)  
1
1,160,401  
4,414  
Deferred origination costs ................................................................................................................  
Less—Unearned income ...................................................................................................................  
Less—Allowance for credit losses ....................................................................................................  
Finance leases, net ........................................................................................................................  
(118,831)  
(4,592)  
960,052  
¥1,041,392  
$10,394  
Toyota maintains a program to sell retail and lease finance  
receivables. Under the program, Toyota’s securitization transac-  
tions are generally structured as qualifying SPEs (“QSPE”s), thus  
Toyota achieves sale accounting treatment under the provisions  
of FAS 140. Toyota recognizes 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 servic-  
ing 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 retained  
interests are held as restricted assets subject to limited recourse  
provisions and provide credit enhancement to the senior  
securities in Toyota’s securitization transactions. The retained  
interests are not available to satisfy any obligations of Toyota.  
Investors in the securitizations have no recourse to Toyota  
beyond the contractual cash flows of the securitized receiv-  
ables, retained subordinated interests, any cash reserve funds  
and any amounts available or funded under the revolving liq-  
uidity 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.  
During the year ended March 31, 2008, Toyota sold mortgage loan receivables, while no other retail and finance lease receivables  
were securitized.  
The following table summarizes certain cash flows received from and paid to the securitization trusts for the years ended March 31,  
2006, 2007 and 2008.  
U.S. dollars  
in millions  
Yen in millions  
For the year ended  
March 31,  
For the years ended March 31,  
2006  
2007  
2008  
2008  
Proceeds from new securitizations, net of purchased and retained securities..... ¥ 88,698  
¥69,018  
1,881  
2,818  
¥91,385  
1,682  
1,865  
(4,681)  
(114)  
$912  
17  
19  
(47)  
(1)  
1
Servicing fees received..............................................................................................  
Excess interest received from interest only strips ...................................................  
2,297  
4,219  
Repurchases of receivables....................................................................................... (50,086)  
Servicing advances.....................................................................................................  
Reimbursement of servicing and maturity advances ..............................................  
(453)  
793  
(234)  
234  
114  
Toyota sold finance receivables under the program and rec-  
ognized pretax gains resulting from these sales of ¥837 million,  
viding an allowance for estimated 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  
¥
1,589 million and ¥1,688 million ($17 million) for the years  
ended March 31, 2006, 2007 and 2008, respectively, after pro-  
1
04 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
fair values at the date of the sale. The key economic assump-  
tions initially and subsequently measuring the fair value of  
retained interests include the market interest rate environment,  
severity and rate of credit losses, and the prepayment speed of  
the receivables. All key economic assumptions used in the valu-  
ation of the retained interests are reviewed periodically and are  
revised as considered necessary.  
At March 31, 2007 and 2008, Toyota’s retained interests relating  
to these securitizations include interest in trusts, interest-only  
strips, and other receivables, amounting to ¥16,033 million and  
¥23,876 million ($238 million), respectively.  
Toyota recorded no impairments on retained interests for the  
years ended March 31, 2006, 2007 and 2008. Impairments are  
calculated, if any, by discounting cash flows using manage-  
ment’s estimates and other key economic assumptions.  
Key economic assumptions used in measuring the fair value of retained interests at the sale date of securitization transactions com-  
pleted during the years ended March 31, 2006, 2007 and 2008 were as follows:  
For the years ended March 31,  
2006  
2007  
2008  
Prepayment speed related to securitizations .........................................................................  
Weighted-average life (in years) ..............................................................................................  
Expected annual credit losses.................................................................................................. 0.05%–0.18%  
Discount rate used on the retained interests.......................................................................... 5.0%  
0.7%–1.4%  
1.72–2.06  
0.7%–1.4%  
1.90–2.57  
0.05%–0.12%  
5.0%  
6.0%  
9.00  
0.05%  
3.8%  
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 bal-  
ance of each pool of assets. Expected cumulative static pool  
credit losses for finance receivables securitized for the years  
ended March 31, 2006, 2007 and 2008 were 0.19%, 0.16% and  
0.26%, 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,  
2008  
2008  
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..................................................................................................  
0.5%–6.0%  
¥
(302)  
(514)  
$ (3)  
(5)  
3.3%–6.0%  
¥
(708)  
$ (7)  
(14)  
(1,376)  
Expected credit losses (annual rate).................................................................................................................... 0.05%–0.18%  
Impact on fair value of 10% adverse change..................................................................................................  
Impact on fair value of 20% adverse change..................................................................................................  
¥
(14)  
(29)  
$ (0)  
(0)  
These hypothetical scenarios do not reflect expected market  
conditions and should not be used as a prediction of future per-  
formance. As the figures indicate, changes in the fair value may  
not be linear. Also, in this table, the effect of a variation in a par-  
ticular 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, 2007 and 2008 are as follows:  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2007  
2008  
2008  
Principal amount outstanding........................................................................................................... ¥7,839,445  
¥7,867,964  
79,313  
$78,530  
792  
Delinquent amounts over 60 days or more .....................................................................................  
Comprised of:  
58,662  
Receivables owned........................................................................................................................ ¥7,664,178  
Receivables securitized ................................................................................................................. 175,267  
¥7,682,515  
185,449  
$76,679  
1,851  
Credit losses, net of recoveries attributed to managed retail and lease receivables for the years ended March 31, 2006, 2007 and 2008  
totaled ¥46,427 million, ¥63,428 million and ¥93,036 million ($929 million), respectively.  
Annual Report 2008 • TOYOTA 105  
Financial Section  
8. Other receivables:  
Other receivables relate to arrangements with certain component manufacturers whereby Toyota procures inventory for these compo-  
nent manufactures and is reimbursed for the related purchases.  
9. Inventories:  
Inventories consist of the following:  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2007  
2008  
2008  
Finished goods .................................................................................................................................. ¥1,204,521  
¥1,211,569  
299,606  
$12,093  
2,990  
2,395  
Raw materials .....................................................................................................................................  
Work in process..................................................................................................................................  
Supplies and other.............................................................................................................................  
291,006  
236,749  
71,680  
239,937  
74,604  
744  
¥1,803,956  
¥1,825,716  
$18,222  
10. 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,  
2007  
2008  
2008  
Vehicles............................................................................................................................................... ¥2,783,706  
¥2,814,706  
107,619  
2,922,325  
(718,207)  
¥2,204,118  
$28,094  
1,074  
29,168  
(7,169)  
$21,999  
Equipment..........................................................................................................................................  
Less—Accumulated depreciation ....................................................................................................  
106,663  
,890,369  
(640,997)  
2
Vehicles and equipment on operating leases, net ..................................................................... ¥2,249,372  
Rental income from vehicles and equipment on operating leases was ¥395,870 million, ¥508,095 million and ¥588,262 million ($5,871  
million) for the years ended March 31, 2006, 2007 and 2008, respectively. Future minimum rentals from vehicles and equipment on oper-  
ating leases are due in installments as follows:  
U.S. dollars  
in millions  
Years ending March 31,  
Yen in millions  
2
2
2
2
2
009 ...................................................................................................................................................................................  
010 ...................................................................................................................................................................................  
011 ...................................................................................................................................................................................  
012 ...................................................................................................................................................................................  
013 ...................................................................................................................................................................................  
¥
490,471  
338,887  
175,286  
53,750  
12,935  
8,095  
$ 4,895  
3,382  
1,750  
537  
129  
81  
Thereafter..........................................................................................................................................................................  
Total minimum future rentals...................................................................................................................................... ¥1,079,424  
$10,774  
The future minimum rentals as shown above should not be considered indicative of future cash collections.  
11. 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, 2006, 2007 and 2008 is as follows:  
U.S. dollars  
in millions  
Yen in millions  
For the year ended  
March 31,  
For the years ended March 31,  
2006  
2007  
2008  
2008  
Allowance for doubtful accounts at beginning of year .................................................... ¥55,751  
¥62,088  
(841)  
(3,154)  
(27)  
¥58,066  
357  
(3,348)  
(3,012)  
¥52,063  
$580  
3
(33)  
(30)  
$520  
Provision for doubtful accounts, net of reversal ...............................................................  
Write-offs..............................................................................................................................  
Other.....................................................................................................................................  
10,361  
(1,819)  
(2,205)  
Allowance for doubtful accounts at end of year....................................................... ¥62,088  
¥58,066  
1
06 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
The other amount includes the impact of consolidation and  
A portion of the allowance for doubtful accounts balance at  
March 31, 2007 and 2008 totaling ¥33,284 million and ¥34,592  
million ($345 million), respectively, is attributed to certain non-  
current receivable balances which are reported as other assets  
in the consolidated balance sheets.  
deconsolidation of certain entities due to changes in ownership  
interest and currency translation adjustments for the years  
ended March 31, 2006, 2007 and 2008.  
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, 2006, 2007 and 2008 is as follows:  
U.S. dollars  
in millions  
Yen in millions  
For the year ended  
March 31,  
For the years ended March 31,  
2006  
2007  
2008  
2008  
Allowance for credit losses at beginning of year.............................................................. ¥ 91,829  
¥101,383  
72,703  
(63,879)  
1,909  
¥112,116  
122,433  
(88,902)  
(27,941)  
¥117,706  
$1,119  
1,222  
(887)  
(279)  
$1,175  
Provision for credit losses ...................................................................................................  
Charge-offs, net of recoveries............................................................................................ (50,324)  
Other..................................................................................................................................... 7,593  
Allowance for credit losses at end of year................................................................. ¥101,383  
52,285  
¥112,116  
The other amount primarily includes the impact of currency translation adjustments for the years ended March 31, 2006, 2007 and 2008.  
12. 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  
in millions  
Yen in millions  
March 31,  
March 31,  
2007  
2008  
2008  
Current assets ............................................................................................................................... ¥ 7,355,056  
Noncurrent assets......................................................................................................................... 11,352,883  
Total assets............................................................................................................................ ¥18,707,939  
Current liabilities........................................................................................................................... ¥ 5,753,115  
¥ 8,067,295  
10,689,963  
¥18,757,258  
¥ 6,012,270  
5,619,997  
7,124,991  
¥18,757,258  
¥ 2,065,778  
55  
$ 80,520  
106,697  
$187,217  
$ 60,009  
56,093  
71,115  
$187,217  
$ 20,619  
Long-term liabilities......................................................................................................................  
Shareholders’ equity ....................................................................................................................  
5,945,795  
7,009,029  
Total liabilities and shareholders’ equity............................................................................ ¥18,707,939  
Toyota’s share of shareholders’ equity....................................................................................... ¥ 2,027,281  
Number of affiliated companies accounted for by the equity method at end of period ......  
56  
U.S. dollars  
in millions  
Yen in millions  
For the year ended  
March 31,  
For the years ended March 31,  
2007  
2006  
2008  
2008  
Net revenues ..................................................................................................... ¥18,332,304  
Gross profit ........................................................................................................ ¥ 2,197,699  
¥23,368,250  
¥ 2,642,377  
¥26,511,831  
¥ 3,081,366  
$264,616  
$ 30,755  
Net income ........................................................................................................  
¥
559,686  
¥
701,816  
¥
870,528  
$
8,689  
Entities comprising a significant portion of Toyota’s invest-  
ment in affiliated companies include Denso Corporation; Aioi  
Insurance Co., Ltd.; Toyota Industries Corporation; Aisin Seiki  
Co., Ltd.; and Toyota Tsusho Corporation.  
method with carrying amounts of ¥1,683,093 million and  
¥1,677,617 million ($16,744 million) at March 31, 2007 and 2008,  
respectively, were quoted on various established markets at an  
aggregate value of ¥2,800,848 million and ¥2,229,321 million  
($22,251 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,  
2007  
2008  
2008  
Trade accounts and notes receivable, and other receivables ....................................................... ¥256,761  
Accounts payable and other payables............................................................................................. 605,598  
¥247,311  
622,830  
$2,468  
6,216  
Annual Report 2008 • TOYOTA 107  
Financial Section  
U.S. dollars  
in millions  
Yen in millions  
For the year ended  
March 31,  
For the years ended March 31,  
2007  
2006  
2008  
2008  
Net revenues........................................................................................................ ¥1,394,071  
Purchases ............................................................................................................. 3,356,626  
¥1,475,220  
4,028,260  
¥1,693,969  
4,525,049  
$16,908  
45,165  
Dividends from affiliated companies accounted for by the  
equity method for the years ended March 31, 2006, 2007 and  
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, nei-  
ther the aggregate size of these joint ventures nor Toyota’s  
involvements in these entities are material to Toyota’s consoli-  
dated financial statements.  
2
008 were ¥30,011 million, ¥45,234 million and ¥76,351 million  
($762 million), respectively.  
Variable Interest Entities  
Toyota enters into securitization transactions with certain spe-  
cial-purpose entities. However, substantially all securitization  
13. Short-term borrowings and long-term debt:  
Short-term borrowings at March 31, 2007 and 2008 consist of the following:  
U.S. dollars  
Yen in millions  
March 31,  
in millions  
March 31,  
2008  
2007  
2008  
Loans, principally from banks, with a weighted-average interest at March 31, 2007  
and March 31, 2008 of 3.17% and of 3.36% per annum, respectively...................................... ¥1,055,918  
Commercial paper with a weighted-average interest at March 31, 2007  
¥1,226,717  
$12,244  
and March 31, 2008 of 4.95% and of 3.76% per annum, respectively..................................... 2,441,473  
2,326,004  
23,216  
¥3,497,391  
¥3,552,721  
$35,460  
As of March 31, 2008, Toyota has unused short-term lines of  
credit amounting to ¥2,629,245 million ($26,243 million) of which  
programs. Under these programs, Toyota is authorized to  
obtain short-term financing at prevailing interest rates for peri-  
ods not in excess of 360 days.  
¥
768,877 million ($7,674 million) related to commercial paper  
Long-term debt at March 31, 2007 and 2008 comprises the following:  
U.S. dollars  
Yen in millions  
March 31,  
in millions  
March 31,  
2008  
2007  
2008  
Unsecured loans, representing obligations principally to banks, due 2007 to 2027  
in 2007 and due 2008 to 2028 in 2008 with interest ranging from 0.20% to 18.00%  
per annum in 2007 and from 0.17% to 28.00% per annum in 2008.......................................... ¥ 1,009,634  
Secured loans, representing obligations principally to banks, due 2007 to 2019  
in 2007 and due 2008 to 2019 in 2008 with interest ranging from 0.35% to 5.60%  
¥ 1,016,101  
15,635  
$ 10,142  
156  
per annum in 2007 and from 0.35% to 5.60% per annum in 2008............................................  
Medium-term notes of consolidated subsidiaries, due 2007 to 2047 in 2007  
and due 2008 to 2047 in 2008 with interest ranging from 0.01% to 15.25%  
14,307  
per annum in 2007 and from 0.32% to 15.25% per annum in 2008.......................................... 5,269,107  
Unsecured notes of parent company, due 2008 to 2018 in 2007  
and due 2008 to 2018 in 2008 with interest ranging from 1.33% to 3.00%  
5,451,779  
350,000  
54,414  
3,493  
per annum in 2007 and from 1.33% to 3.00% per annum in 2008............................................  
Unsecured notes of consolidated subsidiaries, due 2007 to 2031 in 2007  
and due 2008 to 2031 in 2008 with interest ranging from 0.34% to 9.07%  
500,000  
per annum in 2007 and from 0.34% to 14.00% per annum in 2008.......................................... 1,787,767  
Long-term capital lease obligations, due 2007 to 2017 in 2007  
1,780,284  
17,769  
and due 2008 to 2017 in 2008, with interest ranging from 0.31% to 9.33%  
per annum in 2007 and from 0.31% to 10.00% per annum in 2008..........................................  
50,886  
,631,701  
43,563  
8,657,362  
435  
86,409  
8
Less—Current portion due within one year ................................................................................. (2,368,116)  
6,263,585  
(2,675,431)  
¥ 5,981,931  
(26,703)  
$ 59,706  
¥
1
08 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
As of March 31, 2008, approximately 34%, 24%, 10% and 32%  
of long-term debt are denominated in U.S. dollars, Japanese  
yen, euros, and other currencies, respectively.  
book value of ¥90,436 million ($903 million) and in addition,  
other assets aggregating ¥31,669 million ($316 million) were  
pledged as collateral mainly for certain debt obligations of  
subsidiaries.  
As of March 31, 2008, property, plant and equipment with a  
The aggregate amounts of annual maturities of long-term debt during the next five years are as follows:  
U.S. dollars  
in millions  
Years ending March 31,  
Yen in millions  
2
2
2
2
2
009 ................................................................................................................................................................................... ¥2,675,431  
$26,704  
23,011  
11,423  
7,628  
010 ...................................................................................................................................................................................  
011 ...................................................................................................................................................................................  
012 ...................................................................................................................................................................................  
013 ...................................................................................................................................................................................  
2,305,498  
1,144,468  
764,227  
615,128  
6,140  
Standard agreements with certain banks in Japan include  
edness to such banks. During the year ended March 31, 2008,  
Toyota has not received any significant such requests from  
these banks.  
As of March 31, 2008, Toyota has unused long-term lines of  
credit amounting to ¥4,890,199 million ($48,809 million).  
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 to all present or future indebt-  
14. 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 esti-  
mated 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, 2006, 2007 and  
2008, which is included in “Accrued expenses” in the accompa-  
nying consolidated balance sheets, consist of the following:  
U.S. dollars  
in millions  
Yen in millions  
For the year ended  
March 31,  
For the years ended March 31,  
2007  
2006  
2008  
2008  
Liabilities for product warranties at beginning of year .................................... ¥ 330,552  
¥ 377,879  
(279,597)  
336,543  
(29,458)  
7,085  
¥ 412,452  
(324,110)  
392,349  
(14,155)  
(20,152)  
$ 4,116  
(3,235)  
3,916  
Payments made during year...............................................................................  
Provision for warranties.......................................................................................  
Changes relating to pre-existing warranties.....................................................  
Other ...................................................................................................................  
(252,453)  
298,719  
(9,457)  
(141)  
(201)  
10,518  
Liabilities for product warranties at end of year ............................................... ¥ 377,879  
¥ 412,452  
¥ 446,384  
$ 4,455  
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.  
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.  
In addition to product warranties above, Toyota initiates  
15. Other payables:  
Other payables are mainly related to purchases of property, plant and equipment and non-manufacturing purchases.  
16. Income taxes:  
The components of income before income taxes comprise the following:  
U.S. dollars  
in millions  
Yen in millions  
For the year ended  
March 31,  
For the years ended March 31,  
2007  
2006  
2008  
2008  
Income before income taxes:  
Parent company and domestic subsidiaries ................................................. ¥1,159,116  
¥1,412,674  
969,842  
¥1,522,619  
914,603  
$15,197  
9,129  
Foreign subsidiaries ........................................................................................  
928,244  
¥2,087,360  
¥2,382,516  
¥2,437,222  
$24,326  
Annual Report 2008 • TOYOTA 109  
Financial Section  
The provision for income taxes consists of the following:  
U.S. dollars  
in millions  
Yen in millions  
For the year ended  
March 31,  
For the years ended March 31,  
2007  
2006  
2008  
2008  
Current income tax expense:  
Parent company and domestic subsidiaries ................................................. ¥451,593  
¥591,840  
174,164  
766,004  
¥491,185  
338,852  
830,037  
$4,903  
3,382  
8,285  
Foreign subsidiaries ........................................................................................  
Total current.................................................................................................  
Deferred income tax expense (benefit):  
310,298  
761,891  
Parent company and domestic subsidiaries .................................................  
Foreign subsidiaries ........................................................................................  
Total deferred..............................................................................................  
76,503  
(43,241)  
33,262  
51,740  
80,568  
132,308  
¥898,312  
119,333  
(37,875)  
81,458  
1,191  
(378)  
813  
Total provision............................................................................................. ¥795,153  
¥911,495  
$9,098  
Toyota is subject to a number of different income taxes  
which, in the aggregate, indicate a statutory rate in Japan of  
approximately 40.2% for the years ended March 31, 2006, 2007,  
and 2008. Such rate was also used to calculate the tax effects of  
temporary differences, which are expected to be realized in the  
future years. Reconciliation of the differences between the  
statutory tax rate and the effective income tax rate is as follows:  
For the years ended March 31,  
2006  
2007  
2008  
Statutory tax rate .................................................................................................................................  
Increase (reduction) in taxes resulting from:  
40.2%  
40.2%  
40.2%  
Non-deductible expenses ..............................................................................................................  
Increase in deferred tax liabilities on undistributed earnings of foreign  
0.4  
0.5  
0.6  
subsidiaries and affiliates accounted for by the equity method................................................  
Valuation allowance.........................................................................................................................  
Tax credits ........................................................................................................................................  
Other.................................................................................................................................................  
Effective income tax rate.....................................................................................................................  
2.8  
(0.4)  
(4.1)  
(0.8)  
38.1%  
3.1  
0.1  
(3.9)  
(2.3)  
37.7%  
4.0  
(0.5)  
(4.4)  
(2.5)  
37.4%  
Significant components of deferred tax assets and liabilities are as follows:  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2007  
2008  
2008  
Deferred tax assets  
Accrued pension and severance costs ..................................................................................... ¥ 104,470  
¥
156,924  
205,564  
129,472  
54,368  
$
1,566  
2,052  
1,292  
543  
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 ...........................................................................................................................................  
218,125  
120,004  
35,629  
57,698  
168,535  
349,933  
67,904  
678  
180,922  
332,779  
1,127,933  
(82,191)  
1,045,742  
1,806  
3,321  
11,258  
(820)  
Gross deferred tax assets ...................................................................................................... 1,054,394  
Less—Valuation allowance ........................................................................................................  
Total deferred tax assets .......................................................................................................  
Deferred tax liabilities  
(95,225)  
959,169  
10,438  
Unrealized gains on securities...................................................................................................  
Undistributed earnings of foreign subsidiaries and affiliates accounted  
(465,280)  
(279,795)  
(2,793)  
for by the equity method.........................................................................................................  
Basis difference of acquired assets...........................................................................................  
Lease transactions ......................................................................................................................  
Gain on securities contribution to employee retirement benefit trust..................................  
Other ...........................................................................................................................................  
(559,591)  
(37,778)  
(419,259)  
(66,523)  
(80,380)  
(607,510)  
(37,919)  
(405,028)  
(66,523)  
(6,064)  
(378)  
(4,042)  
(664)  
(80,230)  
(801)  
Gross deferred tax liabilities.................................................................................................. (1,628,811)  
Net deferred tax liability........................................................................................................ ¥ (669,642)  
(1,477,005)  
(431,263)  
(14,742)  
$ (4,304)  
¥
1
10 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
The valuation allowance mainly relates to deferred tax assets  
of the consolidated subsidiaries with operating loss carryfor-  
wards 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, 2006, 2007 and 2008  
consist of the following:  
U.S. dollars  
in millions  
Yen in millions  
For the year ended  
March 31,  
For the years ended March 31,  
2007  
2006  
2008  
2008  
Valuation allowance at beginning of year......................................................... ¥102,737  
¥ 93,629  
20,785  
(19,015)  
(174)  
¥ 95,225  
4,837  
(17,871)  
$ 950  
48  
(178)  
Additions..........................................................................................................  
Deductions.......................................................................................................  
Other ................................................................................................................  
10,285  
(19,084)  
(309)  
Valuation allowance at end of year.................................................................... ¥ 93,629  
¥ 95,225  
¥ 82,191  
$ 820  
The other amount includes the impact of consolidation and deconsolidation of certain entities due to changes in ownership interest  
during the years ended March 31, 2006 and 2007.  
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  
Yen in millions  
March 31,  
in millions  
March 31,  
2008  
2007  
2008  
Deferred tax assets  
Deferred income taxes (Current assets) ................................................................................... ¥ 551,503  
¥
¥
563,220  
111,477  
$
5,621  
1,113  
Investments and other assets—other.......................................................................................  
Deferred tax liabilities  
98,043  
Other current liabilities ..............................................................................................................  
(6,788)  
(6,954)  
(1,099,006)  
(431,263)  
(69)  
(10,969)  
$ (4,304)  
Deferred income taxes (Long-term liabilities).......................................................................... (1,312,400)  
Net deferred tax liability........................................................................................................ ¥ (669,642)  
Because management intends to reinvest undistributed earn-  
ings of foreign subsidiaries to the extent not expected to be  
remitted in the foreseeable future, management has made no  
provision for income taxes on those undistributed earnings  
aggregating ¥2,751,054 million ($27,458 million) as of March 31,  
Operating loss carryforwards for tax purposes attributed to con-  
solidated subsidiaries as of March 31, 2008 were approximately  
¥155,320 million ($1,550 million) and are available as an offset  
against future taxable income of such subsidiaries. The majority  
of these carryforwards expire in years 2009 to 2028.  
2
008. Toyota estimates an additional tax provision of ¥227,517  
Toyota adopted FIN 48 on April 1, 2007. The adoption of FIN  
48 did not result in a cumulative-effect adjustment to retained  
earnings balance as of April 1, 2007.  
million ($2,271 million) would be required if the full amount of  
those undistributed earnings became subject to Japanese  
taxes.  
A summary of the gross unrecognized tax benefits changes for the year ended March 31, 2008, is as follows:  
U.S. dollars  
in millions  
Yen in millions  
For the year ended  
March 31,  
For the year ended  
March 31,  
2008  
2008  
Balance at beginning of year............................................................................................................................  
Reductions based on tax positions related to the current year ....................................................................  
Additions for tax positions of prior years .......................................................................................................  
Reductions for tax positions of prior years......................................................................................................  
Reductions for tax positions related to lapse of statute of limitations .........................................................  
Reductions for settlement ................................................................................................................................  
Other ..................................................................................................................................................................  
Balance at end of year ..................................................................................................................................  
¥29,639  
(424)  
25,954  
(8,771)  
(30)  
(4,618)  
(4,028)  
¥37,722  
$296  
(4)  
259  
(88)  
(0)  
(46)  
(40)  
$377  
The amount of unrecognized tax benefits that, if recognized,  
would affect the effective tax rate was not material at March 31,  
total amounts of unrecognized tax benefits will significantly  
increase or decrease within the next twelve months.  
2008. Toyota does not believe it is reasonably possible that the  
Annual Report 2008 • TOYOTA 111  
Financial Section  
Interest and penalties related to income tax liabilities are  
included in “Other income, net”. The amounts of interest and  
penalties accrued as of and recognized for the year ended  
March 31, 2008 were not material.  
Toyota remains subject to income tax examination for the tax  
returns related to the years beginning on and after January 1,  
2000, with various tax jurisdictions including Japan.  
17. Shareholders’ equity:  
Changes in the number of shares of common stock issued have resulted from the following:  
For the years ended March 31,  
2007  
2006  
2008  
Common stock issued  
Balance at beginning of year ................................................................................................ 3,609,997,492  
3,609,997,492  
3,609,997,492  
(162,000,000)  
3,447,997,492  
Issuance during the year........................................................................................................  
Purchase and retirement........................................................................................................  
Balance at end of year ....................................................................................................... 3,609,997,492  
3,609,997,492  
The Corporation Act provides that an amount equal to 10%  
of distributions from surplus paid by the parent company and  
its Japanese subsidiaries be appropriated as a capital reserve or  
a retained earnings reserve. No further appropriations are  
required when the total amount of the capital reserve and the  
retained earnings reserve reaches 25% of stated capital.  
On June 23, 2005, at the Ordinary General Shareholders’  
Meeting, the shareholders of the parent company approved to  
purchase up to 65 million shares of its common stock at a cost  
up to ¥250,000 million during the period until the next Ordinary  
General Shareholders’ Meeting which was held on June 23,  
2006. As a result, the parent company repurchased approxi-  
mately 38 million shares during the approved period of time.  
On June 23, 2006, at the Ordinary General Shareholders’  
Meeting, the shareholders of the parent company approved to  
purchase up to 30 million shares of its common stock at a cost  
up to ¥200,000 million during the purchase period of one year  
from the following day. As a result, the parent company repur-  
chased approximately 28 million shares during the approved  
period of time.  
On June 22, 2007, at the Ordinary General Shareholders’  
Meeting, the shareholders of the parent company approved to  
purchase up to 30 million shares of its common stock at a cost  
up to ¥250,000 million during the purchase period of one year  
from the following day. As a result, the parent company repur-  
chased 30 million shares during the approved period of time.  
On February 5, 2008, the Board of Directors resolved to pur-  
chase up to 12 million shares of its common stock at a cost up  
to ¥60,000 million in accordance with the Corporation Act. As a  
result, the parent company repurchased approximately 10 mil-  
lion shares.  
The retained earnings reserve included in retained earnings  
as of March 31, 2007 and 2008 was ¥151,102 million and  
¥160,229 million ($1,599 million), respectively. The Corporation  
Act provides that the retained earnings reserve of the parent  
company and its Japanese subsidiaries is restricted and unable  
to be used for dividend payments, and is excluded from the cal-  
culation of the profit available for dividend.  
The amounts of statutory retained earnings of the parent  
company available for dividend payments to shareholders were  
¥5,680,249 million and ¥6,073,271 million ($60,618 million) as of  
March 31, 2007 and 2008, respectively. In accordance with cus-  
tomary practice in Japan, the distributions from surplus are not  
accrued in the financial statements for the corresponding peri-  
od, but are recorded in the subsequent accounting period after  
shareholders’ approval has been obtained. Retained earnings at  
March 31, 2008 include amounts representing year-end cash  
dividends of ¥236,196 million ($2,357 million), ¥75 ($0.75) per  
share, which were approved at the Ordinary General  
Shareholders’ Meeting, held on June 24, 2008.  
Retained earnings at March 31, 2008 include ¥1,427,712 mil-  
lion ($14,250 million) relating to equity in undistributed earnings  
of companies accounted for by the equity method.  
On June 23, 2004, at the Ordinary General Shareholders’  
Meeting, the shareholders of the parent company approved to  
purchase up to 65 million shares of its common stock at a cost  
up to ¥250,000 million during the period until the next Ordinary  
General Shareholders’ Meeting which was held on June 23,  
On the same date, the Board of Directors also resolved to  
retire 162 million shares of its common stock, and then the par-  
ent company retired its common stock on March 31, 2008. This  
retirement, in accordance with the Corporation Act and related  
regulations, is treated as a reduction from additional paid-in  
capital and retained earnings. As a result, treasury stock, addi-  
tional paid-in capital and retained earnings decreased by  
¥646,681 million ($6,455 million), ¥3,499 million ($35 million) and  
¥643,182 million ($6,420 million), respectively.  
2
005, and in accordance with former Japanese Commercial  
Code, also approved to change the Articles of Incorporation 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 approximately 59 million of  
shares.  
On June 24, 2008, at the Ordinary General Shareholders’  
Meeting, the shareholders of the parent company approved to  
purchase up to 30 million shares of its common stock at a cost  
up to ¥200,000 million during the purchase period of one year  
from the following day. These approvals by the shareholders  
are not required under the current regulation.  
1
12 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Detailed components of accumulated other comprehensive income (loss) at March 31, 2007 and 2008 and the related changes, net of  
taxes for the years ended March 31, 2006, 2007 and 2008 consist of the following:  
Yen in millions  
Foreign  
Minimum  
pension  
liability  
Accumulated  
other  
comprehensive  
income (loss)  
currency  
translation  
adjustments  
Unrealized  
gains on  
securities  
Pension  
liability  
adjustments  
adjustments  
Balances at March 31, 2005 ......................................................... ¥(439,333)  
¥375,379  
244,629  
620,008  
38,800  
¥(16,706)  
4,937  
(11,769)  
3,499  
8,270  
¥
¥ (80,660)  
517,976  
437,316  
173,045  
91,029  
701,390  
(942,595)  
¥(241,205)  
Other comprehensive income ........................................................  
Balances at March 31, 2006 .........................................................  
Other comprehensive income ........................................................  
Adjustment to initially apply FAS 158.............................................  
Balances at March 31, 2007 .........................................................  
Other comprehensive income (loss)...............................................  
268,410  
(170,923)  
130,746  
(40,177)  
(461,189)  
82,759  
82,759  
658,808  
(347,829)  
¥310,979  
(133,577)  
¥ (50,818)  
Balances at March 31, 2008 ......................................................... ¥(501,366)  
¥
U.S. dollars in millions  
Foreign  
currency  
translation  
adjustments  
Minimum  
pension  
liability  
Accumulated  
other  
comprehensive  
income (loss)  
Unrealized  
gains on  
securities  
Pension  
liability  
adjustments  
adjustments  
Balances at March 31, 2007 .........................................................  
Other comprehensive income (loss)...............................................  
Balances at March 31, 2008 .........................................................  
$
(401)  
$ 6,576  
(3,472)  
$ 3,104  
$—  
$—  
$
826  
(1,333)  
(507)  
$ 7,001  
(9,408)  
$(2,407)  
(4,603)  
$(5,004)  
$
Tax effects allocated to each component of other comprehensive income for the years ended March 31, 2006, 2007 and 2008 are as follows:  
Yen in millions  
Pre-tax  
amount  
Net-of-tax  
amount  
Tax amount  
For the year ended March 31, 2006  
Foreign currency translation adjustments.........................................................................................  
Unrealized gains on securities:  
¥
272,214  
¥
(3,804)  
¥ 268,410  
Unrealized net holding gains arising for the year.........................................................................  
Less: reclassification adjustments for gains included in net income...........................................  
Minimum pension liability adjustments.............................................................................................  
Other comprehensive income....................................................................................................  
555,789  
(146,710)  
8,260  
(223,427)  
58,977  
(3,323)  
332,362  
(87,733)  
4,937  
¥
¥
689,553  
¥(171,577)  
¥ 517,976  
For the year ended March 31, 2007  
Foreign currency translation adjustments.........................................................................................  
Unrealized gains on securities:  
133,835  
¥
(3,089)  
¥ 130,746  
Unrealized net holding gains arising for the year.........................................................................  
Less: reclassification adjustments for gains included in net income...........................................  
Minimum pension liability adjustments.............................................................................................  
Other comprehensive income....................................................................................................  
78,055  
(13,172)  
5,854  
(31,378)  
5,295  
(2,355)  
46,677  
(7,877)  
3,499  
¥
204,572  
¥ (31,527)  
¥ 173,045  
For the year ended March 31, 2008  
Foreign currency translation adjustments.........................................................................................  
Unrealized losses on securities:  
¥
(460,723)  
¥
(466)  
¥(461,189)  
Unrealized net holding losses arising for the year........................................................................  
Less: reclassification adjustments for gains included in net income...........................................  
Pension liability adjustments ..............................................................................................................  
(545,555)  
(36,099)  
(221,142)  
219,313  
14,512  
87,565  
(326,242)  
(21,587)  
(133,577)  
¥(942,595)  
Other comprehensive income (loss) .......................................................................................... ¥(1,263,519)  
¥ 320,924  
U.S. dollars in millions  
Tax amount  
Pre-tax  
amount  
Net-of-tax  
amount  
For the year ended March 31, 2008  
Foreign currency translation adjustments.........................................................................................  
Unrealized losses on securities:  
$ (4,598)  
$
(5)  
$(4,603)  
Unrealized net holding losses arising for the year........................................................................  
Less: reclassification adjustments for gains included in net income...........................................  
Pension liability adjustments ..............................................................................................................  
Other comprehensive income (loss) ..........................................................................................  
(5,445)  
(361)  
(2,207)  
2,189  
145  
874  
(3,256)  
(216)  
(1,333)  
$(9,408)  
$(12,611)  
$3,203  
Annual Report 2008 • TOYOTA 113  
Financial Section  
18. Stock-based compensation:  
In June 1997, the parent company’s shareholders approved a  
stock option plan for board members. In June 2001, the share-  
holders 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 granted  
in and after August 2002 have terms ranging from 6 years to 8  
years and an exercise price equal to 1.025 times the closing  
price of Toyota’s common stock on the date of grant. These  
options generally vest 2 years from the date of grant.  
On June 24, 2008, at the Ordinary General Shareholders’  
Meeting, the shareholders of the parent company approved the  
authorization of an additional up to 3,700,000 shares for issuance  
under the Toyota’s stock option plan for directors, officers and  
employees of the parent company, its subsidiaries and affiliates.  
Toyota adopted FAS 123(R) in fiscal year beginning from April  
1, 2006. For the years ended March 31, 2007 and 2008, Toyota  
recognized stock-based compensation expenses for stock  
options of ¥1,936 million and ¥3,273 million ($33 million) as sell-  
ing, general and administrative expenses.  
The weighted-average grant-date fair value of options grant-  
ed during the years ended March 31, 2006, 2007 and 2008 was  
¥723, ¥1,235, and ¥1,199 ($12), respectively. Before March 31,  
2006, the fair value of options granted was amortized over the  
option vesting period in determining the pro forma net income  
described in note 2 to the consolidated financial statements.  
On and after April 1, 2006, the fair value of options granted is  
amortized over the option vesting period in determining net  
income in the consolidated statements of income. The grant-  
date fair value of options granted is estimated using the Black-  
Scholes option pricing model with the following weighted-average  
assumptions:  
2
006  
2007  
1.5%  
1.4%  
27%  
5.0  
2008  
1.7%  
1.3%  
23%  
5.0  
Dividend rate................................................................................................................................  
Risk-free interest rate...................................................................................................................  
Expected volatility........................................................................................................................  
Expected holding period (years).................................................................................................  
2.1%  
0.7%  
27%  
4.0  
The following table summarizes Toyota’s stock option activity:  
Yen  
in millions  
Yen  
Weighted-average  
remaining  
Aggregate  
intrinsic  
value  
Number of  
options  
Weighted-average  
exercise price  
contractual  
life in years  
Options outstanding at March 31, 2005 .................................................  
Granted ......................................................................................................  
Exercised ....................................................................................................  
Canceled ....................................................................................................  
Options outstanding at March 31, 2006 .................................................  
Granted ......................................................................................................  
Exercised ....................................................................................................  
Canceled ....................................................................................................  
Options outstanding at March 31, 2007 .................................................  
Granted ......................................................................................................  
Exercised ....................................................................................................  
Canceled ....................................................................................................  
Options outstanding at March 31, 2008 .................................................  
5,500,300  
2,104,000  
(1,354,000)  
(1,463,400)  
4,786,900  
3,176,000  
(1,233,100)  
(437,100)  
6,292,700  
3,264,000  
(792,100)  
(423,000)  
8,341,600  
¥3,802  
4,377  
3,052  
4,085  
4,180  
6,140  
4,008  
4,590  
5,175  
7,278  
4,208  
6,196  
¥6,038  
3.86  
4.52  
5.53  
5.71  
¥14,947  
¥ 1,753  
Options exercisable at March 31, 2006........................................................  
Options exercisable at March 31, 2007........................................................  
Options exercisable at March 31, 2008........................................................  
946,900  
1,282,700  
2,354,600  
¥3,078  
¥3,990  
¥4,225  
3.09  
2.90  
2.76  
¥ 4,567  
¥ 1,753  
1
14 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
The total intrinsic value of options exercised for the years  
ended March 31, 2006, 2007 and 2008 was ¥3,273 million, ¥3,866  
million and ¥1,651 million ($16 million), respectively.  
As of March 31, 2008, there were unrecognized compensa-  
tion expenses of ¥2,677 million ($27 million) for stock options  
granted. Those expenses are expected to be recognized over a  
weighted-average period of 1.1 years.  
Cash received from the exercise of stock options for the years  
ended March 31, 2006, 2007 and 2008 was ¥4,133 million, ¥4,942  
million and ¥3,333 million ($33 million), respectively.  
The following table summarizes information for options outstanding and options exercisable at March 31, 2008:  
Outstanding  
Exercisable  
Exercise  
price range  
Weighted-average  
exercise price  
Weighted-average  
exercise price  
Weighted-average  
remaining life  
Weighted-average  
exercise price  
Weighted-average  
exercise price  
Number of  
shares  
Number of  
shares  
Yen  
Yen  
Dollars  
$41  
65  
Years  
2.90  
6.46  
5.71  
Yen  
Dollars  
$41  
45  
¥
2,958–4,500  
1,754,900  
6,586,700  
8,341,600  
¥4,118  
6,549  
6,038  
1,754,900  
599,700  
¥4,118  
4,541  
4,225  
4
,501–7,278  
,958–7,278  
2
60  
2,354,600  
42  
19. Employee benefit plans:  
Pension and severance plans  
Employees receive additional benefits upon involuntary retire-  
ment, including retirement at the age limit.  
Upon terminations of employment, 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, based on current rates of pay and lengths of  
service or the number of “points” mainly determined by those.  
Under normal circumstances, the minimum payment prior to  
retirement age is an amount based on voluntary retirement.  
Employees receive additional benefits on involuntary retire-  
ment, including retirement at the age limit.  
Effective October 1, 2004, the parent company amended its  
retirement plan to introduce a “point” based retirement benefit  
plan. Under the new plan, employees are entitled to lump-sum  
or pension payments determined based on accumulated  
Effective October 1, 2005, the parent company partly  
amended its retirement plan and introduced the quasi cash-  
balance plan under which benefits are determined based on  
the variable-interest crediting rate rather than the fixed-interest  
crediting rate as was in the pre-amended plan.  
The parent company and most subsidiaries in Japan have  
contributory funded defined benefit pension plans, which are  
pursuant to the Corporate Defined Benefit Pension Plan Law  
(CDBPPL). The contributions to the plans are funded with sever-  
al financial institutions in accordance with the applicable laws  
and regulations. These pension plan assets consist principally of  
investments in government obligations, equity and fixed  
income securities, and insurance contracts.  
“points” vested in each year of service.  
There are three types of “points” that vest in each year of  
Most foreign subsidiaries have 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.  
service consisting of “service period points” which are attrib-  
uted to the length of service, “job title points” which are attrib-  
uted to the job title of each employee, and “performance  
points” which are attributed to the annual performance evalua-  
tion of each employee. Under normal circumstances, the mini-  
mum payment prior to retirement age is an amount reflecting  
an adjustment rate applied to represent voluntary retirement.  
Toyota uses a March 31 measurement date for the majority of  
its benefit plans.  
Annual Report 2008 • TOYOTA 115  
Financial Section  
The impact of adopting FAS 158  
consolidated balance sheet, with corresponding adjustments to  
accumulated other comprehensive income, net of tax. The  
impacts of adopting the provisions of FAS 158 on Toyota’s con-  
solidated balance sheet as of March 31, 2007 are as follows. The  
adoption of the provisions had no impact on Toyota’s consoli-  
dated statement of income for the year ended March 31, 2007.  
Toyota adopted the provisions regarding recognition of funded  
status and disclosure under FAS 158 as of March 31, 2007.  
Toyota recognized the overfunded or underfunded status of its  
defined benefit postretirement plans as prepaid pension and  
severance costs or accrued pension and severance costs on its  
Yen in millions  
Amount before  
adoption of  
FAS 158  
Amount after  
adoption of  
FAS 158  
FAS 158  
Adjustment  
Investments and other assets—other (Prepaid pension and severance costs)........................  
Accrued expenses (Accrued pension and severance costs)......................................................  
Accrued pension and severance costs ........................................................................................  
Accumulated other comprehensive income (loss) (Pre-tax amount) ........................................  
Accumulated other comprehensive income (loss) (Net-of-tax amount)...................................  
¥246,499  
672,154  
(26,337)  
(8,270)  
¥142,520  
30,951  
(31,568)  
133,437  
91,029  
¥389,019  
30,951  
640,586  
107,100  
82,759  
Information regarding defined benefit plans  
Information regarding Toyota’s defined benefit plans is as follows:  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2007  
2008  
2008  
Change in benefit obligation  
Benefit obligation at beginning of year................................................................................... ¥1,582,958  
¥1,707,969  
96,454  
$17,047  
963  
Service cost ................................................................................................................................  
Interest cost................................................................................................................................  
Plan participants’ contributions................................................................................................  
Plan amendments......................................................................................................................  
Net actuarial gain or loss ..........................................................................................................  
Acquisition and other................................................................................................................  
Benefits paid ..............................................................................................................................  
80,414  
48,128  
1,988  
(197)  
65,227  
5,927  
54,417  
767  
(7,619)  
543  
8
(76)  
(22,112)  
(55,960)  
(80,761)  
1,693,155  
(221)  
(559)  
(806)  
16,899  
(76,476)  
Benefit obligation at end of year ......................................................................................... 1,707,969  
Change in plan assets  
Fair value of plan assets at beginning of year......................................................................... 1,276,204  
1,425,451  
(206,101)  
(26,851)  
169,543  
767  
(80,761)  
1,282,048  
¥ 411,107  
14,227  
(2,057)  
(268)  
1,692  
8
(806)  
12,796  
$ 4,103  
Actual return on plan assets .....................................................................................................  
Acquisition and other................................................................................................................  
Employer contributions.............................................................................................................  
Plan participants’ contributions................................................................................................  
Benefits paid ..............................................................................................................................  
87,471  
2,734  
133,530  
1,988  
(76,476)  
Fair value of plan assets at end of year................................................................................ 1,425,451  
Funded status ................................................................................................................................ 282,518  
¥
Amounts recognized in the consolidated balance sheet as of March 31, 2007 and 2008 are comprised of the following:  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2007  
2008  
2008  
Accrued expenses (Accrued pension and severance costs)......................................................  
Accrued pension and severance costs ........................................................................................  
Investments and other assets—other (Prepaid pension and severance costs)........................  
¥
30,951  
640,586  
(389,019)  
¥
30,345  
632,297  
(251,535)  
$
303  
6,311  
(2,511)  
Net amount recognized............................................................................................................ ¥ 282,518  
¥ 411,107  
$ 4,103  
1
16 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Amounts recognized in accumulated other comprehensive income (loss) as of March 31, 2007 and 2008 are comprised of the following:  
U.S. dollars  
Yen in millions  
in millions  
March 31,  
2008  
March 31,  
2007  
2008  
Net actuarial loss ...........................................................................................................................  
Prior service costs ..........................................................................................................................  
Net transition obligation...............................................................................................................  
Net amount recognized........................................................................................................  
¥ (14,041)  
130,543  
(9,402)  
¥(217,138)  
125,553  
(7,458)  
¥ (99,043)  
$(2,167)  
1,253  
(75)  
¥107,100  
$ (989)  
The accumulated benefit obligation for all defined benefit pen-  
sion plans was ¥1,552,827 million and ¥1,547,218 million ($15,443  
million) at March 31, 2007 and 2008, respectively.  
The projected benefit obligation, accumulated benefit obliga-  
tion and fair value of plan assets for which the accumulated bene-  
fit obligations exceed plan assets are as follows:  
U.S. dollars  
Yen in millions  
March 31,  
in millions  
March 31,  
2008  
2007  
2008  
Projected benefit obligation.........................................................................................................  
Accumulated benefit obligation ..................................................................................................  
Fair value of plan assets................................................................................................................  
¥529,354  
498,127  
95,274  
¥508,505  
467,421  
91,723  
$5,075  
4,665  
915  
Components of the net periodic pension cost are as follows:  
U.S. dollars  
in millions  
Yen in millions  
For the year ended  
March 31,  
For the years ended March 31,  
2007  
2006  
2008  
2008  
Service cost..........................................................................................................  
Interest cost .........................................................................................................  
Expected return on plan assets..........................................................................  
Amortization of prior service costs ....................................................................  
Recognized net actuarial loss.............................................................................  
Amortization of net transition obligation..........................................................  
Net periodic pension cost ..............................................................................  
¥ 64,582  
40,196  
(24,278)  
(17,037)  
19,489  
¥ 80,414  
48,128  
(38,139)  
(17,301)  
8,299  
¥ 96,454  
54,417  
(43,450)  
(17,162)  
4,013  
$ 963  
543  
(434)  
(171)  
40  
1,944  
¥ 84,896  
1,944  
¥ 83,345  
1,944  
¥ 96,216  
19  
$ 960  
Other changes in plan assets and benefit obligations recognized in other comprehensive income (loss) for the year ended March 31,  
008 are as follows:  
2
U.S. dollars  
in millions  
Yen in millions  
For the year ended  
March 31,  
For the year ended  
March 31,  
2008  
2008  
Net actuarial loss...............................................................................................................................................  
Recognized net actuarial loss...........................................................................................................................  
Prior service costs..............................................................................................................................................  
Amortization of prior service costs ..................................................................................................................  
Amortization of net transition obligation........................................................................................................  
Other ..................................................................................................................................................................  
Total recognized in other comprehensive income (loss) ...........................................................................  
¥(227,439)  
4,013  
7,619  
(17,162)  
1,944  
$(2,270)  
40  
76  
(171)  
19  
24,882  
¥(206,143)  
248  
$(2,058)  
Annual Report 2008 • TOYOTA 117  
Financial Section  
The estimated prior service costs, net actuarial loss and net  
transition obligations that will be amortized from accumulated  
other comprehensive income (loss) into net periodic pension  
cost during the year ending March 31, 2009 are ¥(17,100) million  
2007, Toyota had recorded a minimum pension liability for  
plans where the accumulated benefit obligation net of plan  
assets exceeded the accrued pension and severance costs.  
Changes in the minimum pension liability are reflected as  
adjustments in other comprehensive income for the years  
ended March 31, 2006 and 2007 as follows:  
($(171) million), ¥6,500 million ($65 million) and ¥1,900 million  
$19 million), respectively.  
(
Prior to the adoption of the provisions regarding recognition  
of funded status and disclosure under FAS 158 as of March 31,  
Yen in millions  
For the years ended March 31,  
2006  
2007  
Minimum pension liability adjustments, included in other  
comprehensive income ...........................................................................................................................................  
¥4,937  
¥3,499  
The minimum pension liability recognized as of March 31, 2007 was eliminated upon the adoption of the provisions regarding recognition  
of funded status and disclosure under FAS 158, and after the adoption, no minimum pension liability had been recognized.  
Weighted-average assumptions used to determine benefit obligations as of March 31, 2007 and 2008 are as follows:  
March 31,  
2
007  
2.7%  
0.1–10.0%  
2008  
2.8%  
0.1–10.0%  
Discount rate..............................................................................................................................................................  
Rate of compensation increase ................................................................................................................................  
Weighted-average assumptions used to determine net periodic pension cost for the years ended March 31, 2006, 2007 and 2008 are  
as follows:  
For the years ended March 31,  
2
006  
2.6%  
2.9%  
0.1–9.7%  
2007  
2008  
2.7%  
3.4%  
0.1–10.0%  
Discount rate .............................................................................................................................  
Expected return on plan assets................................................................................................  
Rate of compensation increase................................................................................................  
2.6%  
3.0%  
0.1–11.0%  
The expected rate of return on plan assets is determined  
after considering several applicable factors including, the com-  
position of plan assets held, assumed risks of asset manage-  
ment, historical results of the returns on plan assets, Toyota’s  
principal policy for plan asset management, and forecasted  
market conditions.  
Toyota’s pension plan weighted-average asset allocations as  
of March 31, 2007 and 2008, by asset category are as follows:  
Plan assets at March 31,  
2007  
2008  
Equity securities .........................................................................................................................................................  
Debt securities ...........................................................................................................................................................  
Real estate..................................................................................................................................................................  
Other...........................................................................................................................................................................  
Total ........................................................................................................................................................................  
67.2%  
20.8  
0.7  
11.3  
100.0%  
60.5%  
25.2  
1.3  
13.0  
100.0%  
Toyota’s policy and objective for plan asset management 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 deter-  
mined based on Toyota’s plan asset management guidelines  
which are established to achieve the optimized asset composi-  
tions in terms of the long-term overall plan asset management.  
Prior to making individual investments, Toyota performs in-  
depth assessments of corresponding factors including risks,  
transaction 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 composition ratios within each  
asset category, and compares the combined rates with the cor-  
responding actual return rates on each asset category.  
Toyota expects to contribute ¥153,030 million ($1,527 million)  
to its pension plan in the year ending March 31, 2009.  
The following pension benefit payments, which reflect expect-  
ed future service, as appropriate, are expected to be paid:  
1
18 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
U.S. dollars  
in millions  
Years ending March 31,  
Yen in millions  
2009 ...................................................................................................................................................................................  
2010 ...................................................................................................................................................................................  
2011 ...................................................................................................................................................................................  
2012 ...................................................................................................................................................................................  
2013 ...................................................................................................................................................................................  
¥ 86,774  
84,573  
81,674  
78,204  
77,373  
$
866  
844  
815  
781  
772  
from 2014 to 2018.............................................................................................................................................................  
Total...............................................................................................................................................................................  
430,548  
¥839,146  
4,298  
$8,376  
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 employ-  
ees after employment, but before retirement. These benefits  
are currently unfunded and provided through various insurance  
companies and health care providers. The costs of these bene-  
fits are recognized over the period the employee provides  
credited service to Toyota. Toyota’s obligations under these  
arrangements are not material.  
20. Derivative financial instruments:  
Toyota employs derivative financial instruments, including for-  
eign exchange forward 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.  
are included in cost of financing operations in the accompany-  
ing consolidated statements of income were not material. For  
fair value hedging relationships, the components of each deriv-  
ative’s gain or loss are included in the assessment of hedge  
effectiveness.  
Undesignated derivative financial instruments  
Fair value hedges  
Toyota uses foreign exchange forward contracts, foreign cur-  
rency 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 economic 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 state-  
ments of income together with realized gains or losses on those  
derivative instruments.  
Unrealized gains or (losses) on undesignated derivative finan-  
cial instruments reported in the cost of financing operations for  
the years ended March 31, 2006, 2007 and 2008 were ¥(8,418) mil-  
lion, ¥(19,984) million and ¥(67,991) million ($(679) million) those  
reported in foreign exchange gain, net were ¥4,270 million,  
¥17,866 million and ¥45,670 million ($456 million), respectively.  
Toyota enters into interest rate swaps, and interest rate curren-  
cy 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 expo-  
sure to currency exchange rate fluctuations on principal and  
interest payments for borrowings denominated in foreign cur-  
rencies. Notes and loans payable issued in foreign currencies  
are hedged by concurrently executing interest rate currency  
swap agreements, which involve the exchange of foreign cur-  
rency principal and interest obligations for each functional cur-  
rency obligations at agreed-upon currency exchange and  
interest rates.  
For the years ended March 31, 2006, 2007 and 2008, the inef-  
fective portion of Toyota’s fair value hedge relationships which  
21. Other financial instruments:  
Toyota has certain financial instruments, including financial  
assets and liabilities and off-balance sheet financial instruments  
which arose in the normal course of business. These financial  
instruments are executed with creditworthy 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, mar-  
ket risk as instruments are subject to price fluctuations, and ele-  
ments 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 counterparties on financial instruments, it does  
not anticipate significant losses due to the nature of its counter-  
parties. 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 creditworthiness of these financial  
institutions, collateral is generally not required of the counter-  
parties or of Toyota. Toyota believes that the overall credit risk  
related to its financial instruments is not significant.  
Annual Report 2008 • TOYOTA 119  
Financial Section  
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, 2007  
Carrying  
amount  
Estimated  
fair value  
Asset (Liability)  
Cash and cash equivalents .......................................................................................................................................... ¥ 1,900,379  
¥ 1,900,379  
26,709  
Time deposits ...............................................................................................................................................................  
Total finance receivables, net......................................................................................................................................  
Other receivables.........................................................................................................................................................  
26,709  
8,938,284  
486,170  
8,998,023  
486,170  
(3,497,391)  
(8,595,301)  
(4,327)  
115,640  
3,249  
(2,341)  
Short-term borrowings................................................................................................................................................. (3,497,391)  
Long-term debt including the current portion .......................................................................................................... (8,580,815)  
Foreign exchange forward contracts..........................................................................................................................  
Interest rate and currency swap agreements.............................................................................................................  
Option contracts purchased........................................................................................................................................  
Option contracts written..............................................................................................................................................  
(4,327)  
115,640  
3,249  
(2,341)  
Yen in millions  
March 31, 2008  
U.S. dollars in millions  
March 31, 2008  
Carrying  
amount  
Estimated  
fair value  
Carrying  
amount  
Estimated  
fair value  
Asset (Liability)  
Cash and cash equivalents............................................................................ ¥1,628,547  
¥1,628,547  
134,773  
9,287,490  
523,533  
(3,552,721)  
(8,646,182)  
26,352  
$16,255  
1,345  
91,149  
5,225  
(35,460)  
(85,974)  
263  
2,227  
185  
(42)  
$16,255  
1,345  
92,699  
5,225  
(35,460)  
(86,298)  
263  
2,227  
185  
(42)  
Time deposits.................................................................................................  
Total finance receivables, net .......................................................................  
Other receivables...........................................................................................  
134,773  
9,132,242  
523,533  
Short-term borrowings .................................................................................. (3,552,721)  
Long-term debt including the current portion............................................ (8,613,799)  
Foreign exchange forward contracts ...........................................................  
Interest rate and currency swap agreements ..............................................  
Option contracts purchased .........................................................................  
Option contracts written ...............................................................................  
26,352  
223,163  
18,525  
(4,242)  
223,163  
18,525  
(4,242)  
Following are explanatory notes regarding the financial assets and liabilities other than derivative financial instruments.  
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 liq-  
uid and are carried at amounts which approximate 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, 2007  
and 2008.  
Short-term borrowings and long-term debt  
Finance receivables, net  
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.  
The carrying value of variable rate finance receivables was  
assumed to approximate fair value as they were repriced at pre-  
vailing market rates at March 31, 2007 and 2008. The fair value  
1
20 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
22. 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,  
2007  
2008  
2008  
Class of property  
Building ......................................................................................................................................  
Machinery and equipment........................................................................................................  
Less—Accumulated depreciation............................................................................................  
¥
¥
13,560  
147,926  
(126,178)  
35,308  
¥
11,279  
136,817  
(116,019)  
32,077  
$
113  
1,365  
(1,158)  
320  
¥
$
Amortization expenses under capital leases for the years ended March 31, 2006, 2007 and 2008 were ¥11,348 million, ¥10,559 million  
and ¥7,846 million ($78 million), respectively.  
Future minimum lease payments under capital leases together with the present value of the net minimum lease payments as of March  
31, 2008 are as follows:  
U.S. dollars  
in millions  
Years ending March 31,  
Yen in millions  
2009...........................................................................................................................................................................  
2010...........................................................................................................................................................................  
2011...........................................................................................................................................................................  
2012...........................................................................................................................................................................  
2013...........................................................................................................................................................................  
¥ 8,012  
9,171  
25,408  
1,907  
$ 80  
91  
254  
19  
1,166  
12  
Thereafter.................................................................................................................................................................  
Total minimum lease payments......................................................................................................................  
Less—Amount representing interest .....................................................................................................................  
Present value of net minimum lease payments.............................................................................................  
Less—Current obligations.......................................................................................................................................  
Long-term capital lease obligations...............................................................................................................  
1,307  
13  
46,971  
(3,408)  
43,563  
(7,409)  
¥36,154  
469  
(34)  
435  
(74)  
$361  
Rental expenses under operating leases for the years ended March 31, 2006, 2007 and 2008 were ¥93,867 million, ¥107,301 million  
and ¥100,319 million ($1,001 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, 2008 are as follows:  
U.S. dollars  
in millions  
Years ending March 31,  
Yen in millions  
2009...........................................................................................................................................................................  
2010...........................................................................................................................................................................  
2011...........................................................................................................................................................................  
2012...........................................................................................................................................................................  
2013...........................................................................................................................................................................  
¥11,335  
9,149  
7,144  
5,781  
4,658  
$113  
91  
71  
58  
46  
Thereafter.................................................................................................................................................................  
Total minimum future rentals..........................................................................................................................  
16,384  
¥54,451  
164  
$543  
Annual Report 2008 • TOYOTA 121  
Financial Section  
23. Other commitments and contingencies, concentrations and factors that may affect future operations:  
Commitments outstanding at March 31, 2008 for the purchase  
of property, plant and equipment and other assets totaled  
for damages based on state antitrust laws and Toyota has  
responded to the plaintiff’s discovery requests. Toyota believes  
that its actions have been lawful. In the interest of quickly  
resolving these legal actions, however, Toyota entered into a  
settlement agreement with the plaintiffs at the end of February  
2006. The settlement agreement is pending the approval of the  
federal district court, and immediately upon approval the plain-  
tiffs will, in accordance with the terms of the settlement agree-  
ment, withdraw all pending actions against Toyota in the  
federal district court as well as all state courts and all related  
actions will be closed.  
Toyota has various other legal actions, governmental pro-  
ceedings and other claims pending against it, including product  
liability claims in the United States. Although the claimants in  
some of these actions seek potentially substantial damages,  
Toyota cannot currently determine its potential liability or the  
damages, if any, with respect to these claims. However, based  
upon information currently available 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.  
In October 2000, the European Union brought into effect a  
directive that requires member states to promulgate regula-  
tions implementing the following: (i) manufacturers shall bear all  
or a significant part of the costs for taking back end-of-life vehi-  
cles put on the market after July 1, 2002 and dismantling and  
recycling those vehicles. Beginning January 1, 2007, this  
requirement became applicable to vehicles put on the market  
before July 1, 2002; (ii) manufacturers may not use certain haz-  
ardous materials in vehicles to be sold after July 2003; (iii) vehi-  
cles type-approved and put on the market after December 15,  
2008, 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. A law to implement the  
directive came into effect in all member states including  
Bulgaria, Romania that joined the European Union in January  
2007. Currently, there are uncertainties surrounding the imple-  
mentation of the applicable regulations in different European  
Union member states, particularly regarding manufacturer  
responsibilities and resultant expenses that may be incurred.  
In addition, under this directive member states must take  
measures to ensure that car manufacturers, distributors and  
other auto-related economic operators establish adequate  
used vehicle collection and treatment facilities and to ensure  
that hazardous materials and recyclable parts are removed from  
vehicles prior to shredding. 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.  
¥173,720 million ($1,734 million).  
Toyota enters into contracts with Toyota dealers to guarantee  
customers’ payments of their installment payables that arise  
from installment contracts between customers and Toyota deal-  
ers, as and when requested by Toyota dealers. Guarantee peri-  
ods are set to match maturity of installment payments, and at  
March 31, 2008, range from 1 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 cus-  
tomers are unable to make required payments. The maximum  
potential amount of future payments as of March 31, 2008 is  
¥
1,460,362 million ($14,576 million). Liabilities for guarantees  
totaling ¥3,905 million ($39 million) have been provided as of  
March 31, 2008. Under these guarantee contracts, Toyota is  
entitled to recover any amount paid by Toyota from the cus-  
tomers whose original 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 con-  
solidated in Maine and actions filed in the state courts of  
California and New Jersey were also consolidated, respectively.  
The nearly identical complaints allege that the defendants  
violated the Sherman Antitrust Act by conspiring among them-  
selves and with their dealers to prevent the sale to United  
States citizens of vehicles produced for the Canadian market.  
The complaints allege that new vehicle prices in Canada are  
10% to 30% lower than those in the United States and that pre-  
venting the sale of these vehicles to United States citizens  
resulted in United States consumers paying excessive 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 com-  
panies, and (ii) dismissed the claim for damages based on the  
Sherman Antitrust Act but did not bar the plaintiffs from seek-  
ing injunctive relief against the alleged antitrust violations. The  
plaintiffs have submitted an amended compliant adding a claim  
1
22 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Based on the legislation that has been enacted to date,  
tion on its results of operations, cash flows and financial position.  
Toyota purchases materials that are equivalent to approxi-  
mately 10% of material costs from a supplier which is an affiliat-  
ed company.  
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, 2008.  
Toyota has provided for its estimated liability related to cov-  
ered vehicles in existence as of March 31, 2008. Depending on  
the legislation that will be enacted subject to other circum-  
stances, Toyota may be required to revise the accruals for the  
expected costs. Although Toyota does not expect its compli-  
ance with the directive to result in significant cash expenditures,  
Toyota is continuing to assess the impact of this future legisla-  
24. 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 regular-  
ly 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, manu-  
factures and distributes sedans, minivans, compact cars, sport-  
utility vehicles, trucks and related parts and accessories. The  
Financial Services segment consists primarily of financing, and  
vehicle and equipment leasing operations to assist in the mer-  
chandising of the parent company and its affiliate companies  
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 and overseas revenues by destination as of and for the  
years ended March 31, 2006, 2007 and 2008.  
Segment operating results and assets  
As of and for the year ended March 31, 2006:  
Yen in millions  
Inter-segment  
Elimination/  
Automotive  
Financial Services  
All Other  
Unallocated Amount  
Consolidated  
Net revenues  
Sales to external customers .............................................  
Inter-segment sales and transfers ...................................  
Total ...............................................................................  
Operating expenses .............................................................  
Operating income.................................................................  
¥19,325,616  
12,528  
19,338,144  
17,644,099  
¥ 1,694,045  
¥
977,416  
19,493  
996,909  
841,092  
155,817  
¥
¥
733,877  
456,414  
1,190,291  
1,150,543  
39,748  
¥
(488,435)  
(488,435)  
(477,167)  
(11,268)  
¥21,036,909  
21,036,909  
19,158,567  
¥ 1,878,342  
¥
¥
Assets.....................................................................................  
Investment in equity method investees..............................  
Depreciation expenses.........................................................  
Capital Expenditure..............................................................  
¥12,354,827  
1,459,556  
880,360  
¥11,613,508  
287,326  
¥1,191,261  
¥3,571,999  
73,835  
¥28,731,595  
1,820,717  
1,211,178  
2,629,884  
301,734  
968,835  
29,084  
45,282  
1,615,814  
(47)  
As of and for the year ended March 31, 2007:  
Yen in millions  
All Other  
Inter-segment  
Elimination/  
Unallocated Amount  
Automotive  
Financial Services  
Consolidated  
Net revenues  
Sales to external customers .............................................  
Inter-segment sales and transfers ...................................  
Total ...............................................................................  
Operating expenses .............................................................  
Operating income.................................................................  
Assets.....................................................................................  
Investment in equity method investees..............................  
Depreciation expenses.........................................................  
Capital Expenditure..............................................................  
¥21,914,168  
13,838  
¥ 1,277,994  
22,554  
1,300,548  
1,142,053  
¥
755,929  
567,802  
¥
(604,194)  
(604,194)  
(605,875)  
1,681  
¥23,948,091  
21,928,006  
19,889,178  
¥ 2,038,828  
¥13,297,362  
1,664,938  
950,762  
1,323,731  
1,284,052  
39,679  
23,948,091  
21,709,408  
¥ 2,238,683  
¥32,574,779  
2,027,281  
1,382,594  
2,690,195  
¥
158,495  
¥
¥
¥13,735,434  
303,271  
402,876  
1,122,564  
¥1,459,965  
¥4,082,018  
59,072  
28,956  
47,948  
1,570,875  
(51,192)  
Annual Report 2008 • TOYOTA 123  
Financial Section  
As of and for the year ended March 31, 2008:  
Yen in millions  
All Other  
Inter-segment  
Elimination/  
Unallocated Amount  
Automotive  
Financial Services  
Consolidated  
Net revenues  
Sales to external customers ............................................. ¥24,160,254  
¥ 1,468,730  
29,624  
1,498,354  
1,411,860  
¥
660,256  
686,699  
1,346,955  
1,313,875  
33,080  
¥
(733,375)  
(733,375)  
(712,271)  
(21,104)  
¥26,289,240  
Inter-segment sales and transfers ...................................  
Total ...............................................................................  
Operating expenses .............................................................  
17,052  
24,177,306  
22,005,401  
26,289,240  
24,018,865  
¥ 2,270,375  
¥32,458,320  
2,065,778  
1,491,135  
2,759,975  
Operating income................................................................. ¥ 2,171,905  
Assets..................................................................................... ¥13,593,025  
¥
86,494  
¥
¥
¥13,942,372  
235,166  
409,725  
1,149,842  
¥1,273,560  
¥3,649,363  
52,656  
Investment in equity method investees..............................  
Depreciation expenses.........................................................  
Capital expenditure..............................................................  
1,777,956  
1,050,541  
1,546,524  
30,869  
56,439  
7,170  
U.S. dollars in millions  
Inter-segment  
Elimination/  
Automotive  
Financial Services  
All Other  
Unallocated Amount  
Consolidated  
Net revenues  
Sales to external customers .............................................  
Inter-segment sales and transfers ...................................  
Total ...............................................................................  
Operating expenses .............................................................  
Operating income.................................................................  
Assets.....................................................................................  
Investment in equity method investees..............................  
Depreciation expenses.........................................................  
Capital expenditure..............................................................  
$241,144  
171  
$ 14,660  
295  
14,955  
14,092  
$ 6,590  
6,854  
13,444  
13,114  
$
(7,320)  
(7,320)  
(7,110)  
(210)  
$262,394  
241,315  
219,637  
$ 21,678  
$135,673  
17,746  
262,394  
239,733  
$ 22,661  
$323,968  
20,619  
14,883  
27,548  
$
863  
$
330  
$
$139,159  
2,347  
4,090  
11,476  
$12,712  
$36,424  
526  
10,485  
15,436  
308  
564  
72  
Geographic Information  
As of and for the year ended March 31, 2006:  
Yen in millions  
Inter-segment  
Elimination/  
Japan  
North America  
Europe  
Asia  
Other  
Unallocated Amount Consolidated  
Net revenues  
Sales to external customers......... ¥ 7,735,109  
Inter-segment sales  
¥7,455,818  
¥2,574,014  
¥1,836,855  
¥1,435,113  
¥
¥21,036,909  
and transfers................................  
Total...........................................  
Operating expenses.....................  
Operating income ........................ ¥ 1,075,890  
Assets............................................. ¥12,177,125  
5,376,348  
13,111,457  
12,035,567  
232,124  
7,687,942  
7,192,304  
495,638  
¥9,199,818  
2,403,211  
153,395  
2,727,409  
2,633,462  
93,947  
¥2,471,258  
473,274  
205,951  
2,042,806  
1,897,260  
145,546  
¥1,255,350  
347,892  
166,623  
1,601,736  
1,534,546  
67,190  
¥1,299,072  
253,429  
(6,134,441)  
(6,134,441)  
(6,134,572)  
131  
¥ 2,328,972  
21,036,909  
19,158,567  
¥ 1,878,342  
¥28,731,595  
6,825,001  
¥
¥
¥
¥
¥
Long-lived assets ..........................  
3,347,195  
1
24 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
As of and for the year ended March 31, 2007:  
Yen in millions  
Inter-segment  
Elimination/  
Unallocated Amount Consolidated  
Japan  
North America  
Europe  
Asia  
Other  
Net revenues  
Sales to external customers......... ¥ 8,152,884  
Inter-segment sales  
¥ 8,771,495  
¥3,346,013  
¥1,969,957  
¥1,707,742  
¥
¥23,948,091  
and transfers................................  
Total...........................................  
Operating expenses.....................  
Operating income ........................ ¥ 1,457,246  
Assets............................................. ¥12,992,379  
6,662,398  
14,815,282  
13,358,036  
258,278  
9,029,773  
8,580,140  
449,633  
¥10,890,157  
2,931,037  
196,180  
3,542,193  
3,404,810  
137,383  
¥2,917,183  
566,353  
255,571  
2,225,528  
2,107,933  
117,595  
¥1,563,742  
466,338  
215,000  
1,922,742  
1,839,245  
83,497  
¥1,575,255  
309,465  
(7,587,427)  
(7,587,427)  
(7,580,756)  
(6,671)  
¥ 2,636,063  
23,948,091  
21,709,408  
¥ 2,238,683  
¥32,574,779  
7,764,039  
¥
¥
¥
¥
¥
Long-lived assets ..........................  
3,490,846  
As of and for the year ended March 31, 2008:  
Yen in millions  
Asia  
Inter-segment  
Elimination/  
Unallocated Amount  
Japan  
North America  
Europe  
Other  
Consolidated  
Net revenues  
Sales to external customers......... ¥ 8,418,620 ¥ 9,248,950 ¥3,802,814 ¥2,790,987 ¥2,027,869  
¥
¥26,289,240  
Inter-segment sales  
and transfers................................  
6,897,192  
174,308  
9,423,258  
9,117,906  
305,352  
190,620  
3,993,434  
3,851,863  
141,571  
329,839  
3,120,826  
2,864,470  
256,356  
266,268 (7,858,227) —  
2,294,137 (7,858,227) 26,289,240  
2,150,159 (7,841,059) 24,018,865  
Total........................................... 15,315,812  
Operating expenses..................... 13,875,526  
Operating income ........................ ¥ 1,440,286  
¥
¥
¥
¥
143,978  
¥
(17,168) ¥ 2,270,375  
Assets............................................. ¥12,883,255 ¥10,779,947 ¥3,125,572 ¥1,792,681 ¥1,703,533 ¥ 2,173,332 ¥32,458,320  
Long-lived assets ..........................  
3,696,081  
2,808,782  
574,854  
446,513  
285,772  
7,812,002  
U.S. dollars in millions  
Asia  
Inter-segment  
Elimination/  
Unallocated Amount  
Japan  
North America  
Europe  
Other  
Consolidated  
Net revenues  
Sales to external customers.........  
Inter-segment sales  
$ 84,027  
$ 92,314  
$37,956  
$27,857  
$20,240  
$
$262,394  
and transfers................................  
Total...........................................  
Operating expenses.....................  
Operating income ........................  
Assets.............................................  
Long-lived assets ..........................  
68,841  
152,868  
138,492  
$ 14,376  
$128,588  
36,891  
1,740  
94,054  
91,006  
3,048  
$107,595  
28,034  
1,903  
39,859  
38,446  
$ 1,413  
$31,196  
5,738  
3,292  
31,149  
28,590  
$ 2,559  
$17,893  
4,457  
2,658  
22,898  
21,461  
$ 1,437  
$17,003  
2,852  
(78,434)  
(78,434)  
(78,262)  
(172)  
$ 21,693  
262,394  
239,733  
$ 22,661  
$323,968  
77,972  
$
$
*
“Other” consists of Central and South America, Oceania and Africa.  
Revenues are attributed to geographies based on the coun-  
try location of the parent company or the subsidiary that trans-  
acted the sale with the external customer.  
were ¥4,231,148 million, ¥4,758,410 million and ¥4,352,498 mil-  
lion ($43,442 million), as of March 31, 2006, 2007 and 2008,  
respectively.  
There are no any individually material countries with respect  
to revenues, operating expenses, operating income, assets and  
long-lived assets included in other foreign countries.  
Unallocated amounts included in assets represent assets held  
for corporate purposes, which mainly consist of cash and cash  
equivalents and marketable securities. Such corporate assets  
Transfers between industries or geographic segments are  
made at amounts which Toyota’s management believes  
approximate arm’s-length transactions. In measuring the  
reportable segments’ income or losses, operating income con-  
sists of revenue less operating expenses.  
Annual Report 2008 • TOYOTA 125  
Financial Section  
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.  
U.S. dollars  
in millions  
Yen in millions  
For the year ended  
March 31,  
For the years ended March 31,  
2007  
2006  
2008  
2008  
North America ..................................................................................................... ¥7,687,738  
Europe.................................................................................................................. 2,607,819  
Asia ....................................................................................................................... 2,005,777  
Other .................................................................................................................... 2,721,981  
¥9,039,560  
3,345,001  
2,248,031  
3,168,580  
¥9,606,481  
3,746,362  
2,968,460  
3,831,739  
$95,883  
37,393  
29,628  
38,245  
*
“Other” consists of Central and South America, Oceania, Africa and the Middle East, etc.  
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,  
2007  
2008  
2008  
Non-Financial Services Businesses  
Current assets  
Cash and cash equivalents .................................................................................................. ¥ 1,714,722  
¥ 1,473,101  
526,801  
$ 14,703  
5,258  
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...............................................................................................  
433,434  
2,044,729  
1,803,956  
1,617,554  
7,614,395  
6,464,204  
5,689,383  
2,077,491  
1,825,716  
1,676,263  
7,579,372  
6,064,286  
5,773,370  
19,417,028  
20,736  
18,222  
16,731  
75,650  
60,528  
57,624  
193,802  
Total Non-Financial Services Businesses assets ............................................................ 19,767,982  
Financial Services Businesses  
Current assets  
Cash and cash equivalents ..................................................................................................  
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...............................................................................................  
185,657  
2,029  
4,108,139  
766,552  
5,062,377  
5,894,925  
703,476  
155,446  
15,409  
4,301,142  
793,434  
5,265,431  
5,974,756  
663,553  
2,038,632  
13,942,372  
(901,080)  
¥32,458,320  
1,552  
154  
42,930  
7,919  
52,555  
59,634  
6,622  
20,348  
139,159  
(8,993)  
$323,968  
2,074,656  
Total Financial Services Businesses assets ..................................................................... 13,735,434  
Eliminations............................................................................................................................. (928,637)  
Total assets........................................................................................................................ ¥32,574,779  
Assets in the non-financial services include unallocated corporate assets.  
1
26 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
U.S. dollars  
in millions  
Yen in millions  
March 31,  
March 31,  
2007  
2008  
2008  
Non-Financial Services Businesses  
Current liabilities  
Short-term borrowings......................................................................................................... ¥ 726,822  
¥
725,563  
183,879  
2,211,507  
1,478,249  
299,048  
$
7,242  
1,835  
22,073  
14,755  
2,985  
Current portion of long-term debt......................................................................................  
Accounts payable .................................................................................................................  
Accrued expenses ................................................................................................................  
Income taxes payable ..........................................................................................................  
Other current liabilities ........................................................................................................  
Total current liabilities......................................................................................................  
Long-term liabilities  
249,750  
2,212,598  
1,537,918  
404,388  
1,258,905  
6,390,381  
1,208,476  
6,106,722  
12,062  
60,952  
Long-term debt ....................................................................................................................  
Accrued pension and severance costs ...............................................................................  
Other long-term liabilities....................................................................................................  
Total long-term liabilities.................................................................................................  
Total Non-Financial Services Businesses liabilities........................................................  
537,887  
636,221  
976,488  
2,150,596  
8,540,977  
391,303  
627,450  
866,741  
1,885,494  
7,992,216  
3,905  
6,263  
8,651  
18,819  
79,771  
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  
3,404,713  
2,189,367  
16,286  
135,106  
16,808  
3,439,850  
2,511,719  
17,359  
133,223  
6,544  
34,333  
25,070  
173  
1,330  
65  
417,457  
6,179,737  
491,441  
6,600,136  
4,905  
65,876  
Long-term debt ....................................................................................................................  
Accrued pension and severance costs ...............................................................................  
Other long-term liabilities....................................................................................................  
Total long-term liabilities.................................................................................................  
Total Financial Services Businesses liabilities................................................................. 12,498,598  
Eliminations............................................................................................................................... (929,132)  
Total liabilities................................................................................................................... 20,110,443  
Minority interest in consolidated subsidiaries........................................................................ 628,244  
5,851,882  
4,365  
462,614  
6,318,861  
5,726,042  
4,847  
510,415  
6,241,304  
12,841,440  
(901,530)  
19,932,126  
656,667  
57,152  
48  
5,095  
62,295  
128,171  
(8,998)  
198,944  
6,554  
Shareholders’ equity ................................................................................................................ 11,836,092  
Total liabilities and shareholders’ equity........................................................................ ¥32,574,779  
11,869,527  
¥32,458,320  
118,470  
$323,968  
Annual Report 2008 • TOYOTA 127  
Financial Section  
Statements of income  
U.S. dollars  
in millions  
Yen in millions  
For the year ended  
March 31,  
For the years ended March 31,  
2007  
2006  
2008  
2008  
Non-Financial Services Businesses  
Net revenues ................................................................................................. ¥20,068,284  
Costs and expenses  
¥22,679,078  
¥24,831,172  
$247,841  
Cost of revenues ....................................................................................... 16,335,340  
18,361,641  
2,230,734  
20,592,375  
2,086,703  
145,570  
20,459,061  
2,181,491  
22,640,552  
2,190,620  
176,417  
204,203  
21,773  
225,976  
21,865  
1,761  
Selling, general and administrative .........................................................  
1,993,528  
Total costs and expenses ..................................................................... 18,328,868  
Operating income.........................................................................................  
Other income, net.........................................................................................  
Income before income taxes, minority interest  
1,739,416  
201,978  
and equity in earnings of affiliated companies.........................................  
Provision for income taxes ...........................................................................  
Income before minority interest and equity in earnings  
1,941,394  
736,909  
2,232,273  
844,797  
2,367,037  
889,660  
23,626  
8,880  
of affiliated companies ...............................................................................  
Minority interest in consolidated subsidiaries ............................................  
Equity in earnings of affiliated companies..................................................  
Net income—Non-Financial Services Businesses .....................................  
1,204,485  
(82,401)  
142,139  
1,387,476  
(49,513)  
193,130  
1,477,377  
(73,543)  
268,025  
14,746  
(734)  
2,675  
16,687  
1,264,223  
1,531,093  
1,671,859  
Financial Services Businesses  
Net revenues .................................................................................................  
996,909  
1,300,548  
1,498,354  
14,955  
Costs and expenses  
Cost of revenues .......................................................................................  
Selling, general and administrative .........................................................  
Total costs and expenses .....................................................................  
Operating income.........................................................................................  
Other expense, net .......................................................................................  
Income before income taxes, minority interest  
613,563  
227,529  
841,092  
155,817  
(9,859)  
879,203  
262,850  
1,142,053  
158,495  
(8,171)  
1,075,972  
335,888  
1,411,860  
86,494  
10,739  
3,353  
14,092  
863  
(16,265)  
(162)  
and equity in earnings of affiliated companies.........................................  
Provision for income taxes ...........................................................................  
Income before minority interest and equity in earnings  
145,958  
58,241  
150,324  
53,548  
70,229  
21,904  
701  
219  
of affiliated companies ...............................................................................  
Minority interest in consolidated subsidiaries ............................................  
Equity in earnings of affiliated companies..................................................  
Net income—Financial Services Businesses...............................................  
Eliminations ...................................................................................................  
87,717  
(1,992)  
22,227  
107,952  
5
96,776  
(174)  
16,385  
112,987  
(48)  
48,325  
(4,419)  
2,089  
482  
(44)  
21  
459  
0
45,995  
25  
Net income .................................................................................................... ¥ 1,372,180  
¥ 1,644,032  
¥ 1,717,879  
$ 17,146  
1
28 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
Statements of cash flows  
Yen in millions  
For the year ended March 31, 2006  
Yen in millions  
For the year ended March 31, 2007  
Non-Financial  
Services  
Financial  
Services  
Non-Financial  
Services  
Financial  
Services  
Businesses  
Businesses  
Consolidated  
Businesses  
Businesses  
Consolidated  
Cash flows from operating activities  
Net income....................................................................... ¥ 1,264,223  
Adjustments to reconcile net income to net cash  
provided by operating activities  
¥
107,952 ¥ 1,372,180  
¥ 1,531,093  
¥
112,987 ¥ 1,644,032  
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  
909,444  
10,361  
22,664  
54,614  
301,734  
52,285  
1,196  
367  
1,211,178  
62,646  
23,860  
979,718  
(841)  
(33,319)  
49,193  
402,876  
72,703  
1,265  
1,382,594  
71,862  
(32,054)  
50,472  
54,981  
1,279  
securities, net .............................................................  
Deferred income taxes................................................  
Minority interest in consolidated subsidiaries...........  
Equity in earnings of affiliated companies ................  
Changes in operating assets and liabilities,  
4,163  
31,370  
82,401  
1,889  
1,992  
4,163  
33,262  
84,393  
4,614  
42,698  
49,513  
89,643  
174  
4,614  
132,308  
49,687  
(142,139)  
(22,227)  
(164,366)  
(193,130)  
(16,385)  
(209,515)  
and other ....................................................................  
Net cash provided by operating activities.............  
(214,507)  
2,022,594  
138,766  
583,954  
(166,817)  
2,515,480  
182,548  
2,612,087  
125,700  
790,242  
144,173  
3,238,173  
Cash flows from investing activities  
Additions to finance receivables ....................................  
Collection of and proceeds  
from 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  
(11,548,746) (6,618,335)  
10,565,903 5,738,608  
(14,192,154) (7,489,096)  
12,814,669 6,274,744  
(11,346) (1,425,814)  
(1,516,658)  
(144,391)  
(6,801) (1,523,459)  
(962,034) (1,106,425)  
(1,414,468)  
(153,163) (1,111,218) (1,264,381)  
excluding equipment leased to others........................  
Proceeds from sales of equipment leased to others....  
Purchases of marketable securities  
81,950  
112,692  
7,628  
277,513  
89,578  
390,205  
56,040  
107,270  
8,381  
214,491  
64,421  
321,761  
and security investments...............................................  
Proceeds from sales of and maturity of  
marketable securities 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 ......................  
(764,016)  
561,948  
(1,802)  
(193,280)  
129,084  
(957,296)  
691,032  
(1,802)  
(889,008)  
708,130  
(1,651)  
(179,197) (1,068,205)  
117,041  
825,171  
(1,651)  
(3,292)  
(83,104)  
(77,606)  
(21,751)  
15,250  
(51,328)  
(1,673,569) (1,813,837) (3,375,500)  
(1,608,601) (2,324,083) (3,814,378)  
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.................................................................  
Net cash provided by (used in)  
(129,629)  
33,904  
(129,629)  
1,928,788  
(295,699)  
31,509  
(295,699)  
2,890,000  
1,930,823  
2,897,028  
(59,778) (1,233,336) (1,187,506)  
86,731  
(244,568)  
(41,833) (1,694,407) (1,726,823)  
(83,651)  
(339,107)  
513,602  
509,826  
(244,568)  
362,078  
353,397  
(339,107)  
financing activities .................................................  
Effect of exchange rate changes on cash  
(313,340)  
1,211,089  
876,911  
(728,781)  
1,564,699  
881,768  
and cash equivalents .........................................................  
Net increase (decrease) in cash and cash equivalents .....  
Cash and cash equivalents at beginning of year ..............  
58,211  
93,896  
1,324,126  
10,532  
(8,262)  
159,627  
68,743  
85,634  
1,483,753  
21,995  
296,700  
1,418,022  
¥ 1,714,722  
3,434  
34,292  
151,365  
25,429  
330,992  
1,569,387  
Cash and cash equivalents at end of year ......................... ¥ 1,418,022  
¥
151,365 ¥ 1,569,387  
¥
185,657 ¥ 1,900,379  
Annual Report 2008 • TOYOTA 129  
Financial Section  
Yen in millions  
U.S. dollars in millions  
For the year ended March 31, 2008  
Non-Financial Financial  
For the year ended March 31, 2008  
Non-Financial  
Services  
Financial  
Services  
Services  
Services  
Businesses  
Businesses  
Consolidated  
Businesses Businesses Consolidated  
Cash flows from operating activities  
Net income........................................................................ ¥ 1,671,859  
Adjustments to reconcile net income to net cash  
provided by operating activities  
¥
45,995 ¥ 1,717,879  
$ 16,687 $  
459 $ 17,146  
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  
1,081,410  
357  
(54,868)  
44,993  
409,725  
122,433  
527  
1,491,135  
122,790  
(54,341)  
45,437  
10,793  
4
(547)  
449  
4,090  
1,222  
14,883  
1,226  
(542)  
454  
5
5
444  
securities, net ..............................................................  
Deferred income taxes.................................................  
Minority interest in consolidated subsidiaries............  
Equity in earnings of affiliated companies..................  
Changes in operating assets and liabilities,  
11,346  
80,027  
73,543  
1,500  
4,419  
(2,089)  
11,346  
81,458  
77,962  
113  
798  
734  
15  
44  
113  
813  
778  
(268,025)  
(270,114)  
(2,675)  
(21)  
(2,696)  
and other .....................................................................  
Net cash provided by operating activities..............  
(220,217)  
2,420,425  
215,218  
798,172  
(241,928)  
2,981,624  
(2,198)  
24,158  
2,148  
7,967  
(2,415)  
29,760  
Cash flows from investing activities  
Additions to finance receivables .....................................  
Collection of and proceeds  
from sale of finance receivables ....................................  
Additions to fixed assets  
(16,644,139) (8,647,717)  
15,095,380 7,332,697  
(166,126)  
150,667  
(86,313)  
73,188  
excluding equipment leased to others.........................  
Additions to equipment leased to others ......................  
Proceeds from sales of fixed assets  
(1,472,422)  
(137,711)  
(8,148) (1,480,570)  
(1,141,694) (1,279,405)  
(14,697)  
(1,375)  
(81)  
(11,395)  
(14,778)  
(12,770)  
excluding equipment leased to others.........................  
Proceeds from sales of equipment leased to others.....  
Purchases of marketable securities  
56,603  
80,944  
10,948  
294,937  
67,551  
375,881  
565  
808  
109  
2,944  
674  
3,752  
and security investments................................................  
Proceeds from sales of and maturity of  
marketable securities 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 .......................  
(936,324)  
789,366  
(4,406)  
(215,316) (1,151,640)  
(9,346)  
7,879  
(44)  
(2,149)  
1,977  
(11,495)  
9,856  
(44)  
198,044  
987,410  
(4,406)  
(44,891)  
(1,668,841)  
23,024  
(74,687)  
(447)  
(16,657)  
230  
(23,824)  
(745)  
(38,675)  
(2,386,964) (3,874,886)  
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 ..................................................................  
Net cash provided by (used in)  
(311,667)  
17,162  
(226,561)  
24,126  
(311,667)  
3,349,812  
(3,111)  
171  
(2,261)  
241  
33,579  
(21,526)  
3,696  
(3,111)  
33,434  
(23,056)  
4,081  
3,364,351  
(2,156,709) (2,310,008)  
370,293  
408,912  
(430,860)  
(430,860)  
(4,300)  
(4,300)  
financing activities...................................................  
Effect of exchange rate changes on cash  
(927,800)  
1,577,935  
706,189  
(9,260)  
15,749  
7,048  
and cash equivalents ..........................................................  
Net decrease in cash and cash equivalents........................  
Cash and cash equivalents at beginning of year ...............  
(65,405)  
(241,621)  
1,714,722  
(19,354)  
(30,211)  
185,657  
(84,759)  
(271,832)  
1,900,379  
(653)  
(2,412)  
17,115  
(193)  
(301)  
1,853  
(846)  
(2,713)  
18,968  
Cash and cash equivalents at end of year .......................... ¥ 1,473,101  
¥
155,446 ¥ 1,628,547  
$ 14,703 $ 1,552 $ 16,255  
1
30 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
25. Per share amounts:  
Reconciliations of the differences between basic and diluted net income per share for the years ended March 31, 2006, 2007 and 2008  
are as follows:  
Thousands  
of shares  
Yen in millions  
Net income  
Yen  
U.S. dollars  
Weighted-  
average shares  
Net income  
per share  
Net income  
per share  
For the year ended March 31, 2006  
Basic net income per common share................................................................................  
Effect of dilutive securities  
¥1,372,180  
3,253,450  
¥421.76  
Assumed exercise of dilutive stock options .............................................................  
Diluted net income per common share............................................................................  
(5)  
1,049  
3,254,499  
¥1,372,175  
¥421.62  
¥512.09  
For the year ended March 31, 2007  
Basic net income per common share................................................................................  
Effect of dilutive securities  
¥1,644,032  
3,210,422  
Assumed exercise of dilutive stock options .............................................................  
Diluted net income per common share............................................................................  
(2)  
1,812  
3,212,234  
¥1,644,030  
¥511.80  
For the year ended March 31, 2008  
Basic net income per common share................................................................................  
Effect of dilutive securities  
Assumed exercise of dilutive stock options .............................................................  
Diluted net income per common share............................................................................  
¥1,717,879  
3,177,445  
¥540.65  
$5.40  
$5.39  
(1)  
1,217  
3,178,662  
¥1,717,878  
¥540.44  
Certain stock options were not included in the computation  
of diluted net income per share for the years ended March 31,  
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 addition to the disclosure  
requirements under FAS No. 128, Earnings per Share, Toyota  
discloses this information in order to provide financial state-  
ment users with valuable information.  
2008 because the options’ exercise prices were greater than the  
average market price per common share during the period.  
The following table shows Toyota’s net assets per share as  
of March 31, 2007 and 2008. Net assets per share amounts are  
Thousands  
of shares  
Yen in millions  
Yen  
U.S. dollars  
Shares issued and  
outstanding at the Net assets  
end of the year  
Net assets  
per share  
Net assets  
per share  
March 31, 2007 .................................................................................................................... ¥11,836,092  
March 31, 2008.................................................................................................................. 11,869,527  
3,197,936  
3,149,279  
¥3,701.17  
3,768.97  
$37.62  
Annual Report 2008 • TOYOTA 131  
Financial Section  
Management’s Annual Report on Internal Control over Financial Reporting  
Toyota’s management is responsible for establishing and maintaining effective internal control over financial reporting. Internal  
control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial  
reporting and the preparation of financial statements for external purposes in accordance with U.S. GAAP. Toyota’s internal  
control over financial reporting includes those policies and procedures that:  
(i) pertain to the maintenance of records that in reasonable detail, accurately and fairly reflect the transactions and disposi-  
tions of Toyota’s assets;  
(
ii) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in  
accordance with U.S. GAAP, and that Toyota’s receipts and expenditures are being made only in accordance with autho-  
rizations of Toyota’s management and directors; and  
(iii) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of  
Toyota’s assets that could have a material effect on the financial statements.  
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also,  
projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate  
because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.  
Toyota’s management conducted an evaluation of the effectiveness of internal control over financial reporting based on the  
framework in Internal Control — Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway  
Commission.  
Based on this evaluation, management concluded that Toyota’s internal control over financial reporting was effective as of  
March 31, 2008.  
PricewaterhouseCoopers Aarata, an independent registered public accounting firm that audited the consolidated financial  
statements included in this report, has also audited the effectiveness of Toyota’s internal control over financial reporting as of  
March 31, 2008, as stated in its report included herein.  
1
32 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
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, sharehold-  
ers’ equity and cash flows present fairly, in all material respects, the financial position of Toyota Motor Corporation and its sub-  
sidiaries at March 31, 2007 and 2008, and the results of their operations and their cash flows for each of the three years in the  
period ended March 31, 2008 in conformity with accounting principles generally accepted in the United States of America. Also  
in our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of March  
3
1, 2008, based on criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring  
Organizations of the Treadway Commission (COSO). The Company’s management is responsible for these financial statements,  
for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control  
over financial reporting, included in the accompanying Management’s Annual Report on Internal Control Over Financial  
Reporting. Our responsibility is to express opinions on these financial statements and on the Company’s internal control over  
financial reporting based on our audits (which were integrated audits for the years ended March 31, 2007 and 2008). We con-  
ducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those  
standards require that we plan and perform the audits to obtain reasonable assurance about whether the financial statements  
are free of material misstatement and whether effective internal control over financial reporting was maintained in all material  
respects. Our audits of the financial statements included examining, on a test basis, evidence supporting the amounts and dis-  
closures in the financial statements, assessing the accounting principles used and significant estimates made by management,  
and evaluating the overall financial statement presentation. Our audit of internal control over financial reporting included  
obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and  
testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. Our audits also  
included performing such other procedures as we considered necessary in the circumstances. We believe that our audits pro-  
vide a reasonable basis for our opinions.  
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the relia-  
bility of financial reporting and the preparation of financial statements for external purposes in accordance with generally  
accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures  
that (i) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and disposi-  
tions of the assets of the company; (ii) provide reasonable assurance that transactions are recorded as necessary to permit  
preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expendi-  
tures of the company are being made only in accordance with authorizations of management and directors of the company; and  
(iii) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of  
the company’s assets that could have a material effect on the financial statements.  
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, pro-  
jections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate  
because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.  
Nagoya, Japan  
June 24, 2008  
Annual Report 2008 • TOYOTA 133  
Investor Information  
As of March 31, 2008  
Corporate Information  
Corporate Data  
»
Company Name:  
Established:  
Toyota Motor Corporation  
August 28, 1937  
¥397,049 million  
March 31  
Number of Employees: 69,478 (Consolidated: 316,121)  
Corporate Web Site:  
[Corporate Information]  
http://www.toyota.co.jp/en  
Common Stock:  
Fiscal Year-End:  
[IR Information]  
http://www.toyota.co.jp/en/ir  
Public Accounting Firm: PricewaterhouseCoopers Aarata  
Number of Affiliates:  
[Consolidated Subsidiaries] 530  
Affiliates Accounted for  
by the Equity Method] 55  
[
Stock Information  
»
Stock Data  
» Contact Points for Investors  
Number of Shares Authorized:  
Number of Shares Issued:  
Number of Treasury Stock:  
Number of Shareholders:  
10,000,000,000 shares  
3,447,997,492 shares  
298,717,640 shares  
522,135  
Japan: Toyota City Head Office  
1, Toyota-cho, Toyota City,  
Aichi Prefecture 471-8571, Japan  
Tel: (0565) 28-2121 Fax: (0565) 23-5800  
Tokyo Head Office  
4
-18, Koraku 1-chome, Bunkyo-ku,  
Number of Shares per Trading Unit: 100 shares  
Tokyo 112-8701, Japan  
Stock Listings:  
Tel: (03) 3817-7111 Fax: (03) 3817-9092  
[
Japan] Tokyo, Nagoya, Osaka, Fukuoka, Sapporo  
Overseas] New York, London  
U.S.A.: Toyota Motor North America, Inc.  
[
9
West 57th St., Suite 4900, New York,  
Securities Code:  
Japan] 7203  
NY 10019, U.S.A.  
[
Tel: (212) 223-0303 Fax: (212) 759-7670  
American Depositary Receipts (ADR):  
U.K.:  
Toyota Motor Europe  
[
Ratio] 1ADR = 2 common stocks  
Symbol] TM  
Curzon Square, 25 Park Lane,  
London W1K 1RA, U.K.  
[
Tel: (020) 7290-8500 Fax: (020) 7290-8501  
Transfer Agent in Japan:  
Mitsubishi UFJ Trust and Banking Corporation  
10-11, Higashisuna, 7-chome, Koutou-ku,  
Tokyo 137-8081, Japan  
Japan Toll-Free: (0120) 232-711  
Depositary and Transfer Agent for ADR:  
The Bank of New York  
101 Barclay Street, New York, NY 10286, U.S.A.  
Tel: (866) 238-8978  
U.S. Toll-Free: (888) 269-2377  
(888) BNY-ADRS  
http://www.adrbnymellon.com  
134 TOYOTA  Annual Report 2008 •  
Performance  
Overview  
Messages from the  
Management  
Management &  
Corporate Information  
Special Feature  
Business Overview  
Financial Section  
Investor Information  
»
Major Shareholders (Top 10)  
» Ownership Breakdown  
Name  
Number of  
Shares Held  
Financial  
Other  
(
Thousands)  
institutions,  
Brokerages  
corporate  
entities  
The Master Trust Bank of Japan, Ltd.  
Japan Trustee Services Bank, Ltd.  
Toyota Industries Corporation  
Nippon Life Insurance Company  
Hero and Company  
217,049  
216,780  
200,195  
131,653  
121,480  
105,072  
97,459  
3
5.9%  
1
7.6%  
Individuals,  
etc.  
2
0.4%  
Foreign  
Trust and Custody Services Bank, Ltd.  
State Street Bank and Trust Company  
corporate  
entities and  
others  
Tokio Marine and Nichido Fire Insurance Co., Ltd.  
Mitsui Sumitomo Insurance Co., Ltd.  
DENSO CORPORATION  
83,821  
26.1%  
65,166  
Note: Individuals, etc. includes shares of 298 million  
treasury stock.  
58,678  
»
Toyota’s Stock Price and Trading Volume on the Tokyo Stock Exchange  
Stock price (¥)  
9
8
7
6
5
4
3
2
1
,000  
,000  
,000  
,000  
,000  
,000  
,000  
,000  
,000  
0
Trading volume  
(Million shares)  
300  
250  
200  
1
1
50  
00  
50  
0
FY  
2004  
2005  
2006  
2007  
2008  
High  
Low  
3,990  
2,455  
3,880  
4,520  
3,730  
3,990  
6,560  
3,790  
6,430  
8,350  
5,430  
7,550  
7,880  
4,810  
4,970  
At Year-End  
Note: Fiscal years ended March 31  
Annual Report 2008 • TOYOTA 135  
http://www.toyota.co.jp  
Utilizing 70% post-consumer  
recycled paper pulp  
VOC free ink is used for  
CMYK process colors  
Printed in Japan  


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