Automotive   |   Toyota Motor
TOYOTA MOTOR CORPORATION  
Annual Report 2010  
Purpose, Perspective and Passion  
Year ended March 31, 2010  
Contents  
Corporate Information  
R&D and Intellectual  
Property  
Financial Section  
Corporate Philosophy  
Business Overview  
Message from the  
Management Team  
Executive Vice President  
Automotive Operations  
Responsible for Accounting  
Corporate Governance  
Financial Services  
Operations  
Consolidated Performance  
Highlights  
Risk Factors  
Other Business  
Other Management and  
Operations  
Corporate Data  
Mot or sports Activities  
Special Feature: Reforging Bonds of Trust  
Leading the Automobile Industry in a New Age  
Toyota Business Revolution  
The Transformation to an Evolutionary Business Model  
State-of-the-Art Developments for the  
Immense China Market  
Developing Products from the  
The future Toyota is  
aiming for.  
Customer ’s Perspective  
in India ’s High-Growth Market  
Investor  
Information  
Top Messages  
Chairman ’s Message  
President ’s Message  
Commitment to Quality  
Cautionary Statement with Respect to Forward-Looking Statements  
This presentation contains forward-looking statements that reflect Toyota ’s plans and expectations. These  
forward-looking statements are not guarantees of future performance and involve known and unknown risks,  
uncertainties and other factors that may cause Toyota ’s actual results, performance, achievements or financial  
position to be materially different from any future results, performance, achievements or financial position  
expressed or implied by these forward-looking statements. These factors include: (i) changes in economic  
conditions and market demand affecting, and the competitive environment in, the automotive markets in Japan,  
North America, Europe, Asia 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) changes in funding environment in financial markets; (iv) Toyota’s  
ability to realize production efficiencies and to implement capital expenditures at the levels and times planned by  
management; (v) 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 vehicle safety including remedial measures such as recalls, trade, environmental protection, vehicle  
emissions and vehicle fuel economy, as well as changes in laws, regulations and government policies that affect  
Toyota ’s other operations, including the outcome of current and future litigation and other legal proceedings  
government proceedings and investigations; (vi) political instability in the markets in which Toyota operates; (vii)  
Toyota ’s ability to timely develop and achieve market acceptance of new products that meet customer demand;  
(
viii) any damage to Toyota ’s brand image; and (ix) 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.  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Chairman's Message  
President's Message  
Commitment to Quality  
Chairman ’s Message  
Top Messages  
Thoroughly Reaffirming Toyota ’s Founding Principles  
Worldwide competition in the automotive industry is growing more intense, as demonstrated by  
increasing demand for innovative and competitively priced products that meet unique customer  
needs. In addition, environmental concerns are becoming a higher priority for the international  
community.  
Toyota’s 70-year history has been very valuable in helping the Company address the major  
challenges it faces today. We have experienced recessions, automobile trade liberalization,  
environmental concerns, oil shocks and other major changes in the operating environment.  
In each case, we remained faithful to our founding principles of contributing to society. With  
humility, we learned and evolved. The current difficulties have given us cause to reaffirm these  
principles. We are confident that by providing safe, high-quality vehicles at affordable prices,  
the starting point for growth, we can overcome the issues we now face by adhering steadfastly  
to customer-first, Genchi Genbutsu (on-site, hands-on experience) principles and striving for  
continuous improvement.  
Remaining True to  
Building the Automobile of the Future  
Customer-First and  
The automobile industry is being driven by advances in environmental technology. Toyota  
will work to improve its technology, while broadening its strategy of sustainable mobility to  
include new technologies and products, partnerships, the urban environment and energy. By  
strengthening the bonds between the customers, dealers and suppliers who represent our  
driving force, we will redouble our efforts to create a new future for the automobile.  
ꢀI ask for the continued support and understanding of all of our stakeholders.  
Genchi Genbutsu Principles as  
We Build the Cars of the Future  
In fiscal 2010, Toyota faced very challenging business conditions,  
such that the Company initially forecast operating losses. Although  
a few emerging markets showed signs of recovery, the global  
economic crisis continued to affect markets in Japan, the United  
States, Europe and other parts of the world. Although Toyota  
achieved profitability on a consolidated basis, we fell short of a full-  
scale earnings recovery. I apologize sincerely for any concern this  
may have caused our shareholders, investors, customers, suppliers,  
communities and other stakeholders. Under these circumstances,  
we made many difficult decisions and introduced new operating  
structures across the Company. In June 2009, we put in place a new  
management team to facilitate structural reforms and a recovery  
in performance. Returning to the spirit of manufacturing cars that  
has been essential to Toyota since its founding, we are preparing to  
take the next step forward.  
July 2010  
TOYOTA ANNUAL REPORT 2010  
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Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Chairman's Message  
President's Message  
Commitment to Quality  
President ’s Message  
Top Messages  
well as our overseas business operations for their efforts in working together to return the Company  
to its normal state as soon as possible. Above all, I am sincerely grateful to the more than 7 million  
customers around the world who purchased new Toyota vehicles during the past year.  
Thanks to everyone’s support, consolidated operating income for the fiscal year ended  
March 31, 2010, was ¥147.5 billion. I think that quickly moving into the black at a time that will  
determine car-making for the next 100 years is hugely significant to the formulation of our next  
growth strategy. I have defined fiscal 2011 as the year when Toyota makes a fresh start, and I  
intend to steer the Company toward a new growth strategy.  
One pillar of this new growth strategy is the next-generation eco-car. In May 2010, we  
announced a business partnership with Tesla Motors involving the development of an electric  
vehicle. In the spring of 2010, during a visit to the United States, I had an opportunity to test drive  
one of Tesla Motors’ electric vehicles, an experience that I can only describe as feeling the wind  
of the future. Not only was I impressed by Tesla s technological capabilities, but I also sensed the  
energy that will enable them to produce the vehicle efficiently to meet market demands.  
photo by Kimimasa Mayama  
The Road to Making Better Cars  
In order to capitalize on technological transitions that occur once every hundred years, I think  
that the can-do spirit, quick decision-making and flexibility of venture businesses are as necessary  
as the methods of big corporations like Toyota. Toyota was also born as a venture business and that  
spirit has contributed to its growth over the years. By working with Tesla, I strongly believe we can  
reawaken the creative spirit in our own employees and accept the challenges of facing a new future.  
A Fresh Start for Toyota—  
Contributing to Society through the  
Production of Safe and  
Since its foundation, Toyota’s unchanging mission has been to contribute to society by making  
safe and reliable vehicles. This will continue to be our priority. In addition, Toyota has been a  
dynamic company. As the particular needs of our customers evolve, I consider the response to  
ever-changing times as growth, and I hope that Toyota and I myself will continue to grow.  
ꢀTo this end, it is important that our customers, shareholders, regional communities, dealers,  
suppliers, employees and all other stakeholders support the idea of Toyota’s continuing growth  
as being a good thing.  
Reliable Vehicles  
I would like to express my heartfelt thanks for the warm, ongoing support of our stakeholders  
worldwide.  
Over the past several months, I have been involved in a variety of meetings to explain our  
ongoing commitment to safety and customer satisfaction. These included public hearings in  
the United States and explanatory meetings in Japan and other countries with the support of  
related personnel from across the Company. During this time, I received constructive suggestions  
for improvement as well as words of encouragement and support from many people. I am very  
grateful to those who took the time to help us through this difficult time.  
ꢀThe growth I want to pursue is not simply expansion to achieve a greater market share. Instead,  
I envision a sustainable growth driven by each employee and based on delivering high quality  
and safety at an affordable price—as demanded by our customers all over the world.  
ꢀAlthough the Company finds itself in an environment where conditions are extremely  
challenging, the hearts of all Toyota associates are united in an effort to make better vehicles. I  
hope Toyota will receive your continued support.  
Looking back on the past year, I am reminded of when I was appointed as president in June 2009:  
then it felt like we were setting sail in stormy economic conditions. It was an extremely severe  
operating environment in which we were unable to relax for even one moment all year long.  
July 2010  
From our withdrawal from F1 to the shutdown of production at New United Motor Manufacturing  
Inc. (NUMMI), our former joint venture with GM, there were many hard choices to make. However,  
even in such a difficult period for Toyota, I am truly grateful to our dealers and suppliers who remained  
fully committed to providing as many vehicles as possible to customers, and to our employees as  
TOYOTA ANNUAL REPORT 2010  
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Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Chairman's Message  
President's Message  
Commitment to Quality  
Commitment to Quality  
General Overview of Quality Issues  
Establishment of the Special Committee for Global Quality  
Today, as in the past, Toyota is focused on the customer. When problems arise, we thoroughly  
investigate the cause and make all necessary countermeasures and corrections. The idea of  
creating better cars through repeated improvement has been the foundation of quality control  
efforts at Toyota since the Company was founded. We are confident that our quality efforts,  
embodied by the Toyota Production System, are among the very best in the world.  
In March 2010, the Special Committee for Global Quality, chaired by TMC President Akio Toyoda,  
was established. This Global Quality Committee launched initiatives to address the deterioration  
of communications capabilities between the head office and other regions resulting from rapid  
globalization. One of the goals of the Global Quality Committee is to eliminate the haphazard  
sharing of quality information. The Global Quality Committee aims to strengthen quality  
assurance systems through meticulous quality control in each region where Toyota operates.  
To this end, chief quality officers (CQOs), representatives, and related personnel in each region  
gather to discuss quality issues with third-party experts and propose improvement plans. In the  
Toyota has grown by quickly responding to market needs. In order to ensure that Toyota’s growth  
does not come at the expense of safety, we will reemphasize an alignment of our customers’  
expectations with our quality control processes.  
past, Senior Managing Director  
level Quality Function Meetings were held five times a year to  
review quality assurance systems and mechanisms. From this point forward, we will conduct  
these meetings three times a year, with the Special Committee for Global Quality meeting  
semiannually. The first meeting of the Special Committee for Global Quality, held on March 30,  
Excellence of hardware  
・Few problems  
Sense of safety  
Focus on sense of  
safety as well as  
excellence of  
hardware  
Adequate explanation to  
ꢀcustomers  
Understanding of  
Customers’  
2
010, focused on 1) recalls and other safety decisions; 2) improvement of information gathering;  
expectations/demands ・Well-produced  
customers’ feelings  
Consideration to  
customers’usage  
3) timely and accurate disclosure; 4) overall product safety; and 5) quality assurance and human  
resource development. By focusing on these priority objectives, we will reinforce improvement  
efforts in tandem with overseas operations and dealerships.  
High performance  
New Quality Assurance Systems to Realize Safety and  
Security from the Customers’Point of View  
Special Committee for Global Quality  
Regional Quality Task Force  
N.A. Quality Task Force  
Toyota is redoubling efforts to quickly regain the trust of its  
customers. Positioning quality from the customer’s point of  
view, we aim to ensure a system that will raise awareness and  
facilitate rapid response to market information.  
Committee chair: TMC President Toyoda  
Auditor  
North America CQO  
Uchiyamada EVP, Funo EVP,  
Niimi EVP, Ichimaru EVP,  
Ihara SMD, Hayashi D, BR-CK  
Chair: Sasaki EVP  
Europe CQO  
China CQO  
Euro. Quality Task Force  
China Quality Task Force  
Secretariat:  
Quality Group  
In the past, Toyota’s quality standards focused more on  
technical issues. Now, we are incorporating an awareness  
of the customer’s perspective as suppliers and dealers work  
together to alleviate customer concerns. To this end, we  
have established the Special Committee for Global Quality to  
develop and strengthen a more advanced quality assurance  
system and promote the global and rapid reform of all business  
processes from the customer’s point of view. As a result, amid  
the procurement of parts from developing countries and other  
advances of globalization in the automobile industry, we aspire  
to enhance our quality and service.  
CQO team)  
Domestic  
R&D Group  
PE Group  
CS Group  
HR Group  
Sales Group  
AP CQO  
AP  
CQO team)  
Quality Task Force  
Sales &  
Marketing Group  
M.A.M. CQO  
(CQO team)  
M.A.M.  
Quality Task Force  
Manufacturing  
Group  
PA Group  
Purchasing  
Group  
Finance Group  
Japan CQO  
Japan Quality Task Force  
Public disclosure  
Improve planning, control progress  
Confirmation and advice from outside experts  
TOYOTA ANNUAL REPORT 2010  
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Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Chairman's Message  
President's Message  
Commitment to Quality  
Commitment to Quality  
Current and Future Technical Offices  
Specific Measures to Improve Safety and Quality  
…Existing sites  
…Scheduled sites  
…Proposed sites  
1)Strengthened Monitoring Function: The Early Detection and Resolution of Problems  
We are improving the safety decision-making process and speed of implementation by  
strengthening the process for gathering quality information from our customers in each  
region and rapidly and accurately analyzing the information. Furthermore, we will take the  
following measures to prevent safety issues before they occur.  
14  
13  
10  
8
9
7
11  
20  
6
1
15  
19  
12  
3
5
2
18  
16  
4
21  
17  
22  
1)Strengthening the Information Gathering Function  
The inspection of Customer Vehicles: In the United States, Swift Market Analysis Response  
Teams (SMARTs) are committed to responding to customers within 24 hours of contact by  
the customer. A SMART dispatches trained technical field staff to inspect customer vehicles.  
In addition to evaluating customer vehicles, the SMART gathers data and parts as needed to  
ensure a thorough understanding of customer concerns in the field.  
North America>We have plans to establish technical offices in five locations across the United States, including in New York, which has been in operation since  
ꢀꢀꢀꢀꢀꢀꢀSeptember 2009. We also have plans to establish two technical offices in Canada.  
In May 2010, the Design Quality Innovation Division  
ꢀꢀꢀꢀꢀꢀꢀꢀꢀLocation s: New York, San Francisco, Denver, Florida, Texas, Toronto, Calgary  
Europe>New technical offices are scheduled to be established in ❽England, ❾Germany, 1 France, Spain, , Italy, 1 3ussia and Northern Europe.  
<China>New technical offices are scheduled to be established in 1 Beiiing, 1 Shanghai, Guangnhou, , Chengdu, u Tian Ti n and a Changchun.  
ꢀꢀꢀꢀIn addition, we will strengthen the function of the existing ꢀ21 Bahrain and ꢀ22 Panama representative offices. We also plan to respond with direct visits to  
ꢀꢀꢀꢀꢀdistributors in each country.  
JapanThere are a total of 12 technical offices conducting operations across Japan.  
was established within the technical divisions t
reflect customer feedback in vehicle design, improv
the quality of design drawings and develop huma
resources. Also, we are implementing thoroug
preventative measures that include gathering Japanes
and overseas market information by SMART membe
as well as the inclusion of appropriate countermeasure
in the development of each design.  
ꢀ3)Using EDRs and Remote Communications Functions to Assist Root Cause Analysis  
Onboard event data recorders* (EDRs) record driver operation and vehicle performance data  
before and after an impact and are used in investigating the cause of an accident. Many  
vehicle models in Japan and the United States already have onboard EDRs, and by the end  
of 2010, EDRs will be included in all Toyota vehicles distributed in the United States. We are  
also working to improve the data readout function. Furthermore, the use of existing remote  
communications functions such as G-BOOK will help create a mechanism for information  
collection that is linked to quality improvements and useful for root cause analysis.  
A SMART vehicle inspection  
2)Increasing the Number of Technical Offices  
Consisting of several experts in the service, R&D and quality control areas, technical offices  
have been established in each region to enhance the gathering and communication of  
technical information that is used to determine the necessity of recalls and to improve  
overall quality. We are increasing the number of technical offices in North America from  
one to seven; we are also establishing new technical offices in other regions, including  
seven in Europe and six in China.  
*
Event data recorder (EDR): A device that records acceleration, braking and other vehicle performance conditions for analysis when an impact occurs.  
ꢀ4)Strengthening Information Analysis and Improving the Safety Decision-Making Process  
We have created an Integrated Quality Information System for the uniform management  
of customer complaint information from dealers and distributors, as well as warranty repair  
and technical information from a variety of sources, to strengthen our analysis capabilities.  
This effort targets the early detection and resolution of problem areas. In the safety  
decision-making process, customer representatives from each region participate in recall  
review meetings to improve the mechanism for accurately reflecting customer feedback  
and regional concerns.  
TOYOTA ANNUAL REPORT 2010  
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Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Chairman's Message  
President's Message  
Commitment to Quality  
Commitment to Quality  
Early Detection and Early Resolution based on Reinforced Information Gathering and Genchi Genbutsu  
Main Activities Conducted at the Head Office Quality Inspection Building  
Customer Quality Engineering Div.  
Customer  
Dealer/Distributor  
Authorities  
TMC  
Each region  
This facility conducts assessments, investigations and meetings on vehicles, parts and materials  
collected from the market based on customer suggestions.  
Technical info.  
Warranty info.  
Using a process of assumption to confirm  
how parts are used and operated in the field.  
Parts investigation  
Checking of parts; Checking against schematic  
Primary  
analysis  
Customer  
complaint info.  
Expand intake of  
information such  
as incidents  
Gather  
info.  
Integrated Quality Information System  
Reinforce investigation of  
customers’ vehicles  
Strengthen Analysis of Information  
Integrated IT system of variety quality info.)  
(
Team aiming to investigate certain  
vehicles within 24 hours (SMART team)  
Technical branch office (NA: 7, Euro: 6, China: 6)  
Distribution of Event Data Recorder (EDR)  
Utilization of remote function  
Example of analysis  
Three-dimensional measurement  
Taking a part returned from the market and  
installing it in a vehicle to re-create use and  
analyze the cause of the problem.  
Using a three-dimensional measuring  
instrument to produce pinpoint coordinates  
for checking against an original schematic.  
Enhance Speed/Contents/Quantity of Information Gathering and Analysis  
Confirmation by simulating field problem condition. Analysis in environment chamber.  
Detailed  
analysis  
2)Strengthening Information Disclosure: Regaining Trust through Comprehensive Communication  
In addition to strengthening our processes for the gathering of field performance data, we are  
also enhancing the effectiveness of other quality improvement activities. Toyota will release  
the results of third-party expert reviews and assessments of the improvement measures  
adopted by the Special Committee for Global Quality. Also, Toyota is working closely with its  
dealers to promote safer driving by providing customers with comprehensive information  
regarding safety technology, safe driving methods, and other awareness tools that contribute  
to the safe use of vehicles.  
Environment testing chamber  
Chamber capable of producing  
various temperature conditions  
Hi-function shower  
4-wheel chassis dynamo-meter  
Running a vehicle on quiet rollers  
to analyze cabin sound levels and  
isolate noise sources.  
Testing for water leaks with showers  
from various angles and also tilting  
the vehicle.  
(from minus 40℃ to 120℃).  
Analysis without dissection  
3)Human Resource Development  
In July 2010, we established five Customer First Training Centers to maintain quality and  
further develop our human resources. These Customer First Training Centers are in Japan,  
North America, Europe, Southeast Asia and China. The HR training programs specialize in  
the cultivation of quality control experts and location-specific concerns and employ people  
who have been trained for specific regional programs. The programs include Basic Training  
CT scanner  
Scanning Electron Microscop e( SEM)  
The state of the object surface is observed  
clearly with high magnification.  
UsingaCTscannertoproducea3Dimageof  
theinternalstructureof partsandmaterialsforanalysis.  
which focuses on the essence of the customer-first philosophy, the importance of quality  
and quality the Toyota way—and Expert Training, which cultivates expertise based on  
quality case studies. The first training center was set up in Japan in May 2009 and is already  
developing additional programs to be conducted at new centers as they are established.  
Human  
resources  
development  
Introduction to how Toyota trains  
quality-assurance enployees to  
confirm defects with real parts and  
passes on analytical know-how.  
Note: Quality Inspection Building established in 2004  
TOYOTA ANNUAL REPORT 2010  
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Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Reforging Bonds of Trust  
Special Feature  
As emerging markets such as China and India gain  
traction in the global economy, shifting the focus  
of growth and other strategies from developed  
countries to developing countries is an urgent  
issue. Aware of these changes, Toyota has already  
begun to advance a global strategy, which takes  
the concepts of Customer First and Genchi Genbutsu  
to the next level.  
This special feature focuses on Toyota business  
innovation through examples of business  
development in the two largest developing nations.  
Special Feature  
Reforging Bonds of Trust  
Leading the Automobile Industry in a New Age  
Toyota Business Revolution  
TOYOTA ANNUAL REPORT 2010  
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Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Reforging Bonds of Trust  
Special Feature  
Further Refinement of Our Customer First Principle  
The Transformation to an Evolutionary Business Model  
Improving Dealer Operations with e-TOYOTA  
Maximizing Customer Satisfaction by Strengthening Bonds and  
Building a Long-Term Trusting Relationship  
The “e” in our e-TOYOTA business comes from the word “evolutionary.” Accordingly, this business  
represents the cutting edge in terms of Toyota’s evolution, a business started in Japan that will lead  
the automobile industry into a new era, the scope of which has already been expanded overseas to  
Asia, China and North America. GAC Toyota Motor Co., Ltd. (GTMC), located in the city of Guangzhou  
in Guangdong, China, is engaged in flagship e-TOYOTA business projects.  
The era of mass production and mass consumption, along with the 20th century, is behind us. Auto  
manufacturers must evolve and adapt to the demands of the 21st century. Traditionally, the automotive  
business has flowed downstream in one direction, from manufacturers (production), to dealers (sales),  
to customers (purchase). At Toyota, we believe it is important to forge bonds that strengthen the link  
between these three parties and build a long-term trusting relationship. These bonds partner the ”  
hard power” of the basic vehicle functions of “go, turn and stop” with the ”soft power” of the function  
The basic strategy underlying our e-TOYOTA business, the spearhead of our next-generation  
business model, is to provide services that maximize customer satisfaction when searching for,  
purchasing and owning a vehicle, with all stages supported by an information network system. Rather  
than just planning IT solutions and tools, we apply them across the entire business domain, including  
production, distribution, sales and aftercare, aiming to establish an optimal link to the materialization  
of supply chain management.  
get connected.” In China, we are building innovative relationships with customers through the forging  
of these bonds. In India, we are having success developing vehicles based on the needs of regional  
customers, rather than superimposing our global models on local markets. Providing the ultimate user  
experience through new relationships and realizing high-quality services that maximize customer  
satisfaction are linchpins of our business model for this new era, which seeks to redefine Customer First  
andGenchi Genbutsu for the next generation of automobile users.  
Taking Genchi Genbutsu to the Next Level  
From Design to Production, 100% Local Procurement:  
The Development of Vehicles Based on Regional Specifications  
Accelerating the Creation and Growth of the Toyota Brand through Total Experience  
From now on, the starting point for vehicle production will be the idea that the road makes  
the vehicle. Consumer needs differ by road maintenance conditions and fuel prices. To achieve  
growth in fast-growing, ever-changing developing nations, it is particularly important to make  
vehicles that take into consideration regional characteristics including consumer needs and road  
maintenance conditions. To this end, rather than the superimposition of a global model, the  
commercialization of the Etios, a compact car for the Indian market, represents a breakthrough in  
terms of construction methods that incorporated locally procured materials and local production  
technologies from the design stage. Aiming to create high-quality vehicles at affordable prices,  
we promoted localization, from the meticulous procurement of parts through the entire  
manufacturing process, as well as perfecting the optimal design for local conditions. We will use  
this experience and expertise to develop other emerging markets in countries around the world.  
At Toyota, we believe consideration of the user’s total experience is an important factor in providing a  
service that maximizes customer satisfaction. This total experience involves strengthening bonds and  
building new relationships with customers by providing attractive sales services at three stages. The  
first stage seeks to convey the appeal of a space containing a Toyota vehicle and instill the desire to  
experience the inside of a Toyota dealership when viewed from the outside. The second stage focuses  
on the customer’s experience inside the dealership, while the third stage concentrates on the customer  
support experience provided by the aftercare service. By providing customers with this multi-staged  
total experience, we can reproduce the essence of the Toyota brand and, in the process, develop  
innovative services that we believe will accelerate our growth.  
Transformation of Business Structure  
New Business Structure  
Customer  
Traditional Business Structure  
Production  
Sales/Service  
Total Life Service  
Total Life Service  
Telematics  
Manufacturer  
Dealership  
Customer  
The car is a product.  
Collaboration  
Dealership  
Manufacturer  
The car is an item to provide a lifestyle.  
TOYOTA ANNUAL REPORT 2010  
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Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Reforging Bonds of Trust  
Special Feature  
4
A Favorable Contact Experience with i-CROP*  
State-of-the-Art Developments for the Immense China Market  
i-CROP, the core of the e-CRB system, provides integrated customer relationship management  
and automatically creates customer approach plans for dealers involving periodic inspections and  
services, enabling timely follow-ups in conjunction with call centers, the Toyota Car Viewer (TCV)  
Toward the Realization of Innovative Customer Relationships  
3
D negotiation support system and the Service Management Board (SMB) appointment and work  
management system. i-CROP uses customer information to coordinate after-sales customer support,  
aftercare service and vehicle replacement support, and provide a sophisticated dealer experience  
with a service that thoroughly meets the needs of each customer.  
In 2004, GAC Toyota Motor Co., Ltd. (GTMC), was created as a factory that was the culmination of innovative  
technology and the latest equipment for that time. The factory was innovative in terms of equipment as  
well as the various elements that comprised its overall business approach, such as Just-In-Time, Jidoka,  
standardization, process management and other Toyota fundamentals. Kaizen (improvements) were  
implemented across the entire business domain by visualizing all vehicle-related operations in the areas of  
manufacturing, distribution, sales and aftercare service, affecting GTMC as well as dealerships.  
Telematics Service for the Realization of Excellence in Customer Service  
As part of our efforts to provide a satisfying ownership experience in China, we developed the  
interactive information service G-BOOK, which makes use of an on-board telematics terminal. This  
system, which connects to e-CRB via a wireless network, is able to determine specific customer vehicle  
information, such as the timing of necessary maintenance. The service regularly gathers information  
regarding the status of vehicle operation and is able to determine vehicle speed and location, which  
enables it to understand what kind of region the purchased vehicle is being used in. G-BOOK is installed  
in high-end Camry and Crown vehicles, and almost all Lexus vehicles (excluding certain low-end  
models), and has been increasingly well received as a premium service. From 2010, we are expanding  
the application of G-BOOK to include low-end Camry vehicles to increase the penetration ratio.  
These activities have been put into practice as a result of the business revolution that united Toyota’s  
cutting-edge IT technology, knowledge gained through dealer operation improvements and  
cumulative human resource experience.  
Standardizing Service Quality  
Using e-CRB to Strengthen our Connection with Customers  
e-CRB (evolutionary customer relationship building) is a suite of IT systems centered on a cutting-edge  
customer management system that has significantly contributed to the standardization of service in the  
massive Chinese market.  
In 2009, the GTMC flagship dealer sold 4,300 new vehicles with the assistance of e-CRB in negotiations  
6
Extending the Kanban System to the Customer with the SLIM* Management Board  
and the strengthening of customer relations. Supporting the ongoing approach of potential customers  
as well as regular contact with existing customers, the e-CRB assists with orders by standardizing and  
partitioning the various processes involved in sales and service activities and provides integrated  
management through IT. e-Dealers use e-CRB to share customer information with GTMC, which has  
been introduced at all GTMC dealer facilities.  
The most advanced and specialized component of the IT system used by GTMC is the Sales Logistics  
Integrated Management (SLIM) system, a giant, multi-displa
time status of production, inventory, distribution and sales at
glance. This system extends Toyota’sKanban system by alertin
to excess or insufficient inventory conditions, changing pro
and distribution schedules, and allocating inventory to de
necessary. During the global financial crisis of autumn 2008, t
CS Cycle of e-CRB  
Buy TOYOTA  
management board showed high inventory levels, but eme
measures were executed with the aid of real-time informati
enabled factory production to proceed without interruption.  
Customer experience after purchase is categorized into five  
experiences: “Purchase Experience” “Delivery Experience,”  
“Owner Experience,” “Contact Experience,” and “Service-in  
Experience.” In each experience, e-CRB provides customers  
with exclusive and sophisticated experience.  
Satisfactory Purchase  
Experience  
Sophisticated  
2
TCV  
*
Friendly & Reliable  
SLIM Management Board  
Service-in  
Delivery Experience  
Experience  
3
D Sales Support System  
3
Express  
SPM  
*
Responding to Chinese Customers D emand for Shorter D
Maintenance  
Fast Inspection  
Service  
Sales Process  
Management  
The Total Order Support System (TOSS) makes further use of SLIM functionality to optimize the receipt  
and placement of orders at dealerships. TOSS regulates long-term inventory based on a cautionary notice  
regarding the difference between the number of ideal orders based on dealer sales performance and  
other factors, and the actual number of orders. In China, customers select the vehicles they want from  
available dealer inventories, which they then purchase and drive home as-is. Lost sales opportunities  
are a direct result of running out of top-selling vehicle inventory. TOSS facilitates high dealer inventory  
rotation while responding to Chinese customers’ demands for shorter delivery times.  
1
System  
*
e-CRB  
5
SMB  
*
Owner Logs  
Exclusive  
Appointment/Work  
Management System  
Homepage  
for Owners  
Telematics  
*
1 e-CR B evolutionary Customer Relationship Building)  
4
i-CROP  
*
*2 TC V Toyota Car Viewer)  
Safety & Security,  
Remote Diagnostics  
Service  
Intelligent CR  
Management  
System  
*3 SP M Sales Process Management)  
*4 i-CRO P Intelligent Customer Relationship Optimization Program)  
*
5 SM B Service Management Board)  
Favorable Contact  
Experience  
Exclusive Owner  
Experience  
*6 SLI M Sales Logistics Integrated Management)  
7 TOS S Total Order Support System)  
*
TOYOTA ANNUAL REPORT 2010  
8
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Reforging Bonds of Trust  
Special Feature  
Overall System Outline of e-TOYOTA Business  
CUSTOMER  
DEALERSHIP  
DISTRIBUTOR  
Showroom  
New Car Yard  
The e-CRB System  
Improves Customer  
Service and Employee  
Satisfaction  
SLIM  
G-BOOK  
8
*
TCV  
IMS  
Management Board  
3
D Sales Support System  
Inventory Management System  
Owner  
Homepage  
Call Center  
i-CMS  
Back Office  
SMS  
Call  
Call  
i-CROP  
SLIM  
Management  
System  
Integrated CR  
Optimization  
Program  
Server  
SPM  
Sales Process  
Management System  
Service Stall  
We introduced the e-CRB system in August 2005.  
As a result, the daily recording of sales, CR and  
service staff activities has become a significant  
asset to our organization. Of course, this is also  
directly linked to our staff’s effectiveness and sense  
of achievement. In this way, we believe the e-CRB  
system contributes both to customer satisfaction  
TOSS  
TOSS  
Total Order  
Direct  
Mail  
SMB  
Support System  
Service Management Board  
*
8 IM S Inventory Management System)  
(CS) and employee satisfaction (ES).  
Guangzhou Denker Lexus and e-CRB  
Guangzhou Denker Lexus is a Lexus dealership in Guangzhou, China, that opened in  
February 2005. In August of the same year, we launched the e-CRB system with the  
goal of improving customer satisfaction. Using i-CROP, we were able to consolidate  
the management of all service appointment information in one place as opposed to  
the former method, which was spread out across individual employee memos and  
computers. Furthermore, we are also able to share information regarding service  
aress via the SMB system. We established a specialized  
ustomer support division that uses e-CRB to develop  
i-CROP  
i-SMS  
Efforts toward the Establishment of Quality Servic
Changing Awareness through Human Resource Training  
In addition to the SLIM and e-CRB IT systems, GTMC’s true leadership lies in its efforts to transform the  
way working people think. These efforts focus on two areas, the first of which is the standardization  
of business operations. The process management and standardization that have been thoroughly  
implemented in our factory operations were also introduced in our on-site sales and aftercare services.  
e-CRB supports and displays the optimal movement of each employee.  
egular customer follow-up activities. As a result, we are  
ble to approach customers in a timely manner and have  
mproved the retention ratio from 50% to 90%. Also, the  
troduction of System Trolleys in an attempt to improve  
perating efficiency during maintenance resulted in the  
eduction of time required for maintenance activities from  
ne hour to 26 minutes. We have expanded the scope of  
he effective use of IT in sales activities such as potential  
The other area of leadership involves human resource training. The smooth operation of excellent IT  
systems and customer visits to dealers, car sales and aftercare support are all activities conducted by  
people. Regardless of how superior the SLIM and e-CRB systems may be, if users neglect to register data  
into these systems, they will not work effectively. For this reason, the improvement of personnel skills  
is an important issue with regard to the operation of this mechanism. GTMC focuses efforts on human  
resource training for the stable operation of e-CRB, with particular emphasis on strengthening the  
structure for educating dealers with daily training and guidance efforts.  
ustomer follow-ups in an effort to continue providing  
ustomers with a high level of service every time we are  
contact with them.  
In China, employees are extremely enthusiastic in their efforts to acquire advanced technologies  
System Trolley  
and expertise. As a company created from the ground up and employing many young people with no  
previous training, GTMC has benefited from these improvements and is learning new operational skills.  
TOYOTA ANNUAL REPORT 2010  
9
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Reforging Bonds of Trust  
Special Feature  
Meticulous Adherence to Customer Perspective and Genchi Genbutsu  
Developing Products from the Customer ’s Perspective  
in India ’s High-Growth Market  
Toyota began introducing compact strategic vehicles into the Indian market in 2006, which were  
developed specifically for India rather than adapting existing global models for the Indian market.  
Based on the concept of providing an affordably priced vehicle that meets the demands of the Indian  
market, Toyota made painstaking efforts to understand local needs from the customers’ perspective  
and provide optimal products at an appropriate price in an attempt to increase demand.  
Development of New Compact Car Etios  
In recent years, the compact car market has been expanding rapidly, primarily in developing nations.  
This trend is also true in India, as customer demands for affordably priced, convenient vehicles are  
increasing by the day. Amid the rapid economic development of the past several years, India’s middle  
class has grown significantly, from 8% of households earning between 200 thousand and 1 million  
rupees in fiscal 2005 to 13% of households earning the same amount in fiscal 2009. One consequence  
of this trend was the sale of 2.27 million new vehicles in India in 2009, a 14% increase compared with  
the previous year. To achieve growth in the fast-growing Indian market, Toyota engineers personally  
conducted market research to review function and performance from a local perspective. The new  
compact car Etios is the result of these efforts.  
While thoroughly pursuing Toyota’s high QDR global standards regarding the strength and reliability  
of the basic performance aspects of “go, turn and stop,” we traveled around India, listening carefully to  
customer concerns with respect to sound and ride comfort, ease of operation and other performance-  
related areas, as well as the practicality of vehicle functions and equipment, in an effort to fully  
understand customer needs.  
At the same time, at the development stage, we made an effort to put our Genchi Genbutsu  
(
on-site, hands-on experience) principles into practice by placing a priority on examining materials  
that can be procured locally and adopting structures  
and construction methods that are compatible with  
local production technology. The application of Genchi  
Genbutsu is not limited to India; this is how Toyota  
establishes solid positions in countries throughout  
the world. Etios is a newly developed compact vehicle  
in line with Toyota’s global strategy. The knowledge  
gained through the application of Genchi Genbutsu in  
India will be utilized by Toyota in other projects around  
the world.  
Toyota ’s Position in the Indian Market  
In the Indian market in the second half of 2008, automotive manufacturers launched new models  
in the B-segment (subcompact), increasing the percentage of this segment in the passenger  
vehicle market. As a class of vehicles positioned to attract new customers, B-segment or smaller  
vehicles are expected to continue to play an important role in the market.  
Toyota has established an image as a top-name brand in India because of our achievement of  
Etios (Hatchback)  
advanced levels of quality, durability and reliability (QDR) with models such as the Corolla, Camry,  
Innova, Fortuner and Land Cruiser. However, until now, Toyota did not offer entry-level vehicles  
for Indian customers. This was what led to Toyota’s development of a compact vehicle that  
sought to provide high QDR standards at an affordable price.  
Forecast of Vehicle Market in India  
Sales Forecast of Toyota Vehicles  
4
Thousands of units)  
(Thousands of units)  
400  
,000  
,000  
,000  
3
,500  
(10%)  
3
,000  
630  
3
300  
2
,500  
5
5
5
90  
70  
50  
2
,150  
1
,989  
1
,900  
2
1
200  
3
413  
76  
3
350  
55  
(5.7%)  
2
3
95  
00  
2
54  
65  
2
36  
2
,000  
0
253  
100  
(
2.6%)  
1
,150  
0
FY  
2008  
2009  
2010  
2011  
2012  
2015  
FY  
2008  
2009  
2010  
2011  
2012  
2015  
Commercial vehicles  
Others  
A-segment  
B-segment sedans  
Etios/Etios Liva  
Foriuner  
Innova  
Others  
Corolla  
B-segment hatchbacks  
(Data compiled by TMC)  
Note: Figures in parentheses indicate market share.  
(Data compiled by TMC)  
TOYOTA ANNUAL REPORT 2010  
10  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Reforging Bonds of Trust  
Special Feature  
Etios Development  
High QDR Features at an Affordable Price  
Recognizing the Need to  
Achieve High QDR  
at an Affordable Price  
High QDR features at an affordable price are indispensable in India. Toyota began developing  
its first B-segment car for the Indian market by placing the highest priority on developing an  
affordably priced vehicle that is within reach of middle-class (family users) while providing value  
that is a step above the average and focusing on three selling points: “Highest Quality in its Class”  
with the inheritance of Toyota QDR, “Comfortable and Enjoyable Space for All” with superior  
seating comfort and storage and “Refined Style” that is unique to the market.  
In 2006, I visited India to determine the price range  
Global Safety Standards  
that was affordable to customers there and find out  
exactly what customers were looking for in terms of  
performance, functions and equipment. During my  
visit, I encountered severe weather, narrow roads,  
chronic traffic congestion and rough road surfaces,  
and observed that parking spaces were extremely  
limited. Experiencing this environment first hand,  
I understood the importance of B-segment cars  
to this market and was able to gain first-hand  
knowledge of the basic performance most suited  
to this environment.  
Toyota conducted thorough safety research with regard to the Indian Etios. Customers in  
India often use vehicles to transport family members to and from different locations and on  
trips. Therefore, a sense of security when transporting precious family members is an essential  
requirement. Toyota pursued safety performance from both active and passive perspectives,  
focusing on safety requirements that surpass those of the competition.  
Local Climate Countermeasures  
In addition, when creating measures to counter the rusting and flooding that are possible in  
India’s diverse climate, we began by determining the areas on the body where rusting most easily  
occurs. To this end, body engineers traveled all over India, from coastal to inland regions, to verify  
areas prone to rusting and the severity of its occurrence. Based on this information, we are one of  
the few companies to adopt a rust-resistant sheet for sensitive areas. In consideration of the road  
flooding that frequently occurs during the rainy season in India, parts easily damaged by water,  
such as electrical components, sensors and shock absorbers, were designed to alleviate moisture-  
related problems and ensure high reliability.  
After our visit, we interviewed and surveyed a  
total of 700 customers in the summer of 2006 to  
clearly identify and further understand what is important to customers when purchasing a  
B-segment car. We found that cost, fuel efficiency, space and style are all major concerns.  
We also discovered that Indians expect vehicles to break down and that they are prepared  
to fix them if they do.  
By creating a vehicle that thoroughly incorporated these findings and provided  
performance and equipment at a price consistent with the customers’ perspective, we felt  
confident that demand from Indian customers would be high. We also recognized that,  
by incorporating Toyota’s strong QDR qualities to introduce a “failure-proof car” into the  
market, we would also be able to reduce running costs and pleasantly surprise customers  
who have come to expect breakdowns as a fact of life. It was in this spirit that the Etios  
was created as an affordably priced vehicle that is a class above the competition.  
By selecting functions and equipment deemed necessary from the customers’ perspective, the  
Etios truly embodies the idea of a high-quality vehicle at an affordable price based on Toyota’s  
high standards of quality, durability and reliability.  
The name Etios is based on the Greek word “ethos,” which means spirit, character and  
ideals. When we conducted local preference  
surveys to determine which name resonated  
most strongly with the people of India, Etios  
stood out as the overwhelming choice.  
The Etios was developed and designed  
from the perspective of customers in India  
and is produced in India. By injecting Toyota  
QDR into every detail of the vehicle, we were  
able to create a high-quality vehicle at an  
affordable price offering the essential functions,  
performance and equipment demanded by  
customers in India.”  
Etios (Sedan)  
TOYOTA ANNUAL REPORT 2010  
11  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Consolidated Performance Highlights  
Consolidated Performance Highlights  
Consolidated Performance (U.S. GAAP)  
Consolidated Vehicle Production and Sales  
Yen in millions  
2009  
U.S. dollars* in millions  
% change  
Thousands of units  
2009  
% change  
2
008  
2010  
2010  
2010 vs. 2009  
2008  
2010  
2010 vs. 2009  
Vehicle Production by Region:  
For the Year:  
.
................................................................................................  
Japan  
5,160  
3,387  
1,268  
711  
4,255  
2,796  
919  
3,956  
2,853  
1,042  
433  
-7.0  
+2.0  
+13.4  
-10.2  
+7.8  
-3.2  
.
...........................................  
Net Revenues  
¥26,289,240  
2,270,375  
1,717,879  
14.5%  
¥20,529,570  
(461,011)  
(436,937)  
-4.0%  
¥18,950,973  
147,516  
209,456  
2.1%  
$203,687  
1,586  
2,251  
̶
-7.7  
̶
.
...............................................................................  
..........................................................................  
Overseas Total  
......................  
Operating Income (Loss)  
....................................  
.
North America  
.........................................................................................  
.
Net Income (Loss)  
.................................................................  
̶
.
Europe  
...............................................................................................  
482  
.
ROE  
̶
.
Asia  
961  
947  
1,021  
146  
.
..................................................  
Central and South America  
150  
151  
At Year-End:  
.
.......................................................................................  
.
................................................  
$326,196  
111,347  
+4.4  
+3.0  
ꢀOceania  
149  
130  
106  
-18.7  
-37.3  
Total Assets  
¥32,458,320  
11,869,527  
¥29,062,037  
10,061,207  
¥30,349,287  
10,359,723  
.
............................................................................................  
..............................  
ꢀAfrica  
148  
167  
105  
Shareholders E quity  
.
......................................................................  
Consolidated Total  
8,547  
7,051  
6,809  
-3.4  
Yen  
U.S. dollars*  
% change  
Vehicle Sales by Region:  
................................................................................................  
2
008  
2009  
2010  
2010  
2010 vs. 2009  
.
Japan  
Overseas Total  
ꢀNorth America  
.........................................................................................  
2,188  
6,725  
2,958  
1,284  
956  
1,945  
5,622  
2,212  
1,062  
905  
2,163  
5,074  
2,098  
858  
979  
231  
251  
184  
466  
7
+11.2  
-9.7  
.
...............................................................................  
..........................................................................  
Per Share Data:  
.
Net Income (Loss) (Basic) ......................  
Annual Cash Dividends .......................  
Shareholders' Equity ..............................  
-5.2  
¥540.65  
140.00  
¥(139.13)  
100.00  
¥ 66.79  
45.00  
$0.72  
0.48  
̶
-55.0  
+3.0  
.
ꢀEurope  
...............................................................................................  
-19.2  
+8.3  
-17.2  
-3.9  
.
ꢀAsia  
3,768.97  
3,208.41  
3,303.49  
35.51  
.
..................................................  
Central and South America  
320  
279  
.
.......................................................................................  
Oceania  
............................................................................................  
289  
261  
Stock Information (March 31):  
.
Africa  
314  
289  
-36.2  
-23.1  
-19.3  
Stock Price ....................................................  
¥4,970  
¥3,120  
¥3,745  
$40.25  
+20.0  
+20.0  
.
................................................................................  
Market Capitalization  
.....  
ꢀMiddle East  
...........................................................................................  
597  
606  
¥
17,136,548  
¥10,757,752  
¥12,912,751  
$138,787  
(
Yen in millions, U.S. dollars in millions)  
.
Other  
7
8
*
U.S. dollar amounts have been translated at the rate of ¥93.04=US$1, the approximate current exchange rate at March 31, 2010.  
.
......................................................................  
Consolidated Total  
8,913  
7,567  
7,237  
-4.4  
Net Revenues by Regions  
Principal Market Data: Automotive Market (Sales)  
¥ Billion)  
16,000  
Japan  
North America  
Europe  
Asia  
Other Regions  
(
Thousands of units)  
Japan  
United States  
Europe  
Asia  
China  
2
1
1
0,000  
5,000  
0,000  
1
2,000  
8
4
,000  
,000  
0
5
,000  
0
CY  
’05 ’06 ’07 ’08 ’09  
’05 ’06 ’07 ’08 ’09  
’05 ’06 ’07 ’08 ’09  
’05 ’06 ’07 ’08 ’09  
’05 ’06 ’07 ’08 ’09  
Source: Toyota Motor Corporationꢀ  
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  
FY  
’06 ’07 ’08 ’09 ’10  
’06 ’07 ’08 ’09 ’10  
’06 ’07 ’08 ’09 ’10  
’06 ’07 ’08 ’09 ’10  
’06 ’07 ’08 ’09 ’10  
Note: Fiscal years ended March 31  
TOYOTA ANNUAL REPORT 2010  
12  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Motorsports Activities  
Financial Section  
Investor Information  
Performance Highlights  
Automotive Operations  
Automotive Operations  
Financial Services Operations  
Other Business Operations  
(Market Environment and Overview)  
Business Overview  
Net Revenues  
Operating Income  
(¥ Billion)  
2,200  
Net revenues in Japan declined 7.9%, or ¥966.4 billion, to ¥11.2 trillion, while cost-reduction  
¥ Billion)  
efforts and lower fixed costs resulted in an operating loss of ¥225.2 billion, a ¥12.3 billion  
improvement over the ¥237.5 billion operating loss in the previous fiscal year.  
2
5,000  
0,000  
5,000  
0,000  
2
1
1
,000  
,800  
,600  
2
1
1
North America  
4
00  
Although impacted by the recall, the market recovery trend and improved earnings in the  
Financial Services Operations led to significant improvements in the North American Automotive  
Operations. Consolidated vehicle sales declined 5.2%, or 114 thousand units, to 2.10 million  
units. Our U.S. market share was 17%, with Lexus sales of approximately 25 thousand units.  
Consolidated production increased 13.4%, to 1.04 million units.  
200  
0
5
,000  
0
-200  
-400  
FY  
FY  
’06  
’07  
’08  
’09  
’10  
’06  
’07  
’08  
’09  
’10  
Note: Fiscal years ended March 31  
Net revenues in North America decreased 8.9%, or ¥552.4 billion, to ¥5.7 trillion. Operating income was  
¥
85.4 billion, ¥475.6 billion higher than the previous year, reflecting our efforts to reduce fixed costs and  
Toyota continued its efforts to manufacture vehicles that meet the needs of countries and  
regions and strengthen its initiatives regarding environmentally friendly models. While the  
severe operating environment reduced revenue in each region in fiscal 2010, thorough efforts to  
improve earnings resulted in improved operating income in all regions.  
achieve cost reduction, a decrease in allowance for credit and residual value losses in our finance services  
subsidiaries and in gains on interest rate swaps and certain other instruments stated at fair value.  
Europe  
Consolidated vehicle sales in Europe during the period under review declined 19.2%, or  
2
2
04 thousand units, to 858 thousand units.  
Toyota’s European market share (25 countries) was 5.7%. Lexus sales totaled approximately  
6 thousand units.  
Market Environment and Performance Summary  
Consolidated production declined 10.2%, to 433 thousand units.  
Net revenues decreased 28.7%, or ¥866.1 billion, to ¥2.1 trillion. In terms of operating income,  
During the year, Automotive Operations in China, India and other emerging markets continued  
to expand, and stimulus measures supported demand in developed countries. Nevertheless,  
overall market conditions remained difficult, owing to a demand shift toward compact, more  
affordably priced vehicles.  
efforts to reduce fixed costs and achieve cost reduction resulted in an operating loss of  
33.0 billion, a ¥110.3 billion improvement over the ¥143.3 billion operating loss in the previous fiscal year.  
¥
Amid these conditions, Toyota’s consolidated vehicle sales declined 330 thousand units, or 4.4%, to  
Asia  
7.24 million units. Consolidated vehicle production also decreased 242 thousand units, or 3.4%, to 6.81  
Led by robust sales in Taiwan and Thailand, consolidated vehicle sales in Asia grew 8.2%, or  
million units. In addition to lower vehicle production and sales, performance was also impacted by currency  
exchange fluctuations, resulting in a 7.4% decrease in net revenues to ¥17.2 trillion. In terms of operating  
income, cost-reduction efforts and decreased fixed costs resulted in an operating loss of ¥86.3  
billion, a ¥308.5 billion improvement over the ¥394.8 billion operating loss in the previous fiscal year.  
7
4 thousand units, to 979 thousand units. Consolidated production increased 7.8%, to 1.02 million units.  
Although net revenues declined 2.4%, or ¥64.0 billion, to ¥2.7 trillion, operating income increased  
5.6%, or ¥27.5 billion, to ¥203.6 billion as a result of increases in production and sales. Furthermore,  
unit sales* in China, where growth is expected to continue, grew 21.2%, to 716 thousand units in 2009.  
1
Performance by geographic segments was as follows.  
*
Unit sales figures for China include domestically produced units as well as units imported from Japan.  
Japan  
Central and South America, Oceania, Africa, the Middle East, etc.  
Fiscal 2010 consolidated domestic sales increased 11.2%, or 218 thousand units, to 2.16 million units as  
a result of the aggressive introduction of new products and the sales efforts of domestic dealers. Toyota  
and Lexus market shares excluding minivehicles were 48.2% and 44.3% including minivehicles, both  
of which represent the highest market share yet achieved by Toyota. Furthermore, Lexus sales totaled  
approximately 37 thousand units. Consolidated vehicle production declined 7.0%, to 3.96 million units.  
Toyota’s consolidated vehicle sales in all these regions were sluggish in fiscal 2010, declining  
2
1.1%, or 304 thousand units, to 1.14 million units in total. Consolidated production in Central  
and South America, Oceania and Africa decreased 20.3%, or 91 thousand units, to 357 thousand units.  
As a result, net revenues declined 11.1%, or ¥209.1 billion, to ¥1.7 trillion, while net income  
increased 31.8%, or ¥27.9 billion, to ¥115.5 billion.  
TOYOTA ANNUAL REPORT 2010  
13  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Motorsports Activities  
Financial Section  
Investor Information  
Performance Highlights  
Automotive Operations  
Automotive Operations  
Financial Services Operations  
Other Business Operations  
(Market Environment and Overview)  
Business Overview  
Restoring Our Profit Base: Production Restructuring Plan  
Future Growth Strategy in Consideration of Issues  
during the Past Year  
While proactively investing in growth areas, we will strive to realize a muscular profit  
structure that is relatively impervious to changes in the business environment. While  
increasing local production in emerging markets such as China and India, in developed  
countries with mature markets, including Japan, North America and Europe, we will review  
production models in response to changes in the market structure and create a flexible  
and efficient production system that is resistant to exchange rate fluctuations to realize an  
optimal global supply system with clearly positioned strategies in each region.  
In consideration of the various issues faced during the past year, Toyota’s growth  
strategy for the continued realization of Genchi Genbutsu and high quality at  
affordable prices will center on a thorough customer-first perspective. Specifically,  
we will review our product lineups to match customer needs in each region and  
create a production system that responds to changes in market structure while  
optimally allocating resources in areas where we want to advance.  
Region Strategic Positioning  
Production System Reviews  
Promote self-reliance from development to pre-production to  
production in an attempt to revamp the production structure, taking into  
consideration local demand trends and the future of hybrid and compact  
vehicles.  
Accelerating Growth: Support for Developing Nations and  
Next-Generation Eco-Cars  
An important base in  
North  
terms of volume and  
America  
profitability  
To accelerate growth, we are placing a priority on business in developing nations and on  
next-generation eco-cars.  
A market for further  
Europe  
Engage in the building of appealing vehicles and consider production  
improved technology structure while monitoring product trends.  
Taking external environment into account, broadly review our current  
production structure.  
First, with regard to developing nations, we will promote the expansion of product  
Thorough review of domestic production model  
lineups primarily in China and India, as well as the development of a production system.  
In fast-growing China, a new plant was built in Changchun to further expand production  
capacity in response to local demand, with operation scheduled to commence in the first  
half of 2012. To expand Toyota’s product lineup, we have begun local production of the  
Camry hybrid, following the Prius. Furthermore, in the Indian market, the newly developed  
Etios compact car, designed to thoroughly meet the needs of local drivers, is scheduled to  
go on sale at the end of this year.  
Conduct mass production of export vehicles in regions where demand  
A base for developing  
models, providing  
exists, and produce models focusing on new technologies, new  
ꢀconcepts and new manufacturing methods.  
assistance to our  
Japan  
・Create a flexible and efficient production structure that can  
overseas operations  
respond to changes in demand  
and for building  
Create a production structure centered on the same types of  
platform, including the introduction of mixed production lines.  
“Stop and Consolidate” domestic production facilities  
Maintain current production levels by evening out plant and line  
ꢀutilization rates to increase efficiency.  
vehicles for export  
Second, with regard to our priority focus on next-generation eco-cars, we plan on raising  
the level of hybrid technology and expanding models. As for plug-in hybrid vehicles (PHVs),  
we have begun aggressive efforts toward a 2012 sales launch. In terms of electric vehicles  
(
EVs), in May we announced a business partnership with Silicon Valley EV venture Tesla  
Motors with the aim of strengthening our next-generation eco-car development structure.  
TOYOTA ANNUAL REPORT 2010  
14  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Motorsports Activities  
Financial Section  
Investor Information  
Performance Highlights  
Automotive Operations  
Financial Services Operations  
Other Business Operations  
Financial Services Operations  
Business Overview  
Net Revenues  
Operating Income  
(¥ Billion)  
250  
ꢀOur 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 8.1 million customers in 33  
countries and regions worldwide.  
¥ Billion)  
1
,500  
2
1
1
00  
50  
00  
1
,000  
Operating activities during the period under review included enhancing our relationships with  
5
0
0
distributors by providing financial products and services that met various national and regional  
customer characteristics among regional strategies. New lending share remained high.  
ꢀIn Japan, in addition to automotive financing, TFS broadens customer relationships through  
the provision of credit cards, home loans and other sound financial services designed to meet the  
intimate needs of our customers.  
5
00  
0
-
50  
-100  
FY  
FY  
’06  
’07  
’08  
’09  
’10  
’06  
’07  
’08  
’09  
’10  
Note: Fiscal years ended March 31  
Overseas, in an attempt to develop business in emerging markets TFS increased its number of  
Toyota provides automotive financing and other financial services designed to meet  
customer needs and respond to regional characteristics that contribute to the sales  
promotion of Group products. Despite a decline in revenues reflecting the challenging  
operating environment, a thorough response to various risks and the expansion of lending  
margins resulted in increased income.  
sales bases in China from 27 cities at the beginning of the year to 66 cities, progressing inland  
from coastal cities to the interior of the country.  
amid severe business conditions by working to secure margins and achieve thorough low-cost  
operations with consideration for vehicle sales support and the balancing of business risks.  
In such major markets as Europe and the United States, TFS aims for further income growth  
To respond to dramatic changes in the business environment, TFS will actively strengthen  
its internal controls and business infrastructure, focusing on the IT platform, human resource  
development in management and other enhancements to the business platform to further  
develop groupwide compliance and risk management structures.  
Overview of Toyota’s Financial Services Operations  
Total assets  
¥13.3 trillion  
¥1.2 trillion  
Net revenues  
Financial Services Operations Organization  
Operating income  
Operating areas  
No. of employees  
¥247.0 billion  
3
3 countries and  
regions worldwide  
Toyota Motor  
Corporation  
approx. 8,000  
(As of March 31, 2010)  
Toyota  
Financial Services  
Corporation  
Market Environment and Performance Summary  
Overseas  
Toyota  
Asset Management  
Co., Ltd.  
Toyota Finance  
Sales Finance  
Corporation  
Companies  
In fiscal 2010, our financial services operations generated operating income of ¥246.9 billion.  
This was primarily due to expanded margins resulting from a decrease in allowance for credit  
and residual value losses caused by the business recovery in the second half and continued low  
interest rates as a result of liquidity provided by the governments of various countries.  
TOYOTA ANNUAL REPORT 2010  
15  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Motorsports Activities  
Financial Section  
Investor Information  
Performance Highlights  
Automotive Operations  
Financial Services Operations  
Other Business Operations  
Other Business Operations  
Business Overview  
Net Revenues  
Operating Income  
(¥ Billion)  
40  
Information Technology and Telecommunications Business  
¥ Billion)  
In addition to serving as a sales agency for cell phones provided by KDDI Corporation, a general  
telecommunications service provider, Toyota is engaged in the planning and commercialization of services that  
integrate vehicles and cell phones. Toyota is enhancing the comfort of cars with car navigation system technology  
that makes use of wireless Bluetooth® communications*, the hands-free telephone technology, enabling the  
playback of songs that have been downloaded on a cell phone, and the Seamless Navigation System, which  
allows users to enter a destination by transferring store and facility location data obtained with a cell phone.  
1
1
1
1
1
,400  
,300  
,200  
,100  
30  
20  
10  
*
Bluetooth® is a wireless technology that uses short length radio waves to enable communications between cell phones and other devices over short distances.  
,000  
0
0
-10  
FY  
’06  
’07  
’08  
’09  
’10  
FY  
’06  
’07  
’08  
’09  
’10  
e-TOYOTA Business  
Note: Fiscal years ended March 31  
Toyota is developing e-TOYOTA business operations to facilitate the integration of IT services and automobiles.  
We designed and developed the GAZOO members-only automobile portal site, a three-dimensional virtual city  
called TOYOTA METAPOLIS, and other services. In the field of telematics, we are developing G-BOOK/G-Link, an  
information service for onboard terminals, with other telematics services planned for China and other countries.  
Additional details available at URL  
Toyota uses technologies and expertise gained from automotive operations to operate a  
variety of businesses that help people lead more fulfilling and enjoyable lives. Although the  
number of homes sold in the core housing business continued to improve, overall sales in this  
segment were lower than last year, resulting in decreased revenues and income in fiscal 2010.  
Housing Business  
Since Toyota entered the housing business in 1975, Toyota Home operations have expanded to  
provide homes offering high durability and earthquake resistance, as well as excellent security,  
health and environmental features. From January 2010, we began using the catch all phrase  
Eco-Mirai Home as an expression of the product features involved in our building environment-  
friendly homes that conserve and create energy while having the durability to last for many years.  
Market Environment and Performance Summary  
In fiscal 2010, net revenues of other business operations declined ¥237.3 billion, or 20.0%, to  
947.6 billion and operating income decreased ¥18.8 billion, to a loss of ¥8.9 billion. This was due  
to sales decreases in the information technology and telecommunications business and other  
businesses, although the number of home sales in the housing business—a core business in this  
segment—fell slightly from the previous year.  
Our Sincé home series, which reduce overall household CO emissions, received a special award  
2
conservation at the House of the Year in Electric 2009 Awards in Japan.  
¥
for energy and CO  
2
Additional details available at URL  
Marine Business  
Other business operations include the intelligent transport systems, information technology  
In the marine business, Toyota manufactures and sells pleasure boats, marine engines and a  
variety of marine components. All products take full advantage of our engine technologies and  
other advanced technologies cultivated during years of automotive manufacturing.  
and telecommunications, e-TOYOTA, housing, marine, and biotechnology and afforestation  
businesses. In all these operations, we are fostering a workplace culture that encourages creativity  
and entrepreneurship. Also, we are seeking ideas for new businesses outside the Toyota Group as  
another key aspect in order to create future core businesses.  
Our PONAM-28L luxury fishing cruiser received the first Japan Boat of the Year award in March  
009 and the Good Design Award in October 2009.  
2
Additional details available at URL  
Intelligent Transport Systems Business  
Toyota is involved in the planning and development of products and services for Intelligent  
Transport Systems (ITS). We view this technology as a valuable way to link motor vehicles and  
transportation infrastructures, thereby contributing to sustainable economic development.  
We are continuing work on the creation of vehicle–infrastructure cooperative systems that  
support safe driving so that traffic accidents of the future can be prevented more effectively  
than current safety technologies allow. To this end, we participated in road tests and public  
demonstrations in various regions through the cooperation of the public and private sectors.  
September 2009 we were awarded the Ministry of Land, Infrastructure, Transport and Tourism Award  
at the Eighth Competition for Specialized Greening Technology for Rooftops, Wall Facings and New  
Green Spaces for greening activities focused on the wall at the Tressa Yokohama north wing.  
In the fall of 2009, Toyota developed a DSRC* unit that provides drivers with information  
about obstacles on the road ahead. This technology has been introduced into the roadway  
infrastructure with units already installed in some vehicles.  
*
5.8 GHz dedicated short-range communications.  
In August 2009, we concluded our sweet potato cultivation and processing operations in  
Additional details available at URL  
Indonesia, moving them to the tropical resource crop research institute.  
Additional details available at URL  
TOYOTA ANNUAL REPORT 2010  
16  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Motorsports Activities  
Financial Section  
Investor Information  
Performance Highlights  
Automotive Operations  
Financial Services Operations  
Other Business Operations  
Motorsports Activities  
Business Overview  
Toyota views motorsports activities as a valuable component of the process of conceiving  
vehicles that embody dreams and excitement.  
Formula Nippon  
In Formula Nippon, the premier formula racing category in Japan, Toyota supplied RV8K V8 3.4-liter  
engines for eight cars driven by five racing teams. In 2010, we aim to recapture the title with a car  
powered by a Toyota engine.  
Activities Summary  
NASCAR  
In 2009, Toyota was a prominent participant at the highest levels of automobile racing, including  
the Formula One World Championship (F1) races around the globe, SUPER GT and Formula  
Nippon series races in Japan, and NASCAR* races in the United States. In addition, we played a  
part in developing young drivers through activities including the Toyota Young Drivers Program  
In the NASCAR Sprint Cup Series, NASCAR’s highest-ranking races, as well as the Nationwide  
Series, we captured the series championship for the second consecutive year in 2009 with the  
Toyota Camry, and look for another victory this year.  
The Toyota Tundra will again compete in the NASCAR Camping World Truck Series, where we  
(
TDP).  
In 2010, we will continue to participate in the top categories of SUPER GT, Formula Nippon  
have captured the manufacturer’s championship for four straight years.  
and NASCAR and develop the skills of young drivers through TDP activities while increasing our  
involvement this year in motorsports activities in which customers participate.  
Toyota Young Drivers Program (TDP)  
This program supports the ongoing skills development of promising young drivers with the  
objective of cultivating talented racing drivers to compete in top category races in Japan and  
overseas.  
*
The National Association for Stock Car Auto Racing (NASCAR) is the largest sanctioning body of stock car racing in the United States, consisting of a  
variety of race series using modified stock cars run primarily on the North American continent.  
SUPER GT  
On the domestic racing scene, Toyota Technocraft Co., Ltd. (TRD), supported teams running the  
Lexus SC430 vehicles participated in GT500 races, the top class of SUPER GT. In the GT300 class,  
we provided support for teams racing the Lexus IS350 and Toyota Corolla Axio. In 2009, the  
GT500 and GT300 class driver and team each won top awards.  
Grassroots Motorsports Activities  
We support customer-participatory programs such as the Hybrid Driving Challenge through the  
promotion of GAZOO Racing activities, which convey the dreams and excitement of automobiles  
and enable participants to experience motor sports and circuits firsthand.  
Also, the Lexus LFA was the winner in its class* at the 2010 24-Hour Nürburgring race, where it  
Additional details available at URL  
competed for the third straight year.  
*
Close-to-production engine (4,000 cc to 6,250 cc class).  
SUPER GT  
Formula Nippon  
NASCAR  
Grassroots Motorsports  
:
the Hybrid Driving Challenge  
Winning TDP drivers in the GT500 class  
Center left: Hiroaki Ishiura; center right: Kazuya Oshima)  
2010 SUPER GT, Race 3>  
(
<
TOYOTA ANNUAL REPORT 2010  
17  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Governance  
Corporate Information  
Risk Factors  
Financial Section  
Investor Information  
Performance Highlights  
R&D and Intellectual Property  
Corporate Philosophy  
Management Team  
Other Management and Corporate Data  
R&D and Intellectual Property  
Corporate Information  
Basic Research Development theme discovery  
Research on basic vehicle-related technology  
Toyota R&D is dedicated to the development of attractive, affordable, high-quality  
products for customers worldwide. The intellectual property that R&D generates is a vital  
management resource that Toyota utilizes and protects to maximize its corporate value.  
Forward-Looking and Technological breakthroughs related to components and systems  
Leading-Edge Technology Development of leading-edge components and systems ahead of  
Development competitors  
R&D Guiding Principles  
Product Development Primary responsibility for new model development  
Providing clean and safe products and enhancing the quality of life of  
people everywhere through all our activities.  
Development of all-new models and existing-model upgrades  
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 Expenditures  
In fiscal 2010, R&D expenditures totaled ¥725.3 billion, down 19.7% from the previous fiscal year,  
representing 3.8% of consolidated net revenues. We worked closely with suppliers to develop  
components and products more efficiently and took steps to reduce our own R&D expenses. At  
the same time, we plan to continue making substantial investments in R&D involving forward-  
looking, leading-edge technologies and the development of products associated with the  
environment, energy, and safety. These investments are essential to preserving our competitive  
edge in terms of technologies and products.  
R&D Activities  
The overriding goal of Toyota’s technology and product development activities is to minimize the  
negative aspects of driving, such as traffic accidents and the burden that automobiles have on the  
environment, 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.  
R&D Organization  
To ensure efficient progress in R&D activities, we coordinate and integrate all phases, from basic research  
Toyota operates a global R&D organization with the primary goal of building automobiles that  
precisely meet the needs of customers in every region of the world.  
ꢀIn Japan, R&D operations are led by Toyota Central Research & Development Laboratories,  
Inc., which works closely with Daihatsu Motor Co., Ltd., Hino Motors, Ltd., Toyota Auto Body Co.,  
Ltd., Kanto Auto Works, Ltd., and many other Toyota Group companies. Overseas, we have a  
worldwide network of technical centers as well as design and motorsports R&D centers.  
to forward-looking technology and product development. With respect to such basic research issues  
as energy, the environment, information technology, telecommunications, and materials, projects are  
regularly reviewed and evaluated in consultation with outside experts to achieve efficient R&D cost control.  
And with respect to forward-looking, leading-edge technology and product development, we establish  
cost-performance benchmarks on a project-by-project basis to ensure efficient development investment.  
R&D Expenses  
¥ Billion)  
1
,000  
8
6
4
00  
00  
00  
Please click here for further details on domestic and overseas R&D bases.  
2
00  
0
FY  
’06  
’07  
’08  
’09  
’10  
Note: Fiscal years ended March 31  
TOYOTA ANNUAL REPORT 2010  
18  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Governance  
Corporate Information  
Risk Factors  
Financial Section  
Investor Information  
Performance Highlights  
R&D and Intellectual Property  
Corporate Philosophy  
Management Team  
Other Management and Corporate Data  
R&D and Intellectual Property  
Corporate Information  
Intellectual Property Guiding Principle  
Securing greater corporate flexibility and maximizing corporate value  
through the appropriate acquisition and utilization of intellectual  
property.  
Intellectual Property Activities  
Toyota’s competitiveness springs from the forward-looking R&D stance that is instrumental to  
core strengths associated with products and technologies. Underlying each new product that  
emerges 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 established an  
Intellectual Property Committee made up of individuals involved with management, R&D, and  
intellectual property. This committee acquires and utilizes important intellectual property that  
contributes to business operations and helps determine policies for management risks associated  
with intellectual property.  
Intellectual Property Strategies  
Toyota carefully analyzes patents and the need for patents 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. This is why we take an open stance to patent licensing,  
and grant licenses when appropriate terms are met. A good example of this policy is the licensing  
to other companies of patents in the area of hybrid technology, which is one of our core  
technologies involving environmental energy.  
TOYOTA ANNUAL REPORT 2010  
19  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Governance  
Corporate Information  
Risk Factors  
Financial Section  
Investor Information  
Performance Highlights  
R&D and Intellectual Property  
Corporate Philosophy  
Management Team  
Other Management and Corporate Data  
Corporate Philosophy  
Corporate Information  
Since its foundation, Toyota has continuously strived to contribute to the sustainable  
development of society through the manufacturing and provision of innovative and quality  
products and services that lead the times. 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.  
ꢀWe comply with local, national and international laws and regulations  
as well as the spirit thereof and we conduct our business operations  
with honesty and integrity.  
ꢀIn order to contribute to sustainable development, we believe that  
management interacting with its stakeholders as described on the  
following page is of considerable importance, and we will endeavor to  
build and maintain sound relationships with our stakeholders through  
open and fair communication.  
1
2
3
4
5
6
7
) Honor the language and spirit of the law of every nation and undertake open  
and fair corporate activities to be a good corporate citizen of the world.  
) Respect the culture and customs of every nation and contribute to economic  
and social development through corporate activities in the communities.  
) Dedicate ourselves to providing clean and safe products and to  
enhancing the quality of life everywhere through all our activities.  
) Create and develop advanced technologies and provide outstanding  
products and services that fulfill the needs of customers worldwide.  
We expect our business partners to support this initiative and act in  
) Foster a corporate culture that enhances individual creativity and teamwork  
accordance with it.  
value, while honoring mutual trust and respect between labor and management.  
) Pursue growth in harmony with the global community through  
innovative management.  
) Work with business partners in research and creation to achieve stable, long-  
term growth and mutual benefits, while keeping ourselves open to new  
partnerships.  
TOYOTA ANNUAL REPORT 2010  
20  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Governance  
Corporate Information  
Risk Factors  
Financial Section  
Investor Information  
Performance Highlights  
R&D and Intellectual Property  
Corporate Philosophy  
Management Team  
Other Management and Corporate Data  
Corporate Philosophy  
Corporate Information  
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)  
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)  
Shareholders  
Global Society/  
Environment  
Local Communities  
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 3)  
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. (Guiding Principles 5)  
We support equal employment opportunities, diversity and inclusion  
for our employees and do not discriminate against them.  
(
Guiding Principles 5)  
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. (Guiding Principles 5)  
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.  
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 associate, complying with the  
laws of the countries in which we operate. (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)  
(
Guiding Principles 3 and 4)  
We do not tolerate bribery of or by any business partner, government  
agency or public authority and maintain honest and fair relationships  
with government 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)  
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)  
We maintain fair and free competition in accordance with the letter  
and spirit of each country’s competition laws. (Guiding Principles 1 and 7)  
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Financial Section  
Investor Information  
Performance Highlights  
R&D and Intellectual Property  
Corporate Philosophy  
Management Team  
Other Management and Corporate Data  
Management Team As of June 24, 2010  
Corporate Information  
We are convinced that the fiscal year ending March 31, 2011, offers Toyota the chance for a truly fresh start.  
To make the most of this opportunity, we are implementing new strategies that chart a course toward growth.  
Representative Directors  
Directors and Auditors  
Chairman of the Board  
Executive Vice Presidents, Members of the Board  
Senior Managing Directors, Members of the Board  
(Chief officer, Deputy chief officer, General manager or Overseas subsidiary of residence)  
Main operational responsibilities)  
Fujio Cho  
Takeshi Uchiyamada  
Product Management/Research & Development  
Nobuyori Kodaira  
Business Development Group/IT & ITS Group/  
Corporate Planning Div./Environmental Affairs Div./  
e-TOYOTA Div.  
Yukitoshi Funo  
Government & Public Affairs/Operation Planning & Support/  
Asia & Oceania Operations/Middle East Operations/  
Africa and Latin America Operations  
Akira Okabe  
Asia & Oceania Operations Group/  
Middle East, Africa and Latin America  
Operations Group  
Vice Chairmen of the Board  
Shinzo Kobuki  
Katsuaki Watanabe  
Atsushi Niimi  
Strategic Production Planning/  
R&D Group 2/R&D Management Div./ Higashifuji Technical  
Administration Div./Vehicle Control System Development Div./  
Advanced Vehicle Control System Development Div./  
Automotive Software Engineering Div.  
Production Engineering/Manufacturing/  
North America Operations/China Operations  
Kazuo Okamoto  
Shinichi Sasaki  
Business Development/  
IT & ITS/Information Systems/Purchasing/  
Customer Service/Quality  
Akira Sasaki  
China Operations Group/  
Toyota Motor (China) Investment Co., Ltd.  
Yoichiro Ichimaru  
Corporate Planning/Japan Sales  
Mamoru Furuhashi  
Government & Public Affairs Group/  
Tokyo Secretarial Div./  
President, Member of the Board  
Tokyo General Administration Div.  
Akio Toyoda  
Satoshi Ozawa  
General Administration & Human Resources/  
Accounting/Europe Operations  
Iwao Nihashi  
Customer Service Operations Group/  
Quality Group/TQM Promotion Div.  
Tadashi Yamashina  
Technical Administration Group/Motor Sports Div.  
Note: Yoichi Kaya, Yoichi Morishita, Akishige Okada and Kunihiro Matsuo satisfy the qualifications of Outside Corporate Auditors as provided in Article 2,  
Item 16, of the “Corporation Act.”  
ꢀꢀ  
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Business Overview  
Corporate Governance  
Corporate Information  
Risk Factors  
Financial Section  
Investor Information  
Performance Highlights  
R&D and Intellectual Property  
Corporate Philosophy  
Management Team  
Other Management and Corporate Data  
Management Team As of June 24, 2010  
Corporate Information  
Senior Managing Directors, Members of the Board  
Directors, Members of the Board  
Corporate Auditors  
Chief officer, Deputy chief officer, General manager or Overseas subsidiary of residence) (Chief officer, Deputy chief officer, General manager or Overseas subsidiary of residence)  
Takahiko Ijichi  
General Administration & Human Resources Group/  
Accounting Group/Information Systems Group  
Yoshimi Inaba  
North America Operations Group/  
Toyota Motor North America, Inc.  
Yoichi Kaya  
Tetsuo Agata  
Nampachi Hayashi  
Yoichi Morishita  
Akishige Okada  
Kunihiro Matsuo  
Toyota Motor Engineering &  
Strategic Production Planning Group,  
Manufacturing North America, Inc.  
responsible for Order-to-Delivery KAIZEN Promotion/  
Production Engineering Group, responsible for TPS Supervising/  
Manufacturing Group, responsible for TPS Thorough Promotion  
Masamoto Maekawa  
Japan Sales Operations Group/  
Tokyo metropolitan area  
Full-Time Corporate Auditors  
Yoshikazu Amano  
Chiaki Yamaguchi  
Masaki Nakatsugawa  
Yasumori Ihara  
Purchasing Group/Corporate Planning Div./  
Research Div.  
Takahiro Iwase  
Production Engineering Group/  
Manufacturing Group  
Yoshimasa Ishii  
Europe Operations Group/  
Operation Planning & Support Group  
Takeshi Shirane  
Strategic Production Planning Group/  
Global Production Center  
Mitsuhisa Kato  
Customer Service Operations Group/  
Product Development Group/R&D Group 1  
TOY10  
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Business Overview  
Corporate Governance  
Corporate Information  
Risk Factors  
Financial Section  
Investor Information  
Performance Highlights  
R&D and Intellectual Property  
Corporate Philosophy  
Management Team  
Other Management and Corporate Data  
Corporate Governance  
Corporate Information  
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 Philanthropy Committee in October 2007.  
Toyota ’s Basic Approach to Corporate Governance  
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 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.  
Accountability  
Toyota has engaged in timely and fair disclosure of corporate and financial information as stated in  
CSR Policy: Contribution towards Sustainable Development.” In order to ensure the accuracy, fairness,  
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.  
Compliance  
To firmly establish corporate ethics and ensure strict compliance, Toyota’s CSR Committee, consisting of  
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.  
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.  
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.  
Toyota has secured the personnel and framework supporting the audit by Corporate Auditors.  
The Outside Corporate Auditors advise Toyota from a fair and neutral perspective, based on their  
broad experiences and insight in their respective field of expertise. The state of internal controls  
and internal audit are reported to Corporate Auditors (including Outside Corporate Auditors)  
through the Board of Corporate Auditors and the “CSR Committee”, and the status of accounting  
audits is reported by independent External Auditors to the Corporate Auditors (including Outside  
Corporate Auditors) through the Board of Corporate Auditors.  
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, in principle the Senior Managing  
Directors, 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  
Senior Managing Directors serve as the link between management and on-site operations, instead  
of focusing exclusively on management. As a result, this system enables the 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.  
Systems for Ensuring Appropriate Management  
As a system to ensure appropriate management, Toyota has convened meetings of its International  
Advisory Board (IAB) annually in principle since 1996. The IAB consists of approximately 10  
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Corporate Governance  
Corporate Information  
Risk Factors  
Financial Section  
Investor Information  
Performance Highlights  
R&D and Intellectual Property  
Corporate Philosophy  
Management Team  
Other Management and Corporate Data  
Corporate Governance  
Corporate Information  
For internal audit, the management and a specialized independent organization evaluate the  
effectiveness of internal controls over financial reporting in accordance with 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 addition, in accordance with Article 24-4-4-1 of the Financial Instruments and Exchange  
Law, which is applicable to Toyota starting with the year ended March 31, 2009, there is an assessment  
system to ensure that financial statements and other financial information are prepared properly. 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.  
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.  
(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.  
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.  
Toyota’s Corporate Governance  
Emphasizing Frontline Operation + Mulitidirectional Monitoring  
Appointment  
Shareholders  
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.  
International Advisory Board  
Board of  
Corporate Auditors  
Board of  
Directors  
Labor-Management Council  
Joint Labor-Management  
Round Table Conference  
Majority are outside  
corporate auditors  
(2)System to retain and manage information relating to performance of duties by Directors  
ꢀꢀInformation relating to exercising duties by Directors shall be appropriately retained and managed by  
Senior Managing  
Directors  
CSR Committee*  
External  
ꢀꢀeach division in charge pursuant to the relevant internal rules and laws and regulations.  
Accounting Auditor  
Managing  
Officers  
Toyota Environment Committee  
Stock Option Committee  
Audit for consolidated financial  
statements and internal control  
over financial reporting  
(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.  
Internal  
Auditing Department  
Disclosure Committee  
internal control systems)  
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.  
*
Review issues relating to corporate ethics, legal compliance, risk management, nurturing society and environmental management  
Corporate Social Responsibility  
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.  
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.  
ꢀ4)As a precaution against events such as natural disasters, Toyota will prepare manuals,  
conduct emergency drills, arrange risk diversification and insurance as needed.  
(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.  
Toyota ’s Basic Approach to Internal Control System  
Based on the “Guiding Principles at Toyota” and the “Toyota Code of Conduct,” we, together with our  
subsidiaries, have created and maintained a sound corporate climate. In our actual operations, we  
ꢀ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  
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Corporate Information  
Risk Factors  
Financial Section  
Investor Information  
Performance Highlights  
R&D and Intellectual Property  
Corporate Philosophy  
Management Team  
Other Management and Corporate Data  
Corporate Governance  
Corporate Information  
executive authority over each division to the Managing Officers so that flexible and  
timely decision making can be achieved.  
(10)Other systems to ensure that the Corporate Auditors conducted audits effectively  
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.  
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  
1)Toyota will clarify the responsibilities of each organization unit and maintain a basis to  
ensure continuous improvements in the system.  
Toyota ’s Basic Policy and Preparation towards the Elimination of Antisocial Forces  
(1)Basic Policy for Elimination of Antisocial Forces  
Based upon the “Guiding Principles at Toyota” and the “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 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)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.  
(2)Preparation towards Elimination of Antisocial Forces  
1)Establishment of Divisions Overseeing Measures Against Antisocial Forces and Posts in  
6)System to ensure the appropriateness of business operations of the corporation and the business  
ꢀꢀgroup consisting of the parent company and subsidiaries  
ꢀꢀꢀꢀꢀꢀC harge 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.  
1)Toyota will expand the “Guiding Principles at Toyota” 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.  
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)Liaising with Specialist Organizations  
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  
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.  
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.  
4)Preparation of Manuals  
8)Independence of the employees described in the preceding item  
Toyota compiles cases concerning measures against antisocial forces and distributes them  
to each department within Toyota.  
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.  
5)Training Activities  
9)System for Directors and employees to report to Corporate Auditors, and other relative systems  
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.  
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.  
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 (http://www.toyota.co.jp/en/ir/library/sec/index.html).  
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.  
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Business Overview  
Corporate Governance  
Corporate Information  
Risk Factors  
Financial Section  
Investor Information  
Performance Highlights  
R&D and Intellectual Property  
Corporate Philosophy  
Management Team  
Other Management and Corporate Data  
Risk Factors  
Corporate Information  
Toyota’s future success depends on its ability to offer new innovative competitively  
priced products that meet customer demand on a timely basis  
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. The forward-looking statements  
included below are based on information available as of June 25, 2010, the filing date of  
Form 20-F.  
Meeting customer demand with attractive new vehicles and reducing the amount of time required  
for product development are critical to automotive manufacturers. In particular, it is critical to  
meet customer demand with respect to quality, safety and reliability. The timely introduction of  
new vehicle models, at competitive prices, meeting rapidly changing customer preferences and  
demands is more fundamental to Toyota’s success than ever, as the automotive market is rapidly  
transforming in light of the weak global economic conditions. There is no assurance, however,  
that Toyota will adequately and appropriately respond to changing customer preferences and  
demands with respect to quality, safety, reliability, styling and other features in a timely manner.  
Even if Toyota succeeds in perceiving 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, including cost reduction 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 customers’  
preferences and demands with respect to quality, safety, reliability, styling and other features 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.  
Industry and Business Risks  
The worldwide automotive market is highly competitive  
The worldwide automotive market is highly competitive. Toyota faces intense competition from automotive  
manufacturers in the markets in which it operates. Competition has intensified amidst difficult overall  
market conditions due to the weak global economy. In addition, competition is likely to further intensify in  
light of continuing globalization in the worldwide automotive industry, possibly resulting in further industry  
reorganization. Factors affecting competition include product quality and features, safety, reliability, the amount  
of time required for innovation and development, pricing, fuel economy, customer service and financing  
terms. Increased competition may lead to lower vehicle unit sales, which may result in a further downward  
price pressure and adversely affect Toyota’s financial condition and results of operations. Toyota’s ability to  
adequately respond to the recent rapid changes in the automotive market and 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.  
Toyota’s ability to market and distribute effectively 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.  
There is no assurance that Toyota will be able to develop sales techniques and distribution  
networks that effectively adapt to changing customer preferences or changes in the regulatory  
environment in the major markets in which it operates. Toyota’s inability to maintain well-  
developed sales techniques and distribution networks may result in decreased sales and market  
share and may adversely affect its 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 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. During fiscal 2010, despite government efforts to stimulate demand in Japan, North America  
and Europe, which are Toyota’s main markets, market conditions in those areas remained difficult,  
and Toyota was adversely affected by changes in the market structure with further shifts in consumer  
demand to compact and low-priced vehicles. Such weakness in demand for automobiles and changes  
in market structure is continuing, and it is unclear how long this situation would continue or how it  
would transition in the future. Toyota’s financial condition and results of operations may be adversely  
affected if the weakness in demand for automobiles and changes in market structure continue or  
progress further. 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 (including tariffs, import regulation  
and other taxes). Volatility in demand may lead to lower vehicle unit sales, which may result in a further  
downward price pressure and adversely affect Toyota’s financial condition and results of operations.  
Toyota’s success is significantly impacted by its ability to maintain and develop its brand image  
In the highly competitive automotive industry, it is critical to maintain and develop a brand image.  
In order to maintain and develop a brand image, it is necessary to further increase customers’  
confidence by providing safe, high-quality products that meet customer preferences and demands.  
If Toyota is unable to effectively maintain and develop its brand image as a result of its inability to  
provide safe, high-quality products or as result of the failure to promptly implement safety measures  
such as recalls when necessary, vehicle unit sales and/or sale prices may decrease, and as a result  
revenues and profits may not increase as expected or may decrease, adversely affecting its financial  
condition and results of operations.  
The worldwide financial services industry is highly competitive  
The worldwide financial services industry is highly competitive. 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  
TOYOTA ANNUAL REPORT 2010  
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Business Overview  
Corporate Governance  
Corporate Information  
Risk Factors  
Financial Section  
Investor Information  
Performance Highlights  
R&D and Intellectual Property  
Corporate Philosophy  
Management Team  
Other Management and Corporate Data  
Risk Factors  
Corporate Information  
costs are factors which may impact Toyota’s financial services operations. The likelihood of these  
factors materializing continues to remain at a high level amidst weak global economic conditions, and  
competition in automobile financing has intensified. If Toyota is unable to adequately respond to the  
changes and competition in automobile financing, 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. In particular, automotive manufacturers such as Toyota are required  
to implement safety measures such as recalls for vehicles that do not or may not comply with  
the safety standards of laws and governmental regulations. In addition, Toyota may, in order to  
reassure its customers of the safety of Toyota’s vehicles, decide to voluntarily implement recalls or  
other safety measures even if the vehicle complies with the safety standards of relevant laws and  
governmental regulations. Many governments also impose tariffs and other trade barriers, taxes  
and levies, or enact price or exchange controls. Toyota has incurred, and expects to incur in the  
future, significant costs in complying with these regulations. If Toyota launches products that result  
in safety measures such as recalls, Toyota may incur various costs including significant costs for free  
repairs. Furthermore, new legislation or changes in existing legislation may also subject Toyota to  
additional expenses in the future. If Toyota incurs significant costs related to implementing safety  
measures or meeting laws and governmental regulations, Toyota’s financial condition and results of  
operations may be adversely affected. Toyota may become subject to various legal proceedings.  
Financial Market and Economic Risks  
Toyota’s operations are subject to currency and interest rate fluctuations  
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 an adverse effect on Toyota’s operating results. The  
Japanese yen has been appreciating against major currencies including the U.S. dollar in the past year.  
If the Japanese yen continues to appreciate against major currencies, including the U.S. dollar, Toyota’s  
financial condition and results of operations may be adversely affected.  
Toyota may become subject to various legal proceedings  
Toyota believes that its use of certain derivative financial instruments including interest rate  
As an automotive manufacturer, Toyota may become subject to legal proceedings in respect of  
various issues, including product liability and infringement of intellectual property. Toyota may  
also be subject to legal proceedings brought by its shareholders and governmental proceedings  
and investigations. Toyota is in fact currently subject to a number of pending legal proceedings  
and government investigations. A negative outcome in one or more of these pending legal  
proceedings could adversely affect Toyota’s financial condition and results of operations.  
swaps and increased localized production of its products have reduced, but not eliminated, the  
effects of interest rate and foreign currency exchange rate fluctuations. 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.  
High prices of raw materials and strong pressure on Toyota’s suppliers could negatively  
impact Toyota’s profitability  
Toyota may be adversely affected by political instabilities, fuel shortages or interruptions  
in transportation systems, natural calamities, wars, terrorism and labor strikes  
Increases in 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 higher production costs for parts and components. This  
could, in turn, negatively impact Toyota’s future profitability because Toyota may not be able to  
pass all those costs on to its customers or require its suppliers to absorb such costs.  
Toyota is subject to various risks associated with conducting business worldwide. These risks  
include political and economic instability, natural calamities, fuel shortages, interruption in  
transportation systems, wars, terrorisms, 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 adversely  
affect Toyota’s financial condition and results of operations.  
The downturn in the financial markets could adversely affect Toyota’s ability to raise capital  
The world economy continues to be weak and business conditions remain difficult. A number of  
financial institutions and investors have been facing difficulties providing capital to the financial  
markets at levels corresponding to their own financial capacity. As a result, there is a risk that  
companies may not be able to raise capital under terms that they would expect to receive with their  
creditworthiness. If Toyota is unable to raise the necessary capital under appropriate conditions on a  
timely basis, Toyota’s financial condition and results of operations may be adversely affected.  
TOYOTA ANNUAL REPORT 2010  
28  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Governance  
Corporate Information  
Risk Factors  
Financial Section  
Investor Information  
Performance Highlights  
R&D and Intellectual Property  
Corporate Philosophy  
Management Team  
Other Management and Corporate Data  
Other Management and Corporate Data  
Corporate Information  
Please Click below to access the contents.  
Facilities  
Market/Toyota Sales and Production  
North America/  
Latin America  
Design, R&D  
Toyota Group  
Europe/Africa  
Asia  
Japanese Production  
Sites and Dealers  
Oceania/  
the Middle East  
Worldwide Operations  
Vehicle Production,  
Sales and Exports by Region  
Overseas Model Lineup  
by Country and Region  
History of Toyota  
Product Lineup  
History of Toyota  
TOYOTA ANNUAL REPORT 2010  
29  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Message from the Executive Vice President  
Responsible for Accounting  
Financial Section  
promotion measures. Also, the rapid appreciation of the Japanese yen against the U.S. dollar, the euro  
and other currencies reduced the profitability of exports.  
Despite the severe business environment, our dealers and suppliers remained fully committed  
to providing as many vehicles as possible to customers. Our employees in Japan, as well as those  
involved in overseas operations, made every effort to work together to achieve cost reductions and  
decrease fixed costs. The result of their continued hard work was ¥1,690.0 billion in cost reductions, as  
well as lowering the break-even point. These cost reductions were a result of the further strengthening  
of activities in collaboration with our suppliers, including the expansion of models covered under  
emergency VA (Value Analysis) from 15 to 50 vehicles. We also reviewed all expenses related to fixed  
costs as well as made reductions to raise the efficiency of capital expenditures. We will continue to  
improve our corporate structure in the fiscal year ending March 31, 2011 and beyond.  
Consolidated Financial Forecasts for Fiscal 2011  
For fiscal 2011, ending March 31, 2011, we forecast vehicle sales of 7.29 million units, net  
revenues of ¥19,200.0 billion, operating income of ¥280.0 billion, and net income of ¥310.0  
billion on a consolidated basis. The exchange rates assumed for this forecast are ¥90 per US$1  
and ¥125 per €1.  
Targeting sustainable growth  
through steadfast efforts  
to improve quality  
Consolidated operating income is expected to increase as a result of ongoing activities to  
improve profitability, including ¥130.0 billion cost-reduction and a ¥160.0 billion decrease in  
expenses. Factors that are expected to decline operating income include the effect of exchange  
rate fluctuations amounting to ¥80.0 billion, sales volume/mix effects of ¥50.0 billion and  
and reduce costs  
¥
27.5 billion from other factors.  
Fiscal 2010 Business Results  
ꢀLooking ahead, to realize sustainable growth we will continue working to improve our  
corporate structure and maintain and improve the break-even point, while placing the highest  
priority on customer safety and confidence. We will also make every effort toward the early  
commercialization of next-generation environmental and safety technologies that will be  
successful in the face of intense competition.  
ꢀWith regard to cost reductions and the decrease in fixed costs, we promoted large cost  
reductions as an emergency countermeasure in the fiscal year ended March 31, 2010. We will  
ensure that these work structures and approaches remain in place to achieve steady results.  
From the perspective of development and design, we will devote our efforts to cost reductions  
and quality maintenance and improvements while strengthening the training and development  
of employees in these processes. We aim to improve both quality and profitability by putting  
Toyota’s Monozukuri (manufacturing) philosophy into practice in all three areas of quality, cost  
and human resource cultivation.  
In fiscal 2010, ended March 31, 2010, on a consolidated basis vehicle sales declined 330 thousand units,  
to 7,237 thousand units, and net revenues decreased 7.7%, to ¥18,950.9 billion. However, we recorded  
operating income of ¥147.5 billion, up ¥608.5 billion from the operating loss posted in fiscal 2009. Net  
income totaled ¥209.4 billion, an increase of ¥646.4 billion from a net loss in fiscal 2009.  
Factors contributing to the increase in operating income included ¥520.0 billion from cost-reduction  
efforts, ¥470.0 billion from the reduction in fixed costs, a ¥270.0 billion increase in income from our  
financial services operations, excluding valuation gains/losses from interest rate swaps and ¥38.5  
billion from other factors. Major factors reducing earnings were a lower sales volume and changes in  
the product mix, totaling ¥370.0 billion, and exchange rate fluctuations, amounting to ¥320.0 billion.  
A worsening market environment due to the financial crisis affected sales volume and the sales mix,  
which was lower in the first half, compared with the same period of the previous fiscal year. In the  
second half despite the impact of the recall, unit sales were up year on year. This was due to measures  
by various nations to stimulate demand, which revitalized the market, as well as the effect of our sales  
TOYOTA ANNUAL REPORT 2010  
30  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Message from the Executive Vice President  
Responsible for Accounting  
Financial Section  
Financial Strategy  
Dividends and Share Acquisitions  
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.  
We consider benefiting shareholders one of our top management priorities, and makes an effort  
to realize sustainable growth through ongoing structural improvements to enhance our corporate  
value. We strive to continue paying dividends while giving due consideration to factors such as the  
business results in each term, investment plans, and cash reserves.  
)Growth: Sustainable growth through continuous forward-looking investments  
ꢀTo survive amid tough competition, we will utilize our internal funds for the early  
commercialization of next-generation technologies targeting safety and the environment. We will  
make customer safety and security our highest priority, along with initiatives that respond to the  
needs of customers in emerging markets. Accordingly, we declared an annual dividend payment of  
¥45 per share for the fiscal year ended March 31, 2010.  
ꢀGiven the uncertain outlook for global financial conditions, we will put a priority on securing cash  
reserves. Accordingly, we did not repurchase our own shares in fiscal 2010, and we plan to forgo  
such repurchases for the foreseeable future.  
We believe that automotive markets worldwide will grow over the medium to long term. As  
they expand, the center of market growth will shift toward fuel-efficient vehicles, such as hybrid  
vehicles and compact vehicles and toward resource-rich and emerging markets. We plan to invest  
actively in these areas to respond to structural shifts in demand and ensure long-term sustainable  
growth. Concurrently, we plan to continue accelerating measures to provide high-quality,  
affordable and attractive products that meet customers’ needs in each country and region and to  
provide further support in the areas where we want to advance, namely, emerging markets and  
next-generation eco-cars.  
ꢀWe will continue striving to further improve profits and meet the expectations of our  
shareholders.  
)Efficiency: Improving profitability and capital efficiency  
To meet ongoing demand for hybrid and compact vehicles, we aim to provide high-quality  
vehicles at affordable prices and to improve profitability through further cost reductions. We will  
also create a structure for efficient development, production and sales that can respond flexibly  
to changes in the external environment. In manufacturing, we will expand local production in  
high-growth emerging markets. On the other hand, in the developed countries such as Japan, the  
United States and Europe, we intend to revise our current product lineup to reflect changes in  
the market structure. We will also build a flexible and efficient production system that is resistant  
to foreign exchange fluctuations. Through the creation of a global and optimal supply system, we  
aim to realize a strong profit structure.  
Net Revenues  
Operating Income  
(¥ Billion)  
2,500  
¥ Billion)  
30,000  
2,000  
1,500  
2
2
1
1
5,000  
0,000  
5,000  
1
,000  
5
00  
0
)Stability: Maintaining a solid financial base  
0,000  
0
We preserve a solid financial base by ensuring sufficient liquidity and stable shareholders’  
equity. Our sound financial position enables us to maintain our level of capital expenditures and  
investment in research and development even when the price of raw materials increases or there  
is drastic foreign exchange rate fluctuation. 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 technologies, as well as to establish a structure for production and sales in both  
the Japanese and overseas markets. We will continue to pursue further capital efficiency and  
improved cash flows.  
-500  
FY  
Note: Fiscal years ended March 31  
FY  
’06  
’07  
’08  
’09  
’10  
’06  
’07  
’08  
’09  
’10  
Note: Fiscal years ended March 31  
Vehicle Sales by Region  
Japan  
North America 29.0%  
Europe  
Asia  
Others  
29.9%  
11.9%  
13.5%  
15.7%  
TOYOTA ANNUAL REPORT 2010  
31  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Selected Financial Summary (U.S. GAAP)  
Financial Section  
Toyota Motor Corporation  
Fiscal years ended March 31  
Yen in millions  
2003  
2
001  
2002  
2004  
2005  
For the Year:  
Net Revenues:  
Sales of Products ··················································································  
Financing Operations ········································································  
Total········································································································  
¥ 12,402,104  
553,133  
¥ 12,955,237  
¥ 13,499,644  
690,664  
¥ 14,190,308  
¥ 14,793,973  
707,580  
¥ 15,501,553  
¥ 16,578,033  
716,727  
¥ 17,294,760  
¥ 17,790,862  
760,664  
¥ 18,551,526  
Costs and Expenses:  
Cost of Products Sold·········································································  
Cost of Financing Operations························································  
Selling, General and Administrative···········································  
Total········································································································  
¥ 10,218,599  
427,340  
1,518,569  
¥ 12,164,508  
¥ 10,874,455  
459,195  
1,763,026  
¥ 13,096,676  
¥ 11,914,245  
423,885  
1,891,777  
¥ 14,229,907  
¥ 13,506,337  
364,177  
1,757,356  
¥ 15,627,870  
¥ 14,500,282  
369,844  
2,009,213  
¥ 16,879,339  
Operating Income (Loss)  
¥
790,729  
6.1%  
¥ 1,093,632  
7.7%  
¥ 1,271,646  
8.2%  
¥ 1,666,890  
9.6%  
¥ 1,672,187  
9.0%  
%
of Net Revenues ··············································································  
Income (Loss) before Income Taxes and Equity in  
Earnings of Affiliated Companies ··············································  
Provision for Income Taxes ································································  
Net Income (Loss) attributable to Toyota Motor Corporation ··  
ROE····················································································································  
1
,107,289  
523,876  
674,898  
9.6%  
972,101  
422,789  
556,567  
7.8%  
1,226,652  
517,014  
750,942  
10.4%  
1,765,793  
681,304  
1,162,098  
15.2%  
1,754,637  
657,910  
1,171,260  
13.6%  
Net Cash Provided by Operating Activities·································  
Net Cash Used in Investing Activities·············································  
Net Cash Provided by (Used in) Financing Activities·············  
R&D Expenses ····························································································  
Capital Expenditures for Property, Plant and Equipment* ·  
Depreciation································································································  
¥ 1,428,018  
(1,318,738)  
(166,713)  
475,716  
¥ 1,532,079  
(1,810,230)  
392,148  
¥ 1,940,088  
(2,001,448)  
37,675  
¥ 2,186,734  
(2,216,495)  
242,223  
¥ 2,370,940  
(3,061,196)  
419,384  
589,306  
940,547  
809,841  
668,404  
1,005,931  
870,636  
682,279  
945,803  
969,904  
755,147  
1,068,287  
997,713  
762,274  
784,784  
At Year-End:  
Toyota Motor Corporation Shareholders’ Equity·····················  
Total Assets···································································································  
Long-Term Debt························································································  
Cash and Cash Equivalents··································································  
Ratio of Toyota Motor Corporation Shareholders’ Equity ···  
¥ 7,077,411  
17,019,783  
3,083,344  
1,510,892  
41.6%  
¥ 7,264,112  
19,305,730  
3,722,706  
1,657,160  
37.6%  
¥ 7,121,000  
20,152,974  
4,137,528  
1,592,028  
35.3%  
¥ 8,178,567  
22,040,228  
4,247,266  
1,729,776  
37.1%  
¥ 9,044,950  
24,335,011  
5,014,925  
1,483,753  
37.2%  
Yen  
2
001  
2002  
2003  
2004  
2005  
Per Share Data:  
Net Income (Loss) attributable to  
Toyota Motor Corporation (Basic) ··············································  
¥
180.65  
25  
1,921.29  
¥
152.26  
28  
2,015.82  
¥
211.32  
36  
2,063.43  
¥
342.90  
45  
2,456.08  
¥
355.35  
65  
2,767.67  
Annual Cash Dividends··········································································  
Toyota Motor Corporation Shareholders’ Equity ······················  
Stock Information (March 31):  
Stock Price·····································································································  
Market Capitalization (Yen in millions)··········································  
Number of Shares Issued (shares) ···················································  
¥4,350  
¥16,029,739  
3,684,997,492  
¥3,650  
¥13,332,491  
3,649,997,492  
¥2,635  
¥ 9,512,343  
3,609,997,492  
¥3,880  
¥ 14,006,790  
3,609,997,492  
¥3,990  
¥14,403,890  
3,609,997,492  
*
Excluding vehicles and equipment of operating leases  
TOYOTA ANNUAL REPORT 2010  
32  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Selected Financial Summary (U.S. GAAP)  
Financial Section  
Toyota Motor Corporation  
Fiscal years ended March 31  
Yen in millions  
2008  
% change  
2010 vs. 2009  
2
006  
2007  
2009  
2010  
For the Year:  
Net Revenues:  
Sales of Products ·················································································  
Financing Operations ·······································································  
Total·······································································································  
¥ 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  
¥ 19,173,720  
1,355,850  
¥ 20,529,570  
¥17,724,729  
1,226,244  
¥18,950,973  
‒7.6  
‒9.6  
‒7.7  
Costs and Expenses:  
Cost of Products Sold········································································  
Cost of Financing Operations·······················································  
Selling, General and Administrative··········································  
Total·······································································································  
¥ 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  
¥ 17,468,416  
987,384  
2,534,781  
¥ 20,990,581  
¥15,971,496  
712,301  
2,119,660  
¥18,803,457  
‒8.6  
‒27.9  
‒16.4  
‒10.4  
Operating Income (Loss) ······································································  
¥ 1,878,342  
8.9%  
¥ 2,238,683  
9.3%  
¥ 2,270,375  
8.6%  
¥
(461,011)  
‒2.2%  
¥
147,516  
0.8%  
̶
̶
%
of Net Revenues ·············································································  
Income (Loss) before Income Taxes and Equity in  
Earnings of Affiliated Companies················································  
Provision for Income Taxes··································································  
2,087,360  
2,382,516  
898,312  
1,644,032  
14.7%  
2,437,222  
911,495  
1,717,879  
14.5%  
(560,381)  
(56,442)  
(436,937)  
‒4.0%  
291,468  
92,664  
209,456  
2.1%  
̶
̶
̶
̶
795,153  
1,372,180  
14.0%  
Net Income (Loss) attributable to Toyota Motor Corporation· ·  
ROE····················································································································  
Net Cash Provided by Operating Activities·································  
Net Cash Used in Investing Activities·············································  
Net Cash Provided by (Used in) Financing Activities·············  
R&D Expenses······························································································  
Capital Expenditures for Property, Plant and Equipment* ·  
Depreciation································································································  
¥ 2,515,480  
(3,375,500)  
876,911  
¥ 3,238,173  
(3,814,378)  
881,768  
¥ 2,981,624  
(3,874,886)  
706,189  
¥ 1,476,905  
(1,230,220)  
698,841  
¥ 2,558,530  
(2,850,184)  
(277,982)  
725,345  
+73.2  
̶
̶
812,648  
1,523,459  
1,211,178  
890,782  
1,425,814  
1,382,594  
958,882  
1,480,570  
1,491,135  
904,075  
1,364,582  
1,495,170  
‒19.8  
‒55.7  
‒5.4  
604,536  
1,414,569  
At Year-End:  
Toyota Motor Corporation Shareholders’ Equity ······················  
Total Assets···································································································  
Long-Term Debt························································································  
Cash and Cash Equivalents··································································  
Ratio of Toyota Motor Corporation Shareholders’ Equity·····  
¥ 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%  
¥ 10,061,207  
29,062,037  
6,301,469  
2,444,280  
34.6%  
¥10,359,723  
30,349,287  
7,015,409  
1,865,746  
34.1%  
+3.0  
+4.4  
+11.3  
‒23.7  
̶
Yen  
% change  
2010 vs. 2009  
2
006  
2007  
2008  
2009  
2010  
Per Share Data:  
Net Income (Loss) attributable to  
¥
421.76  
90  
3,257.63  
¥
512.09  
120  
3,701.17  
¥
540.65  
140  
3,768.97  
¥ (139.13)  
100  
¥
66.79  
45  
3,303.49  
̶
‒55.0  
+3.0  
Toyota Motor Corporation (Basic) ··············································  
Annual Cash Dividends··········································································  
Toyota Motor Corporation Shareholders’ Equity ······················  
3,208.41  
Stock Information (March 31):  
Stock Price·····································································································  
Market Capitalization (Yen in millions)··········································  
Number of Shares Issued (shares) ···················································  
¥6,430  
¥23,212,284  
3,609,997,492  
¥7,550  
¥27,255,481  
3,609,997,492  
¥4,970  
¥17,136,548  
3,447,997,492  
¥3,120  
¥10,757,752  
3,447,997,492  
¥3,745  
+20.0  
+20.0  
̶
¥12,912,751  
3,447,997,492  
*
Excluding vehicles and equipment of operating leases  
TOYOTA ANNUAL REPORT 2010  
33  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Consolidated Segment Information  
Financial Section  
Toyota Motor Corporation  
Fiscal years ended March 31  
Yen in millions  
% change  
2
005  
2006  
2007  
2008  
2009  
2010  
2010 vs. 2009  
Business Segment:  
Net Revenues:  
Automotive ········································  
Financial Services ····························  
All Other···············································  
Intersegment Elimination···········  
Consolidated·································  
¥ 17,113,535  
781,261  
1,030,320  
(373,590)  
¥ 18,551,526  
¥ 19,338,144  
996,909  
1,190,291  
(488,435)  
¥ 21,036,909  
¥ 21,928,006  
1,300,548  
¥ 24,177,306  
1,498,354  
¥ 18,564,723  
1,377,548  
¥17,197,428  
1,245,407  
947,615  
(439,477)  
¥18,950,973  
‒7.4  
‒9.6  
‒20.0  
̶
1,323,731  
1,346,955  
1,184,947  
(604,194)  
¥ 23,948,091  
(733,375)  
¥26,289,240  
(597,648)  
¥20,529,570  
‒7.7  
Operating Income (Loss):  
Automotive ········································  
Financial Services ····························  
All Other···············································  
Intersegment Elimination···········  
Consolidated·································  
¥1,452,535  
200,853  
¥1,694,045  
155,817  
¥ 2,038,828  
158,495  
39,679  
1,681  
¥ 2,238,683  
¥2,171,905  
86,494  
¥ (394,876)  
(71,947)  
9,913  
¥ (86,370)  
246,927  
(8,860)  
(4,181)  
¥147,516  
̶
̶
̶
̶
̶
33,743  
39,748  
33,080  
(14,944)  
¥1,672,187  
(11,268)  
¥1,878,342  
(21,104)  
¥2,270,375  
(4,101)  
¥ (461,011)  
Geographic Segment:  
Net Revenues:  
Japan······················································  
North America···································  
Europe···················································  
Asia··························································  
Other······················································  
Intersegment Elimination  
Consolidated  
¥ 12,004,155  
6,373,453  
¥ 13,111,457  
7,687,942  
¥ 14,815,282  
9,029,773  
¥ 15,315,812  
9,423,258  
¥ 12,186,737  
6,222,914  
¥11,220,303  
5,670,526  
2,147,049  
2,655,327  
1,673,861  
(4,416,093)  
¥18,950,973  
‒7.9  
‒8.9  
‒28.7  
‒2.4  
‒11.1  
̶
2,479,427  
1,625,422  
1,183,702  
2,727,409  
2,042,806  
1,601,736  
3,542,193  
2,225,528  
1,922,742  
3,993,434  
3,120,826  
2,294,137  
3,013,128  
2,719,329  
1,882,900  
(5,114,633)  
¥ 18,551,526  
(6,134,441)  
¥ 21,036,909  
(7,587,427)  
¥ 23,948,091  
(7,858,227)  
¥26,289,240  
(5,495,438)  
¥20,529,570  
‒7.7  
Operating Income (Loss):  
Japan······················································  
North America···································  
Europe···················································  
Asia··························································  
Other······················································  
Intersegment Elimination···········  
Consolidated·································  
¥ 987,242  
447,559  
108,541  
93,772  
¥1,075,890  
495,638  
93,947  
145,546  
67,190  
131  
¥1,878,342  
¥1,457,246  
449,633  
137,383  
117,595  
83,497  
¥1,440,286  
305,352  
¥ (237,531)  
(390,192)  
(143,233)  
176,060  
¥(225,242)  
85,490  
̶
̶
̶
141,571  
256,356  
143,978  
(32,955)  
203,527  
115,574  
1,122  
+15.6  
+31.9  
‒97.6  
̶
47,454  
87,648  
46,237  
(12,381)  
¥1,672,187  
(6,671)  
¥2,238,683  
(17,168)  
¥2,270,375  
¥ (461,011)  
¥ 147,516  
TOYOTA ANNUAL REPORT 2010  
34  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Consolidated Quarterly Financial Summary  
Financial Section  
Toyota Motor Corporation  
Fiscal years ended March 31  
Yen in billions  
2
009  
2010  
Second Quarter Third Quarter  
¥5,292.9  
10.2%  
First Quarter  
¥6,215.1  
‒4.7%  
412.5  
‒38.9%  
6.6%  
Second Quarter  
Third Quarter  
Fourth Quarter  
First Quarter  
Fourth Quarter  
¥ 5,280.4  
49.3%  
Net Revenues ··········································································  
Change········································································  
Operating Income (Loss)···················································  
Change········································································  
Operating Income Margin················································  
Income (Loss) before Income Taxes and Equity in  
Earnings of Affiliated Companies  
¥5,975.3  
‒7.9%  
169.5  
‒71.6%  
2.8%  
¥4,802.8  
‒28.4%  
(360.6)  
̶ %  
¥ 3,536.3  
‒46.2%  
(682.5)  
̶ %  
¥ 3,836.0  
‒38.3%  
(194.9)  
̶ %  
¥4,541.6  
‒24.0%  
58.0  
%
189.1  
95.3  
%
‒65.8%  
1.3%  
̶ %  
3.6%  
̶ %  
1.8%  
‒7.5%  
‒19.3%  
‒5.1%  
453.0  
‒38.7%  
183.4  
‒70.6%  
(282.1)  
̶ %  
(914.7)  
̶ %  
(138.5)  
̶ %  
75.5  
‒58.8%  
224.9  
̶ %  
129.5  
̶ %  
%
Change········································································  
Net Income (Loss) attributable to  
Toyota Motor Corporation··········································  
353.6  
‒28.1%  
139.8  
‒69.0%  
(164.7)  
̶ %  
(765.8)  
̶ %  
(77.8)  
̶ %  
21.8  
‒84.4%  
153.2  
̶ %  
112.2  
̶ %  
%
Change········································································  
Business Segment:  
Net Revenues:  
Automotive ····································································  
Financial Services ························································  
All Other···········································································  
Intersegment Elimination·······································  
Consolidated·····························································  
¥ 5,720.9  
363.1  
288.2  
(157.1)  
¥ 6,215.1  
¥5,439.8  
374.6  
314.2  
(153.3)  
¥5,975.3  
¥4,311.1  
346.6  
294.3  
(149.2)  
¥4,802.8  
¥3,092.9  
293.2  
288.2  
(138.0)  
¥3,536.3  
¥3,413.0  
320.1  
¥4,108.3  
312.0  
¥4,861.1  
307.2  
¥4,815.0  
306.2  
204.1  
225.1  
226.2  
292.2  
(101.2)  
¥3,836.0  
(103.8)  
¥4,541.6  
(101.6)  
¥5,292.9  
(133.0)  
¥5,280.4  
Operating Income (Loss):  
Automotive ····································································  
Financial Services ························································  
All Other···········································································  
Intersegment Elimination·······································  
Consolidated·····························································  
¥332.3  
79.1  
2.9  
(1.8)  
¥412.5  
¥133.6  
28.1  
8.9  
(1.1)  
¥169.5  
¥(232.7)  
(123.9)  
0.0  
(4.0)  
¥(360.6)  
¥(628.1)  
(55.4)  
(1.9)  
2.9  
¥(682.5)  
¥(239.1)  
49.6  
¥(21.3)  
74.8  
¥124.5  
80.6  
(14.4)  
(1.6)  
¥189.1  
¥49.6  
41.9  
5.1  
(1.3)  
¥95.3  
(4.6)  
5.0  
(0.8)  
¥(194.9)  
(0.5)  
¥ 58.0  
Geographic Segment:  
Net Revenues:  
Japan··················································································  
North America·······························································  
Europe···············································································  
Asia······················································································  
Other··················································································  
Intersegment Elimination·······································  
Consolidated·····························································  
¥ 3,660.8  
2,091.1  
916.2  
798.3  
628.7  
(1,880.0)  
¥ 6,215.1  
¥ 3,546.5  
1,861.9  
867.7  
827.7  
592.7  
(1,721.2)  
¥ 5,975.3  
¥ 3,014.1  
1,339.0  
660.5  
683.9  
381.5  
(1,276.2)  
¥ 4,802.8  
¥1,965.3  
930.9  
¥2,181.8  
1,175.2  
515.1  
¥ 2,656.3  
1,419.1  
564.3  
¥ 3,093.8  
1,622.7  
561.0  
¥ 3,288.3  
1,453.5  
506.7  
568.7  
409.5  
280.0  
494.1  
589.8  
762.5  
809.0  
343.3  
(873.5)  
¥3,836.0  
389.7  
(1,077.6)  
¥ 4,541.6  
494.0  
(1,241.1)  
¥ 5,292.9  
446.8  
(1,223.9)  
¥ 5,280.4  
(618.1)  
¥3,536.3  
Operating Income (Loss):  
Japan··················································································  
North America·······························································  
Europe···············································································  
Asia······················································································  
Other··················································································  
Intersegment Elimination·······································  
Consolidated·····························································  
¥217.1  
69.1  
¥104.6  
(34.9)  
(11.5)  
67.8  
34.6  
8.9  
¥169.5  
¥(164.2)  
(247.4)  
(43.4)  
40.5  
33.5  
20.4  
¥(360.6)  
¥(395.0)  
(177.0)  
(108.7)  
(1.6)  
(25.1)  
24.9  
¥(682.5)  
¥(212.0)  
(3.7)  
¥(45.6)  
30.5  
1.7  
¥ 33.9  
79.7  
¥ (1.5)  
(21.2)  
7.0  
20.3  
69.3  
44.5  
(7.8)  
(20.4)  
26.9  
(21.3)  
67.1  
38.5  
23.3  
9.6  
71.0  
35.5  
4.5  
17.4  
39.4  
(3.1)  
(9.7)  
¥412.5  
¥(194.9)  
¥ 58.0  
¥189.1  
¥95.3  
TOYOTA ANNUAL REPORT 2010  
35  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
All financial information discussed in this section is derived from Toyota’s consolidated financial  
statements that appear elsewhere in this annual report. The financial statements have been prepared  
in conformity with accounting principles generally accepted in the United States of America.  
(
Thousands of units)  
Year ended March 31,  
2
008  
2009  
1,945  
2,212  
1,062  
905  
1,443  
5,622  
7,567  
2010  
2,163  
2,098  
858  
Japan··············································································································  
North America ··························································································  
Europe···········································································································  
Asia··················································································································  
Other*············································································································  
Overseas total····························································································  
Total················································································································  
2,188  
2,958  
1,284  
956  
1,527  
6,725  
8,913  
Overview  
979  
1,139  
5,074  
7,237  
The business segments of Toyota include  
automotive operations, financial services  
operations and all other operations. Automotive  
operations are Toyota’s most significant business  
segment, accounting for 89% of Toyota’s total  
revenues before the elimination of intersegment  
revenues for fiscal 2010. Toyota’s primary markets  
based on vehicle unit sales for fiscal 2010 were  
Japan (30%), North America (29%), Europe (12%)  
and Asia (14%). During fiscal 2010, as a result  
of announcements of recalls and other safety  
measures for several models of vehicles in several  
countries, the number of recalls and other safety  
measures increased. These recalls and other  
safety measures have impacted the financial  
results of the automotive and financial services  
operations and led to a number of claims, lawsuits  
and government investigations. As a result of the  
foregoing, the fiscal 2010 operating results of the  
automotive operations were principally affected  
byfactorsincludingbutnotlimitedtotheaccrued  
costs related to the recalls and other safety  
measures announced in fiscal 2010, a temporary  
decrease in sales mainly in North America and  
additional costs resulting from a change in the  
estimation model of expenses related to future  
recalls and other safety measures. In fiscal 2010,  
Toyota has employed an estimation model for  
recalls and other safety measures which takes  
into account Toyota’s historical experience and  
individual occurrences of recalls and other safety  
measures to accrue recall costs at the time of  
vehicle sale. In addition, as a result of the above,  
the fiscal 2010 operating results of the financial  
services operations were principally affected by  
the evaluation for credit losses and residual value  
losses at March 31, 2010. Not all of the impacts  
described above are financially significant or  
are able to be precisely measured. Toyota has  
included in the following discussion and analysis,  
where relevant, significant impacts of these  
items.  
*
“Other” consists of Central and South America, Oceania, Africa and the Middle East, etc.  
market based on location of customers for the  
past three fiscal years.  
the contraction of automotive markets was  
especially pronounced. During fiscal 2010, total  
overseas vehicle unit sales decreased, particularly  
in Europe, despite an increase in Asia.  
During fiscal  
2009, Toyota’s  
Consolidated Vehicle Sales  
1
Thousands of units)  
0,000  
consolidated ve-  
hicle unit sales in  
Japan decreased  
due to weak mar-  
ket conditions as  
compared to the  
prior fiscal year.  
During fiscal 2010,  
sales in Japan in-  
creased as com-  
pared to the prior  
fiscal year reflect-  
ing frequent in-  
troduction of new  
Toyota’s share of total vehicle unit sales in  
each market is influenced by the quality, safety,  
reliability, price, design, performance, economy  
and utility of Toyota’s vehicles compared with  
those offered by other manufacturers. The timely  
introduction of new or redesigned vehicles is also  
an important factor in satisfying customer needs.  
Toyota’s ability to satisfy changing customer  
preferences can affect its revenues and earnings  
significantly.  
8
6
,000  
,000  
Automotive Market Environment  
The worldwide automotive market is highly  
competitive and volatile. The demand for  
automobiles is affected by a number of factors  
including social, political and general economic  
conditions; introduction of new vehicles and  
technologies; and costs incurred by customers to  
purchase and operate vehicles. These factors can  
cause consumer demand to vary substantially in  
different geographic markets and for different  
types of automobiles.  
The automotive industry generally experienced  
difficult market conditions during fiscal 2010 due  
to changes in market demand resulting from  
a shift in consumer preference towards small  
and low-price vehicles, despite the continuous  
growth in China, India and other emerging  
countries and the effects of government stimulus  
packages in developed countries.  
4,000  
2
,000  
0
The profitability of Toyota’s automotive  
operations is affected by many factors. These  
factors include:  
FY  
’ 0 6’ ’07 ’08 ’09 ’10  
products and sales efforts of domestic dealers on  
the sales of new products. In fiscal 2010, Toyota  
and Lexus brands’ market share excluding mini-  
vehicles was 48.2%, and Toyota’s market share  
(including Daihatsu and Hino brands) including  
mini-vehicles was 44.3%, and both market shares  
represented record highs. Overseas vehicle unit  
sales decreased during fiscal 2009 and 2010,  
each compared to the prior fiscal year. During  
fiscal 2009, overseas vehicle unit sales decreased,  
particularly in North America and Europe, where  
vehicle unit sales volumes,  
the mix of vehicle models and options sold,  
the level of parts and service sales,  
the levels of price discounts and other sales  
incentives and marketing costs,  
the cost of customer warranty claims and  
other customer satisfaction actions,  
the cost of research and development and  
other fixed costs,  
The following table sets forth Toyota’s  
consolidated vehicle unit sales by geographic  
the prices of raw materials,  
the ability to control costs,  
TOYOTA ANNUAL REPORT 2010  
36  
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Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
Total Assets by Financial  
Services Operations  
the efficient use of production capacity, and  
changes in the value of the Japanese yen and  
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  
district court as well as all state courts and all  
related actions will be closed. From time-to-time,  
Toyota issues vehicle recalls and takes other  
safety measures including safety campaigns in its  
vehicles. In November 2009, Toyota announced  
a safety campaign in North America for certain  
models of Toyota and Lexus vehicles related to  
floor mat entrapment of accelerator pedals, and  
later expanded it to include additional models.  
In January 2010, Toyota announced a recall in  
North America for certain models of Toyota  
vehicles related to sticking and slow-to-return  
accelerator pedals. Also in January 2010, Toyota  
recalled in Europe and China certain models of  
Toyota vehicles related to sticking accelerator  
pedals. In February 2010, Toyota announced a  
worldwide recall related to the software program  
that controls the antilock braking system (ABS)  
in certain vehicles models including the Prius.  
The recalls and other safety measures described  
above have led to a number of claims, lawsuits  
and government investigations against Toyota in  
the United States. For a more detailed description  
of these claims, lawsuits and government  
investigations, see note 23 to the consolidated  
financial statements.  
in place to compete effectively in the industry  
as an independent company for the foreseeable  
future.  
¥ Billion)  
other currencies in which Toyota does busi-  
ness.  
16,000  
Changes in laws, regulations, policies and  
other governmental 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 directive that requires manufacturers to be  
financially responsible for taking back end-of-  
life vehicles and to take measures to ensure  
that adequate used vehicle disposal facilities are  
established and those hazardous materials and  
recyclablepartsareremovedfromvehiclespriorto  
scrapping. Please see “Legislation Regarding End-  
of-Life Vehicles” “Information on the Company ̶  
Business Overview ̶ Governmental Regulation,  
Environmental and Safety Standards” and note  
Financial Services Operations  
1
2,000  
The worldwide automobile financial services  
industry has become highly competitive due  
to the contraction of automotive markets. As  
competition increases, margins on financing  
transactions may decrease and market share  
may also decline as customers obtain financing  
for Toyota vehicles from alternative sources.  
Toyota’s financial services operations mainly  
include loans and leasing programs for  
customers and dealers. Toyota believes that its  
ability to provide financing to its customers is  
an important value added service. Therefore,  
Toyota has expanded its network of finance  
subsidiaries in order to offer financial services in  
many countries.  
Toyota’s competitors for retail financing and  
retail leasing include commercial banks, credit  
unions and other finance companies. Meanwhile,  
commercial banks and other captive automobile  
financecompaniesalsocompeteagainstToyota’s  
wholesale financing activities.  
Toyota reasonably estimated and recorded  
allowance for credit losses and residual value  
losses. This estimation includes the unfavorable  
impact of the recalls and other safety measures  
announced in fiscal 2010.  
8
4
,000  
,000  
0
FY  
’06 ’07 ’08 ’09 ’10  
2
3 to the consolidated financial statements  
for a more detailed discussion of these laws,  
regulations and policies.  
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  
repatriation of profits unpredictable. Changes  
in these laws, regulations, policies and other  
governmental actions may affect the production,  
licensing, distribution or sale of Toyota’s products,  
cost of products or applicable tax rates. Toyota  
is currently one of the defendants in purported  
national class actions alleging violations of the  
U.S. Sherman Antitrust Act. Toyota believes that  
its actions have been lawful. In order to avoid a  
protracted dispute, however, Toyota entered  
Toyota’s financial assets decreased during fiscal  
2010 primarily due to the impact of fluctuations  
in foreign currency translation rates.  
The worldwide automotive industry is in a  
periodofglobalcompetitionwhichmaycontinue  
for the foreseeable future, and in general the  
competitive environment in which Toyota  
operates is likely to intensify. Toyota believes it  
has the resources, strategies and technologies  
TOYOTA ANNUAL REPORT 2010  
37  
Consolidated  
Top Messages  
Special Feature  
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Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
The following table provides information regarding Toyota’s finance receivables and operating leases  
as of March 31, 2009 and 2010.  
Yen in millions  
unrealized gains or losses related to derivatives  
that are not designated are recognized  
currently in operations. See discussion in the  
Critical Accounting Estimates section regarding  
Currency Fluctuations  
Toyota is affected by 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’sconsolidatedfinancialstatements,which  
are presented in Japanese yen, are affected by  
foreign currency exchange fluctuations through  
both translation risk and transaction risk.  
Translation risk is the risk that Toyota’s  
consolidated financial statements for a particular  
period or for a particular date will be affected by  
changes in the prevailing exchange rates of the  
currencies in those countries in which Toyota  
does business compared with the Japanese  
yen. Even though the fluctuations of currency  
exchange rates to the Japanese yen can be  
substantial, and, therefore, significantly impact  
comparisons with prior periods and among the  
various geographic markets, the translation risk  
is a reporting consideration and does not reflect  
Toyota’s underlying results of operations. Toyota  
does not hedge against translation risk.  
March 31,  
2
009  
2010  
Derivatives and Other Contracts at Fair Value”,  
Finance Receivables  
further discussion in the Market Risk Disclosures  
section and note 20 to the consolidated financial  
statements.  
Funding costs can affect the profitability of  
Toyota’s financial services operations. Funding  
costs are affected by a number of factors, some  
of which are not in Toyota’s control. These factors  
include general economic conditions, prevailing  
interest rates and Toyota’s financial strength.  
Funding costs decreased during fiscal 2009 and  
Retail·························································································································································  
Finance leases·····································································································································  
Wholesale and other dealer loans····························································································  
¥ 6,655,404  
1,108,408  
2,322,721  
¥ 6,810,144  
1,232,508  
2,403,239  
10,445,891  
109,747  
1
0,086,533  
104,521  
Deferred origination costs············································································································  
Unearned income·····························································································································  
Allowance for credit losses  
(405,171)  
(482,983)  
Retail ·················································································································································  
Finance leases······························································································································  
Wholesale and other dealer loans ····················································································  
(157,359)  
(7,776)  
(73,797)  
(148,503)  
(36,917)  
(47,059)  
(
238,932)  
(232,479)  
9,840,176  
(4,209,496)  
¥ 5,630,680  
Total finance receivables, net······················································································  
Less ‒ Current portion····················································································································  
Noncurrent finance receivables, net ···············································································  
9,546,951  
(3,891,406)  
¥ 5,655,545  
2010, mainly as a result of lower interest rates.  
Toyota launched its credit card business in  
Japan at the beginning of fiscal 2002. As of March  
1, 2009, Toyota had 7.1 million cardholders, an  
3
Operating Leases  
increase of 0.5 million cardholders compared  
with March 31, 2008. As of March 31, 2010,  
Toyota had 7.7 million cardholders, an increase  
of 0.6 million cardholders compared with March  
Vehicles···················································································································································  
Equipment············································································································································  
¥ 2,729,713  
107,168  
¥ 2,516,948  
96,300  
2
,836,881  
2,613,248  
(791,169)  
¥ 1,822,079  
Less ‒ Accumulated depreciation····························································································  
Vehicles and equipment on operating leases, net ··················································  
(795,767)  
¥ 2,041,114  
3
2
1, 2009. The credit card receivables at March 31,  
009 decreased by ¥1.1 billion from March 31,  
Toyota’s finance receivables are subject to  
collectability risks. These risks include consumer  
and dealer insolvencies and insufficient collateral  
values (less costs to sell) to realize the full carrying  
values of these receivables. See discussion in the  
Critical Accounting Estimates section regarding  
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  
value losses.  
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 portion of the derivative instruments are  
entered into to hedge interest rate risk from an  
economic perspective and are not designated  
to specific assets or liabilities on Toyota’s  
consolidated balance sheet and accordingly,  
2008 to ¥224.6 billion. The credit card receivables  
at March 31, 2010 increased by ¥30.8 billion from  
March 31, 2009 to ¥255.4 billion.  
Transaction risk is the risk that the currency  
structure of Toyota’s costs and liabilities will  
deviate from the currency structure of sales  
proceeds and assets. Transaction risk relates  
primarily to sales proceeds from Toyota’s non-  
domestic operations from vehicles produced in  
Japan.  
Toyota believes that the location of its  
production facilities in different parts of the world  
has significantly reduced the level of transaction  
risk. As part of its globalization strategy, Toyota  
has continued to localize production by  
constructing production facilities in the major  
markets in which it sells its vehicles. In calendar  
2008 and 2009, Toyota produced 64.1% and  
Other Business Operations  
Toyota’s other business operations consist of  
housing, including the manufacture and sale of  
prefabricated homes; information technology  
related businesses, including information  
technology and telecommunications, intelligent  
transport systems, GAZOO and other.  
Toyota does not expect its other business  
operations to materially contribute to Toyota’s  
consolidated results of operations.  
“Allowance for Doubtful Accounts and Credit  
Losses” and note 11 to the consolidated financial  
statements regarding the allowance for doubtful  
accounts and credit losses.  
Toyota continues to originate leases to finance  
new Toyota vehicles. These leasing activities  
are subject to residual value risk. Residual value  
losses could be incurred when the lessee of a  
vehicle does not exercise the option to purchase  
TOYOTA ANNUAL REPORT 2010  
38  
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Corporate Information  
Financial Section  
Investor Information  
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Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
6
4.5% of Toyota’s non-domestic sales outside  
Japan, respectively. In North America, 57.4% and  
0.0% of vehicles sold in calendar 2008 and 2009  
respectively were produced locally. In Europe,  
0.9% and 57.0% of vehicles sold in calendar 2008  
currency fluctuations described in the “Results of  
Operations ̶ Fiscal 2010 Compared with Fiscal  
2009” and the “Results of Operations ̶ Fiscal  
2009 Compared with Fiscal 2008,” show results of  
net revenues obtained by applying the Japanese  
yen’s average exchange rate in the previous  
fiscal year to the local currency-denominated net  
revenues for fiscal 2009 and 2010, 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 consolidated financial statements and  
do not conform with U.S. GAAP. Furthermore,  
Toyota does not believe that these measures are  
a substitute for U.S. GAAP measures. However,  
Toyota believes that such results excluding the  
impact of currency fluctuations year-on-year  
provide additional useful information to investors  
regarding the operating performance on a local  
currency basis.  
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
Geographic Breakdown  
6
and 2009 respectively were produced locally.  
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 transaction risk. This has  
reduced, but not eliminated, the effects of foreign  
currency exchange rate fluctuations, which in  
some years can be significant. See notes 20 and  
The following table sets forth Toyota’s net revenues in each geographic market based on the country  
location of the parent company or the subsidiaries that transacted the sale with the external customer for  
the past three fiscal years.  
Revenues by Market  
Yen in millions  
FY2010  
Year ended March 31,  
2008  
2009  
2010  
Japan·················································· ¥8,418,620  
¥7,471,916  
6,097,676  
2,889,753  
2,450,412  
1,619,813  
¥7,314,813  
5,583,228  
2,082,671  
2,431,648  
1,538,613  
North America ······························  
Europe···············································  
Asia······················································  
Other*················································  
9,248,950  
3,802,814  
2,790,987  
2,027,869  
2
1 to the consolidated financial statements for  
*
“Other” consists of Central and South America, Oceania and Africa.  
Japan  
38.6 %  
additional information regarding the extent of  
Toyota’s use of derivative financial instruments  
to hedge foreign currency exchange rate risks.  
Generally, a weakening of the Japanese yen  
against other currencies has a positive effect  
on Toyota’s revenues, operating income and  
net income attributable to Toyota Motor  
Corporation. A strengthening of the Japanese  
yen against other currencies has the opposite  
effect. In fiscal 2009 and 2010, the Japanese yen  
was on average and at the end of the fiscal year  
stronger against the U.S. dollar and the euro in  
comparison to the prior fiscal year. See further  
discussion in the Market Risk Disclosures section  
regarding “Foreign Currency Exchange Rate Risk”.  
During fiscal 2009 and 2010, the average  
exchange rate of the Japanese yen strengthened  
against the major currencies including the  
U.S. dollar and the euro compared to the  
average exchange rate of the prior fiscal year.  
The operating results excluding the impact of  
North America 29.5 %  
Europe  
Asia  
11.0 %  
12.8 %  
All Other Markets 8.1%  
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  
performance of, its automotive operations as  
a single business segment on a worldwide  
basis. Toyota does not manage any subset of  
its automotive operations, such as domestic  
or overseas operations or parts, as separate  
management units.  
The management of the automotive  
operations is aligned on a functional basis  
with managers having oversight responsibility  
for the major operating functions within the  
segment. Management assesses financial and  
Results of Operations ̶Fiscal 2010 Compared with Fiscal 2009  
Yen in millions  
Year ended March 31,  
2010 vs. 2009 change  
2009  
2010  
Amount  
Percentage  
Net revenues:  
Japan····························································· ¥ 12,186,737  
¥ 11,220,303  
5,670,526  
2,147,049  
2,655,327  
1,673,861  
¥ (966,434)  
(552,388)  
(866,079)  
(64,002)  
‒7.9%  
‒8.9%  
North America··········································  
Europe··························································  
Asia·································································  
Other*···························································  
6,222,914  
3,013,128  
2,719,329  
1,882,900  
‒28.7%  
‒2.4%  
(209,039)  
‒11.1%  
Intersegment elimination/  
unallocated amount························  
(5,495,438)  
(4,416,093)  
1,079,345  
Total····················································· ¥ 20,529,570  
¥ 18,950,973  
¥(1,578,597)  
‒7.7%  
*
“Other” consists of Central and South America, Oceania and Africa.  
TOYOTA ANNUAL REPORT 2010  
39  
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Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
Yen in millions  
Year ended March 31,  
in Europe compared to the prior calendar year due to the continuous market downturn. Affected by this  
downturn, Toyota’s vehicle unit sales decreased to 7,237 thousand vehicles, or by 4.4%, compared to the  
prior fiscal year.  
2010 vs. 2009 change  
2
009  
2010  
Amount  
Percentage  
Operating income (loss):  
Japan····························································· ¥(237,531)  
¥(225,242)  
85,490  
¥ 12,289  
475,682  
110,278  
27,467  
Toyota’s net revenues by product category in each business with external customer is as follows:  
Yen in millions  
North America··········································  
Europe··························································  
Asia·································································  
Other*···························································  
(390,192)  
(143,233)  
176,060  
87,648  
(32,955)  
203,527  
115,574  
Year ended March 31,  
2010 vs. 2009 change  
+15.6%  
+31.9%  
2
009  
2010  
¥ 14,309,595  
355,273  
1,543,941  
978,499  
17,187,308  
537,421  
17,724,729  
1,226,244  
¥ 18,950,973  
Amount  
¥ (1,325,895)  
57,097  
Percentage  
27,926  
Vehicles·································································· ¥ 15,635,490  
‒8.5%  
+19.1%  
‒2.0%  
‒6.1%  
‒7.3%  
‒13.8%  
‒7.6%  
‒9.6%  
‒7.7%  
Intersegment elimination/  
Parts and components for overseas production··  
Parts and components for after service  
Other·······································································  
Total Automotive ········································  
All Other································································  
Total sales of products···································  
Financial services··············································  
298,176  
1,575,316  
1,041,519  
18,550,501  
623,219  
unallocated amount························  
46,237  
1,122  
¥ 147,516  
0.8%  
(45,115)  
¥608,527  
‒97.6%  
(31,375)  
Total······················································ ¥(461,011)  
(63,020)  
Operating margin ···········································  
‒2.2%  
3.0%  
(1,363,193)  
(85,798)  
Income (loss) before income taxes and equity  
in earnings of affiliated companies ···············  
(560,381)  
291,468  
851,849  
19,173,720  
1,355,850  
(1,448,991)  
(129,606)  
¥ (1,578,597)  
Net margin from income (loss) before  
income taxes and equity in earnings of  
affiliated companies····································  
2.7%  
1.5%  
4.2%  
Total···································································· ¥ 20,529,570  
4
2,724  
45,408  
2,684  
+6.3%  
Equity in earnings of affiliated companies···  
Toyota’s net revenues include net revenues  
from sales of products, consisting of net  
revenues from automotive operations and all  
other operations, that decreased by 7.6% during  
fiscal 2010 compared with the prior fiscal year  
to ¥17,724.7 billion, and net revenues from  
financial services operations that decreased by  
9.6% during fiscal 2010 compared with the prior  
fiscal year to ¥1,226.2 billion. Eliminating the  
difference in the Japanese yen value used for  
translation purposes, net revenues from sales  
of products would have been ¥18,618.7 billion,  
a 2.9% decrease during fiscal 2010 compared  
with the prior fiscal year. The decrease in net  
revenues from sales of products is due primarily  
to a decrease in vehicle unit sales which resulted  
from the generally difficult market conditions  
in the automotive industry as a whole in fiscal  
2010. Eliminating the difference in the Japanese  
yen value used for translation purposes, net  
revenues from financial services operations  
would have been approximately ¥1,319.1 billion,  
a 2.7% decrease during fiscal 2010 compared  
with the prior fiscal year. The decrease in net  
revenues from financial services operations  
resulted primarily from unfavorable impact of  
fluctuations in foreign currency translation rates  
and decrease in rental income from vehicles and  
equipment on operating leases.  
Net income (loss) attributable to  
Toyota Motor Corporation····················  
(436,937)  
‒2.1%  
209,456  
1.1%  
646,393  
3.2%  
Net margin attributable to  
Toyota Motor Corporation····················  
*
“Other” consists of Central and South America, Oceania and Africa.  
Net Revenues  
3
¥ Billion)  
0,000  
Net Revenues  
Toyota had net revenues for fiscal 2010 of ¥18,950.9 billion, a decrease  
of ¥1,578.6 billion, or 7.7%, compared with the prior year. This decrease  
principallyreflectstheunfavorableimpactoffluctuationsinforeigncurrency  
translation rates of ¥986.9 billion, the impact of decreased vehicle unit sales  
and changes in sales mix of approximately ¥570.0 billion, partially offset  
by the increased parts sales of ¥34.9 billion during fiscal 2010. Eliminating  
the difference in the Japanese yen value used for translation purposes,  
net revenues would have been approximately ¥19,937.8 billion during  
fiscal 2010, a 2.9% decrease compared with the prior year. The automotive  
market expanded by 10.0% in Japan compared to the prior fiscal year  
due to the government stimulus packages. However, other automotive  
markets contracted significantly such as 22.0% in North America and 13.7%  
2
4,000  
8,000  
2,000  
1
1
6
,000  
0
FY  
’06 ’07 ’08 ’09 ’10  
TOYOTA ANNUAL REPORT 2010  
40  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
North America  
Number of financing contracts by geographic region (at the end of the fiscal year 2009 and 2010) is as  
follows:  
Thousands of units  
Year ended March 31,  
2010 vs. 2009 change  
Number of financing contracts in thousands  
Year ended March 31, 2010 vs. 2009 change  
Amount Percentage  
24 +1.4%  
2009  
2,212  
2010  
2,098  
Amount  
(114)  
Percentage  
‒5.2%  
Toyota’s consolidated vehicle unit sales  
2009  
1,660  
4,403  
748  
2010  
1,684  
4,488  
774  
Yen in millions  
Japan·······································································  
North America ···················································  
Europe····································································  
Asia···········································································  
Other*·····································································  
Total·······························································  
Year ended March 31,  
2010 vs. 2009 change  
Amount Percentage  
85  
26  
+1.9%  
+3.5%  
+10.6%  
+8.2%  
+2.8%  
2009  
2010  
Net revenues:  
387  
428  
41  
Sales of products······································  
Financial services·····································  
Total·························································  
¥5,226,426  
996,488  
¥6,222,914  
¥4,782,379  
888,147  
¥5,670,526  
¥(444,047)  
(108,341)  
¥(552,388)  
‒8.5%  
‒10.9%  
‒8.9%  
440  
476  
36  
7,638  
7,850  
212  
*
“Other” consists of Central and South America, Oceania and Africa.  
The market is recovering gradually from the downturn stemming from the financial crisis since the fall  
of 2008 and Toyota’s vehicle unit sales in the second half of fiscal 2010 increased year-on-year primarily  
due to the sales of new Sienna. However, net revenues in North America decreased primarily as a result of  
the substantial decline in vehicle unit sales caused by the downturn in the market during the first half of  
fiscal 2010, fluctuations in foreign currency translation rates and the effects of the recalls and other safety  
measures.  
Geographically, net revenues (before the  
in fiscal 2010 would have decreased by 7.9% in  
Japan, 1.2% in North America, 20.1% in Europe,  
7.3% in Other and would have increased by 5.5%  
in Asia compared with the prior fiscal year.  
The following is a discussion of net revenues in  
each geographic market (before the elimination  
of intersegment revenues).  
elimination of intersegment revenues) for fiscal  
010 decreased by 7.9% in Japan, 8.9% in North  
2
America, 28.7% in Europe, 2.4% in Asia and 11.1%  
in Other compared with the prior fiscal year.  
Eliminating the difference in the Japanese yen  
value used for translation purposes, net revenues  
Europe  
Thousands of units  
Year ended March 31, 2010 vs. 2009 change  
Amount Percentage  
(204) ‒19.2%  
Japan  
2009  
1,062  
2010  
858  
Thousands of units  
Toyota’s consolidated vehicle unit sales  
Year ended March 31,  
2009  
1,945  
2010 vs. 2009 change  
Amount Percentage  
218 11.2%  
2010  
2,163  
Yen in millions  
Toyota’s consolidated vehicle unit sales  
Year ended March 31,  
2010 vs. 2009 change  
Amount Percentage  
2009  
2010  
Yen in millions  
Net revenues:  
Year ended March 31,  
2009 2010  
2010 vs. 2009 change  
Amount Percentage  
Sales of products······································  
Financial services·····································  
Total·························································  
¥2,911,234  
101,894  
¥3,013,128  
¥2,065,768  
81,281  
¥2,147,049  
¥(845,466)  
(20,613)  
¥(866,079)  
‒29.0%  
‒20.2%  
‒28.7%  
Net revenues:  
Sales of products······································ ¥12,067,494  
Financial services····································· 119,243  
Total························································· ¥12,186,737  
¥11,095,044  
125,259  
¥11,220,303  
¥(972,450)  
6,016  
¥(966,434)  
‒8.1%  
+5.0%  
‒7.9%  
Although Toyota’s vehicle unit sales in some European countries increased compared with the prior fiscal  
year benefiting from various government stimulus packages, net revenues in Europe overall decreased  
primarily due to the decrease in vehicle unit sales which resulted from the downturn in the market and  
fluctuations in foreign currency translation rates.  
Supported by the government stimulus packages including the eco-car tax reduction and subsidy,  
Toyota’s domestic vehicle unit sales showed growth as compared to the prior fiscal year mainly within  
the environmentally-friendly and new vehicle markets, such as Prius and SAI. However, net revenues in  
Japan decreased reflecting the decrease in the number of exported vehicles for the overseas markets.  
TOYOTA ANNUAL REPORT 2010  
41  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
Asia  
Operating Costs and Expenses  
Thousands of units  
Year ended March 31, 2010 vs. 2009 change  
Amount Percentage  
74 +8.3%  
Yen in millions  
Year ended March 31,  
2010 vs. 2009 change  
2009  
905  
2010  
979  
2
009  
2010  
Amount  
Percentage  
Toyota’s consolidated vehicle unit sales  
Operating costs and expenses  
Yen in millions  
Cost of products sold··························· ¥17,468,416  
¥15,971,496  
712,301  
¥(1,496,920)  
(275,083)  
‒8.6%  
‒27.9%  
‒16.4%  
‒10.4%  
Year ended March 31,  
2010 vs. 2009 change  
Amount Percentage  
Cost of financing operations···········  
Selling, general and administrative·  
987,384  
2009  
2010  
2,534,781  
2,119,660  
¥18,803,457  
(415,121)  
¥(2,187,124)  
Net revenues:  
Total········································································ ¥20,990,581  
Sales of products······································  
Financial services·····································  
Total·························································  
¥2,676,939  
42,390  
¥2,719,329  
¥2,612,595  
42,732  
¥2,655,327  
¥(64,344)  
342  
¥(64,002)  
‒2.4%  
+0.8%  
‒2.4%  
Yen in millions  
010 vs. 2009 change  
2
Although Toyota’s vehicle unit sales increased, particularly in Thailand and Indonesia, compared with the  
prior fiscal year due primarily to various government stimulus packages, net revenues in Asia decreased  
due primarily to the unfavorable impact of fluctuations in foreign currency translation rates. Eliminating  
the difference in the Japanese yen value used for translation purposes of ¥212.9 billion, net revenues  
would have increased by ¥148.6 billion.  
Changes in operating costs and expenses:  
Effect of decrease in vehicle unit sales and changes in sales mix···························  
Effect of fluctuation in foreign currency translation rates···········································  
Effect of increase in parts sales··································································································  
Effect of decrease in research and development expenses ······································  
Effect of cost reduction efforts, decrease in fixed costs and other efforts·········  
(110,000)  
(963,300)  
11,200  
(178,700)  
(946,324)  
(2,187,124)  
Total  
Other  
Thousands of units  
Year ended March 31, 2010 vs. 2009 change  
Amount Percentage  
(304) ‒21.1%  
Operating costs and expenses decreased by  
2,187.1 billion, or 10.4%, to ¥18,803.4 billion  
during fiscal 2010 compared with the prior fiscal  
year. This decrease resulted primarily from the  
Cost Reduction Efforts  
¥
During fiscal 2010, continued cost reduction  
efforts reduced operating costs and expenses by  
approximately ¥520.0 billion. The cost reduction  
efforts include decreases in the prices of steel,  
precious metals, non-ferrous alloys including  
aluminum, plastic parts and other production  
materials and parts. In fiscal 2010, the decline  
in raw materials prices and, continued cost  
reduction efforts, by working closely with  
suppliers, contributed to the improvement in  
earnings. These cost reduction efforts related to  
ongoing value engineering and value analysis  
activities, the use of common parts that result in a  
reduction of part types and other manufacturing  
initiatives designed to reduce the costs of vehicle  
production.  
2009  
1,443  
2010  
1,139  
Toyota’s consolidated vehicle unit sales  
Yen in millions  
¥963.3 billion impact of fluctuations in foreign  
Year ended March 31,  
2010 vs. 2009 change  
Amount Percentage  
currency translation rates, the ¥946.3 billion of  
cost reduction efforts, decrease in fixed costs  
and other efforts, the ¥178.7 billion decrease in  
research and development expenses, and the  
approximate ¥110.0 billion impact on costs of  
products attributable to the decrease in vehicle  
unit sales and the changes in sales mix, partially  
offset by the ¥11.2 billion impact on increase in  
parts sales. The cost reduction efforts, decrease  
in fixed costs and other efforts are partially  
offset by the ¥105.7 billion increase in costs  
resulting from a change in the estimation model  
of expenses related to future recalls and other  
safety measures.  
2009  
2010  
Net revenues:  
Sales of products······································  
Financial services·····································  
Total·························································  
¥1,779,089  
103,811  
¥1,571,846  
102,015  
¥(207,243)  
(1,796)  
‒11.6%  
‒1.7%  
¥1,882,900  
¥1,673,861  
¥(209,039)  
‒11.1%  
Net revenues in Other decreased due to the decrease in Toyota’s vehicle unit sales compared to the prior  
fiscal year as a result of a downturn in the markets in Central and South America, Oceania, Africa, and all  
other regions.  
TOYOTA ANNUAL REPORT 2010  
42  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
R&D Expenses  
Cost of Products Sold  
Cost of Financing Operations  
keting expense.  
The decrease in  
the financial ser-  
vices operations  
is primarily due to  
the ¥140.0 billion  
decrease in pro-  
vision for credit  
losses and net  
charge-offs, which  
is attributable to  
the rise in the ra-  
tio of credit losses  
as a result of the  
economic down-  
turn mainly in the  
United States in  
during fiscal 2010 compared with the prior year.  
This operating income was favorably impacted  
by the effects of a ¥799.7 billion cost reduction  
efforts, decrease in fixed costs and other efforts,  
the ¥178.7 billion decrease in research and  
development expenses, and the ¥23.7 billion  
increase in parts sales, partially offset by the  
¥380.0 billion decrease in vehicle unit sales and  
the changes in sales mix. The cost reduction  
efforts, decrease in fixed costs and other efforts  
are partially offset by the ¥105.7 billion increase  
in costs resulting from a change in the estimation  
model of expenses related to future recalls and  
other safety measures.  
Duringfiscal2010,operatingincome(beforethe  
elimination of intersegment profits), increased  
by ¥475.6 billion in North America, increased by  
¥27.5 billion, or 15.6%, in Asia, and increased by  
¥27.9 billion, or 31.9% in Other compared with  
the prior fiscal year. During fiscal 2010, operat-  
ing loss (before the elimination of intersegment  
profits) decreased by ¥12.3 billion in Japan and  
decreased by ¥110.3 billion in Europe compared  
with the prior fis-  
1
¥ Billion)  
,000  
%)  
12  
Cost of products sold decreased by ¥1,496.9  
billion, or 8.6%, to ¥15,971.5 billion during fiscal  
Yen in millions  
2
010 vs. 2009  
change  
2
010 compared with the prior fiscal year. The  
Changes in cost of financing operations:  
Effect of fluctuation in foreign  
decrease in cost of products sold for automotive  
operations is primarily attributed to the decrease  
in fixed costs including the decrease in research  
and development expenses, the cost reduction  
efforts, the decrease in vehicle unit sales and  
the changes in sales mix, and the impact of  
fluctuations in foreign currency translation  
rates partially offset by increases in parts sales.  
The decrease in fixed costs was due mainly  
to a decline in labor costs and research and  
development expenses as a result of profit  
improvement initiatives. The decrease in  
vehicle unit sales and the changes in sales  
mix were due to factors such as the substantial  
contraction of the automotive market caused  
by the financial crisis since the fall of 2008.  
The decrease in research and development  
expenses is attributable to reduced develop-  
ment costs real-  
7
50  
9
6
3
0
currency translation rates················ ¥ (83,500)  
Effect of changes in funding costs ··  
Effect of increase in valuation  
(70,000)  
gains on interest rate swaps  
500  
stated at fair value·······························  
Effect of decrease in provision for  
residual value losses···························  
Other································································  
(64,500)  
(50,000)  
(7,083)  
2
50  
0
Total······································································· ¥(275,083)  
Cost of financing operations decreased by  
¥275.1 billion, or 27.9%, to ¥712.3 billion during  
fiscal 2010 compared with the prior year. The  
decrease resulted primarily from the ¥83.5  
billion impact of fluctuations in foreign currency  
translation rates, the ¥70.0 billion favorable  
impact of changes in funding costs, the ¥64.5  
billion recognition of valuation gains on  
interest rate swaps stated at fair value, and the  
¥50.0 billion decrease in provision for residual  
value losses. The favorable impact of changes  
in funding costs is attributable to a decline in  
market interest rates. The decrease in provision  
for residual value losses is primarily attributable  
to the recovery of the used vehicles markets  
particularly in the United States and other effects,  
partially offset by the impact from the recalls and  
other safety measures.  
FY  
’06 ’07 ’08 ’09 ’10  
%
of sales of products  
(
Right scale)  
the prior fiscal year, partially offset by the impact  
from the recalls and other safety measures. The  
decrease in marketing expense is attributable to  
reduced marketing costs realized as a result of  
the profit improvement initiatives.  
ized as a result of  
Toyota’s more fo-  
cused investment  
decisions for the  
future such as in  
environmental  
technologies, and  
effective man-  
agement over re-  
search and devel-  
opment expenses  
spending.  
Operating Income and Loss  
Cost of Products Sold  
Operating Income (Loss)  
Yen in millions  
2010 vs. 2009  
cal year.  
2
¥ Billion)  
%)  
100  
2,500  
¥ Billion)  
%)  
20  
0,000  
6,000  
2,000  
The following is a  
discussion of oper-  
ating income and  
loss in each geo-  
graphic market.  
change  
Changes in operating income and loss:  
Effect of decrease in vehicle unit  
1
1
80  
60  
40  
20  
0
2
1
,000  
,500  
16  
12  
8
sales and changes in sales mix  
and other operational factors······· ¥(370,000)  
Effect of increase in parts sales··········  
Effect of fluctuation in foreign  
currency translation rates················  
Effect of decrease in research  
and development expenses··········  
Effect of cost reduction efforts,  
decrease in fixed costs and  
23,700  
(23,600)  
178,700  
1,000  
8
4
,000  
,000  
0
Selling, General and Administrative Expenses  
Selling, general and administrative expenses  
decreased by ¥415.1 billion, or 16.4%, to ¥2,119.6  
billion during fiscal 2010 compared with the  
prior fiscal year. This decrease mainly reflects the  
¥173.8 billion decrease for the financial services  
operations and the ¥84.9 billion decrease of mar-  
5
00  
0
4
other efforts············································  
Total················································································ ¥ 608,527  
799,727  
0
-
500  
-4  
FY  
’06 ’07 ’08 ’09 ’10  
Toyota’s operating income increased by ¥608.5  
billion to an operating income of ¥147.5 billion  
FY  
’06 ’07 ’08 ’09 ’10  
%
of sales of products  
(
Right scale)  
% of net revenues (Right scale)  
TOYOTA ANNUAL REPORT 2010  
43  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
Japan  
charge-offs and provision for residual value  
losses of sales finance subsidiaries in the United  
States, which are included in “Effect of cost  
reduction efforts, decrease in fixed costs and  
other efforts”, partially offset by the ¥40.0 billion  
impact of decreases in both production volume  
and vehicle unit sales and the ¥4.1 billion impact  
of the fluctuations in foreign currency translation  
rates. The decreases in both production volume  
and vehicle unit sales in North America are  
attributable to the substantial decline in vehicle  
unit sales of commercial vehicles and passenger  
vehicles due to the downturn in the market in  
the first half of fiscal year 2010.  
compared to the prior fiscal year despite sales  
growth in some of the countries that benefited  
from government stimulus packages.  
compared with the prior fiscal year.  
Yen in millions  
Foreign exchange gains, net increased by ¥70.0  
billionto¥68.2billionduringfiscal2010compared  
with the prior fiscal year. Foreign exchange gains  
and losses include the differences between the  
value of foreign currency denominated sales  
translated at prevailing exchange rates and  
the value of the sales amounts settled during  
the year, including those settled using forward  
foreign currency exchange contracts.  
Other income, net increased by ¥220.0 billion  
to ¥30.9 billion during fiscal 2010 compared with  
the prior fiscal year. This increase was mainly  
due to the recognition of impairment losses on  
available-for sale securities in the prior fiscal year.  
2
010 vs. 2009  
change  
Changes in operating income and loss:  
Effect of decrease in production  
volume and vehicle unit sales in  
the export markets and other  
Asia  
Yen in millions  
2010 vs. 2009  
change  
operational factors································ ¥(325,000)  
Effect of cost reduction efforts,  
decrease in fixed costs and other  
efforts···························································  
Changes in operating income and loss:  
Effect of increase in production  
volume and vehicle unit sales  
and other operational factors·······  
Effect of fluctuation in foreign  
currency translation rates················  
Effect of cost reduction efforts,  
decrease in fixed costs and other  
efforts·························································  
Total·······································································  
337,289  
¥ 12,289  
Total·········································································  
¥20,000  
(16,200)  
The decrease in operating losses in Japan  
was mainly due to the cost reduction efforts,  
decrease in fixed costs and other efforts in the  
automotive operations segment, partially offset  
by the ¥330.0 billion impact of decreases in  
both production volume and vehicle unit sales  
in the export markets. The decreases in both  
production volume and vehicle unit sales in the  
export markets are attributable to the difficult  
market conditions particularly in North America  
and Europe.  
23,667  
¥27,467  
Europe  
The increase in operating income in Asia was  
mainly due to the ¥20.0 billion impact of increase  
in production volume and vehicle unit sales and  
the ¥18.6 billion impact of cost reduction efforts,  
decrease in fixed costs and other efforts in the  
automotive operations segment, partially offset  
by the ¥16.2 billion impact of fluctuation in  
foreign currency translation rates. The increase in  
production volume and vehicle unit sales in Asia  
was primarily attributable to the recovery of Asian  
automotive markets, particularly in Thailand and  
Indonesia, benefiting from the government  
stimulus packages.  
Income Taxes  
Yen in millions  
The provision for income taxes increased by  
¥149.1 billion to ¥92.6 billion during fiscal 2010  
compared with the prior year primarily due to  
the increase in income before income taxes. The  
effective tax rate was 31.8%, which was lower  
than the statutory tax rate in Japan. This was  
primarily due to the increase in income before  
income taxes of overseas subsidiaries whose  
statutory tax rates were lower than the statutory  
tax rate in Japan.  
2
010 vs. 2009  
change  
Changes in operating income and loss:  
Effect of decrease in production  
volume and vehicle unit sales  
and other operational factors······  
Effect of fluctuation in foreign  
currency translation rates···············  
Effect of cost reduction efforts,  
decrease in fixed costs and other  
efforts························································  
Total······································································  
¥(60,000)  
4,900  
North America  
Yen in millions  
165,378  
¥110,278  
2
010 vs. 2009  
change  
Changes in operating income and loss:  
Effect of decrease in production  
The decrease in operating loss in Europe was  
mainly due to the ¥155.3 billion impact of cost  
reductionefforts,decreaseinfixedcostsandother  
efforts in the automotive operations segment  
and the ¥4.9 billion impact of fluctuations in  
foreign currency translation rates, partially offset  
by the ¥60.0 billion reduction of both production  
volume and vehicle unit sales. The decreases in  
both production volume and vehicle unit sales  
in Europe was attributable to the decline in  
vehicle unit sales in the overall European market  
Net Income and Loss attributable to the  
Noncontrolling Interest and Equity in Earnings  
of Affiliated Companies  
Net income attributable to the noncontrolling  
interest increased by ¥59.0 billion to ¥34.8 billion  
during fiscal 2010 compared with the prior year.  
This increase was mainly due to an increase in  
net income attributable to the shareholders of  
consolidated subsidiaries.  
volume and vehicle unit sales  
and other operational factors·······  
Effect of fluctuation in foreign  
currency translation rates················  
Effect of cost reduction efforts,  
decrease in fixed costs and other  
efforts·························································  
Total·······································································  
¥(30,000)  
(4,100)  
Other Income and Expenses  
Interest and dividend income decreased by ¥60.2  
billion, or 43.5%, to ¥78.2 billion during fiscal  
2010 compared with the prior fiscal year mainly  
due to a decrease in interest income reflecting  
decreases in market interest rates.  
509,782  
¥475,682  
The increase in operating income in North  
America was due mainly to the ¥200.0 billion  
decreases in the provision for credit losses, net  
Interest expense decreased by ¥13.5 billion,  
or 28.7%, to ¥33.4 billion during fiscal 2010  
Equity in earnings of affiliated companies  
TOYOTA ANNUAL REPORT 2010  
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Financial Section  
during fiscal 2010 increased by ¥2.7 billion, or  
.3%, to ¥45.4 billion compared with the prior  
fiscal year. This increase was due to an increase  
in net income attributable to the shareholders of  
affiliated companies.  
2010 compared with losses of ¥381.3 billion in  
the prior fiscal year. The increase in unrealized  
holding gains on securities was mainly due to the  
recognition of impairment losses on available-for  
sale securities in the prior fiscal year.  
Automotive Operations Segment  
billion. This decrease was primarily due to the  
unfavorable impact of fluctuations in foreign  
currency translation rates of ¥93.3 billion.  
Eliminating the difference in the Japanese yen  
value used for translation purposes, net revenues  
for its financial services operations would have  
been approximately ¥1,338.7 billion during  
fiscal 2010, a 2.8% decrease compared with the  
prior fiscal year. The decrease in net revenues  
eliminating the difference in the Japanese yen  
value used for translation purposes resulted  
primarily from a decrease in rental income from  
vehicles and equipment on operating leases.  
Operating income from financial services  
operations increased by ¥318.9 billion to ¥246.9  
billion during fiscal 2010 compared with the  
prior year. This increase was primarily due to the  
¥140.0 billion decrease in provision for credit  
losses, net charge-offs, the ¥64.5 billion of the  
recognition of valuation gains on interest rate  
swaps stated at fair value, and the ¥50.0 billion  
decrease in provision for residual value losses.  
The decrease in provision for credit losses,  
net charge-offs is primarily attributable to the  
increase in provision for credit losses and net  
charge-offs in the United States primarily due to  
the rise in the ratio of credit losses as a result of  
the economic downturn in the prior fiscal year,  
partially offset by the impact from the recalls and  
other safety measures. The decrease in provision  
for residual value losses is primarily attributable to  
the recovery in the used vehicle market, partially  
offset by the impact from the recalls and other  
safety measures.  
6
The automotive operations segment is Toyota’s  
largest operating segment by net revenues. Net  
revenues for the automotive segment decreased  
during fiscal 2010 by ¥1,367.3 billion, or 7.4%,  
compared with the prior year to ¥17,197.4 billion.  
The decrease was primarily due to fluctuations  
in foreign currency translation rates of ¥886.5  
billion and decreased vehicle unit sales and the  
changes in sales mix of approximately ¥570.0  
billion, partially offset by increased parts sales of  
¥34.9 billion.  
Operating loss from the automotive operations  
decreased by ¥308.5 billion during fiscal 2010  
compared with the prior year to an operating  
loss of ¥86.3 billion. This decrease in operating  
loss was primarily due to cost reduction efforts,  
decrease in fixed costs of ¥990.0 billion, and  
increase in parts sales, partially offset by a ¥380.0  
billion decrease in vehicle unit sales and changes  
in sales mix.  
The decrease in vehicle unit sales and  
changes in sales mix was due primarily to a  
decrease in vehicle unit sales which resulted  
from the generally difficult market conditions  
in the automotive industry during fiscal 2010.  
The decrease in fixed costs was due mainly  
to the decline in labor costs and research and  
development expenses as a result of profit  
improvement initiatives, partially offset by ¥105.7  
billion increase in costs resulting from a change  
in the estimation model of expenses related to  
future recalls and other safety measures.  
Net Income (Loss),  
and ROE  
Net Income and Loss attributable to Toyota  
Motor Corporation  
Net income attributable to Toyota Motor  
Corporation increased by ¥646.4 billion to ¥209.4  
billion during fiscal 2010 compared with the  
prior fiscal year.  
(¥ Billoin)  
%)  
20  
2
1
1
,000  
,500  
,000  
15  
10  
5
Other Comprehensive Income and Loss  
Other comprehensive income increased by  
5
00  
0
¥
1,127.4 billion to ¥260.9 billion for fiscal 2010  
compared with the prior fiscal year. This increase  
resulted primarily from unrealized holding gains  
on securities in fiscal 2010 of ¥176.4 billion  
compared with losses of ¥293.1 billion in the prior  
fiscal year, and from favorable foreign currency  
translation adjustments of ¥9.8 billion in fiscal  
0
-
500  
-5  
FY  
’06 ’07 ’08 ’09 ’10  
ROE (Right scale)  
Segment Information  
The following is a discussion of results of operations for each of Toyota’s operating segments. The amounts  
presented are prior to intersegment elimination.  
Yen in millions  
Year ended March 31,  
009 2010  
Net revenues ·························· ¥18,564,723 ¥17,197,428  
Operating income (loss)···  
(394,876) (86,370)  
Net revenues ·························· ¥ 1,377,548 ¥ 1,245,407  
2010 vs. 2009 change  
2
Amount  
¥ (1,367,295)  
308,506  
Percentage  
‒7.4%  
Automotive:  
Financial Services:  
All Other:  
¥ (132,141)  
318,874  
‒9.6%  
Operating income (loss)···  
Net revenues ·························· ¥ 1,184,947  
Operating income (loss)···  
9,913  
Net revenues ·························· ¥ (597,648)  
(71,947)  
246,927  
947,615  
(8,860)  
¥
¥
¥ (237,332)  
(18,773)  
‒20.0%  
Financial Services Operations Segment  
Net revenues for the financial services operations  
decreased during fiscal 2010 by ¥132.1 billion,  
or 9.6%, compared to the prior year to ¥1,245.4  
Intersegment  
elimination/unallocated  
amount:  
(439,477)  
(4,181)  
¥
158,171  
(80)  
Operating income (loss)···  
(4,101)  
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Ratio of credit loss experience in the United States is as follows:  
Results of Operations ̶ Fiscal 2009 Compared with Fiscal 2008  
Year ended March 31,  
2
009  
2010  
Yen in millions  
Net charge-offs as a percentage of average gross earning assets:  
Finance receivables···············································································································  
Operating lease·······················································································································  
Total····················································································································································  
Year ended March 31,  
2009 vs. 2008 change  
2
008  
2009  
Amount  
Percentage  
1.54%  
0.86%  
1.37%  
1.15%  
0.63%  
1.03%  
Net revenues:  
Japan············································································· ¥15,315,812  
¥12,186,737  
6,222,914  
3,013,128  
2,719,329  
1,882,900  
¥(3,129,075)  
(3,200,344)  
(980,306)  
(401,497)  
(411,237)  
‒20.4%  
‒34.0%  
‒24.5%  
‒12.9%  
‒17.9%  
North America··························································  
Europe ··········································································  
Asia·················································································  
Other*···········································································  
Intersegment elimination/  
unallocated amount ·············································  
9,423,258  
3,993,434  
3,120,826  
2,294,137  
All Other Operations Segment  
Operating income from Toyota’s other  
operations segment decreased by ¥18.8 billion,  
to operating loss of ¥8.9 billion during fiscal 2010  
compared with the prior year.  
Net revenues for Toyota’s other operations  
segment decreased by ¥237.3 billion, or 20.0%,  
to ¥947.6 billion during fiscal 2010 compared  
with the prior year.  
(
7,858,227)  
(5,495,438)  
¥20,529,570  
2,362,789  
Total·········································································· ¥26,289,240  
¥(5,759,670)  
‒21.9%  
Operating income (loss):  
Japan············································································· ¥1,440,286  
¥(237,531)  
(390,192)  
(143,233)  
176,060  
¥(1,677,817)  
(695,544)  
(284,804)  
(80,296)  
North America··························································  
Europe ··········································································  
Asia·················································································  
Other*···········································································  
Intersegment elimination/  
unallocated amount ·············································  
305,352  
141,571  
256,356  
143,978  
‒31.3%  
‒39.1%  
87,648  
(56,330)  
(
17,168)  
46,237  
63,405  
Total·········································································· ¥2,270,375  
¥(461,011)  
‒2.2%  
¥(2,731,386)  
‒10.8%  
Operating margin ····························································  
8.6%  
Income (loss) before income taxes, minority  
interest and equity in earnings of affiliated  
companies··································································  
Net margin from Income (loss) before income  
taxes, minority interest and equity in earnings  
of affiliated companies············································  
Equity in earnings of affiliated companies········  
2
,437,222  
(560,381)  
(2,997,603)  
9
.3%  
‒2.7%  
‒12.0%  
270,114  
42,724  
(436,937)  
‒2.1%  
(227,390)  
(2,154,816)  
‒8.6%  
‒84.2%  
Net income (loss)······························································  
Net margin ···········································································  
1,717,879  
6.5%  
*
“Other” consists of Central and South America, Oceania and Africa.  
Net Revenues  
Toyota had net revenues for fiscal 2009 of  
difference in the Japanese yen value used for  
translation purposes, net revenues would have  
been approximately ¥22,560.7 billion during  
fiscal 2009, a 14.2% decrease compared with the  
prior fiscal year. As a result of the downturn in  
the global economy stemming from the financial  
crisis since the fall of 2008, the automotive  
market contracted by 15.6% in Japan compared  
to the prior fiscal year, and by 15.8% in North  
America and 8.2% in Europe compared to the  
¥20,529.5 billion, a decrease of ¥5,759.7 billion,  
or 21.9%, compared with the prior year. This  
decrease principally reflects the impact of  
decreased vehicle unit sales and changes in sales  
mix of ¥3,400.0 billion, the unfavorable impact of  
fluctuations in foreign currency translation rates  
of ¥2,031.2 billion, and decreased parts sales of  
¥128.6 billion during fiscal 2009. Eliminating the  
TOYOTA ANNUAL REPORT 2010  
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prior calendar year, respectively. Affected by this  
downturn, Toyota’s vehicle unit sales decreased  
to 7,567 thousand vehicles, or by 15.1%,  
compared to the prior fiscal year. The decrease in  
net revenues was also due to the effect of foreign  
currency exchange rate fluctuations and changes  
in the market demand resulting from a shift in  
consumer preference towards small vehicles and  
low-price vehicles.  
Number of financing contracts by geographic region (at the end of the fiscal year 2008 and 2009) is as  
follows:  
Number of financing contracts in thousands  
Year ended March 31, 2009 vs. 2008 change  
Amount Percentage  
46 +2.9%  
2
008  
2009  
1,660  
4,403  
748  
Japan·······································································  
North America ···················································  
Europe····································································  
Asia···········································································  
Other*·····································································  
Total··································································  
1,614  
4,241  
709  
Toyota’s net revenues by product category in each business to external customer is as follows:  
Yen in millions  
162  
39  
+3.8%  
+5.5%  
+8.4%  
+6.5%  
+4.1%  
Year ended March 31,  
2009 vs. 2008 change  
357  
387  
30  
2
008  
2009  
¥15,635,490  
Amount  
Percentage  
‒24.6%  
413  
440  
27  
304  
Vehicles·······································································  
¥20,723,588  
¥(5,088,098)  
7,334  
7,638  
Parts and components for  
overseas production·······································  
342,244  
1,785,684  
1,308,738  
24,160,254  
660,256  
298,176  
1,575,316  
1,041,519  
18,550,501  
623,219  
(44,068)  
(210,368)  
‒12.9%  
‒11.8%  
‒20.4%  
‒23.2%  
‒5.6%  
* “Other” consists of Central and South America, Oceania and Africa.  
Parts and components for after service····  
Other············································································  
Total Automotive··········································  
All Other·····································································  
Total sales of products········································  
Financial services···················································  
Total ·····································································  
(267,219)  
Geographically, net revenues (before the  
elimination of intersegment revenues) for fiscal  
009 decreased by 20.4% in Japan, 34.0% in  
North America, 24.5% in Europe, 12.9% in Asia  
and 17.9% in Other compared with the prior fiscal  
year. Eliminating the difference in the Japanese  
yen value used for translation purposes, net  
revenues in fiscal 2009 would have decreased by  
20.4% in Japan, 25.0% in North America, 14.1% in  
Europe, 1.1% in Other and 0.5% in Asia compared  
with the prior fiscal year.  
The following is a discussion of net revenues in  
each geographic market (before the elimination  
of intersegment revenues).  
(5,609,753)  
(37,037)  
2
24,820,510  
1,468,730  
¥26,289,240  
19,173,720  
1,355,850  
¥20,529,570  
(5,646,790)  
(112,880)  
¥(5,759,670)  
‒22.8%  
‒7.7%  
‒21.9%  
Japan  
Toyota’s net revenues include net revenues from  
sales of products, consisting of net revenues  
from automotive operations and all other  
operations, which decreased by 22.8% during  
fiscal 2009 compared with the prior fiscal year  
to ¥19,173.7 billion, and net revenues from  
financial services operations, which decreased  
by 7.7% during fiscal 2009 compared with the  
prior fiscal year to ¥1,355.8 billion. Eliminating  
the difference in the Japanese yen value used  
for translation purposes, net revenues from sales  
of products would have been approximately  
deterioration of the world economy following  
the financial crisis since the fall of 2008, as well as  
changes in market demand resulting from a shift  
in consumer preference towards small vehicles  
and low-price vehicles. Eliminating the difference  
in the Japanese yen value used for translation  
purposes, net revenues from financial services  
operations would have been approximately  
¥1,549.4 billion, a 5.5% increase during fiscal 2009  
compared with the prior year. The increase in net  
revenues from financial services operations is  
primarily attributable to the increase in volume  
of financings as a result of an increase in market  
share primarily of the finance subsidiary in North  
America.  
Thousands of units  
Year ended March 31,  
2009 vs. 2008 change  
2
008  
2009  
1,945  
Amount  
(243)  
Percentage  
‒11.1%  
Toyota’s consolidated vehicle unit sales ·  
2,188  
Yen in millions  
Year ended March 31, 2009 vs. 2008 change  
2008  
2009  
Amount  
Percentage  
Net revenues:  
Sales of products······································ ¥15,183,262  
Financial services ····································· 132,550  
Total························································· ¥15,315,812  
¥12,067,494  
119,243  
¥(3,115,768)  
(13,307)  
‒20.5%  
‒10.0%  
‒20.4%  
¥12,186,737  
¥(3,129,075)  
¥
2
21,011.3 billion, a 15.3% decrease during fiscal  
009 compared with the prior fiscal year. The  
decrease in net revenues from sales of products is  
primarily attributable to a substantial contraction  
of the automotive market caused by a rapid  
TOYOTA ANNUAL REPORT 2010  
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Europe  
Although Toyota enjoyed strong sales of new car models such as the Alphard and the Vellfire amid the  
downturn in the real economy and increased domestic competition, net revenues in Japan decreased  
primarily due to lower vehicle unit sales compared to the prior fiscal year as a result of difficult market  
conditions. Net revenues in Japan decreased also due to shift in consumer preference towards compact  
and subcompact cars influenced by decreased consumer spending and heightened environmental  
awareness.  
Thousands of units  
Year ended March 31,  
2009 vs. 2008 change  
2
008  
2009  
1,062  
Amount  
(222)  
Percentage  
‒17.3%  
Toyota’s consolidated vehicle unit sales ·  
1,284  
Yen in millions  
Year ended March 31, 2009 vs. 2008 change  
North America  
2008  
2009  
Amount  
Percentage  
Thousands of units  
Year ended March 31, 2009 vs. 2008 change  
Net revenues:  
Sales of products······································  
Financial services ·····································  
Total·························································  
¥3,878,677  
114,757  
¥3,993,434  
¥2,911,234  
101,894  
¥3,013,128  
¥(967,443)  
(12,863)  
¥(980,306)  
‒24.9%  
‒11.2%  
‒24.5%  
2
008  
2009  
Amount  
(746)  
Percentage  
‒25.2%  
Toyota’s consolidated vehicle unit sales ·  
2,958  
2,212  
Yen in millions  
Year ended March 31, 2009 vs. 2008 change  
2
008  
2009  
Amount  
Percentage  
Although Toyota enjoyed strong sales of compact cars and environmentally-friendly cars such as the  
Aygo and the Prius, net revenues in Europe decreased due to lower vehicle unit sales compared to the  
prior fiscal year. The decrease in net revenues was also due to the fiscal year falling between periods of  
full model changes.  
Net revenues:  
Sales of products······································  
Financial services ·····································  
Total·························································  
¥8,339,887  
1,083,371  
¥9,423,258  
¥5,226,426  
996,488  
¥6,222,914  
¥(3,113,461)  
(86,883)  
¥(3,200,344)  
‒37.3%  
‒8.0%  
‒34.0%  
Asia  
Thousands of units  
Year ended March 31, 2009 vs. 2008 change  
Net revenues in North America decreased primarily due to the substantial decrease in vehicle unit sales  
as a result of the downturn in the market stemming from the financial crisis since the fall of 2008. In  
particular, the decline in vehicle unit sales is attributable to the decline in vehicle unit sales of commercial  
vehicles as a result of the surge in prices of crude oil in the first half of fiscal 2009, a shift in consumer  
preference towards small vehicles and fuel-efficient vehicles, and a rapid decline in vehicle unit sales of  
passenger vehicles as a result of the financial crisis in the second half of fiscal 2009. Although net revenues  
from financing operations decreased, net revenues from financing operations increased by ¥54.3 billion  
excluding the ¥141.1 billion impact of fluctuation in foreign currency exchange rate, which is attributable  
to the increase in the volume of financings as a result of an increase in market share primarily of the  
finance subsidiary in North America.  
2
956  
008  
2009  
905  
Amount  
(51)  
Percentage  
‒5.4%  
Toyota’s consolidated vehicle unit sales ·  
Yen in millions  
Year ended March 31, 2009 vs. 2008 change  
2008  
2009  
Amount  
Percentage  
Net revenues:  
Sales of products······································  
Financial services ·····································  
Total·························································  
¥3,082,832  
37,994  
¥3,120,826  
¥2,676,939  
42,390  
¥2,719,329  
¥(405,893)  
4,396  
‒13.2%  
+11.6%  
‒12.9%  
¥(401,497)  
Although the sales of models such as the Avanza and the Innova increased, net revenues in Asia decreased  
due to a decrease in vehicle unit sales compared to the prior fiscal year as a result of the deterioration of  
the world economy stemming from the subprime mortgage crisis in the fall of 2008.  
TOYOTA ANNUAL REPORT 2010  
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Financial Section  
Other  
Operating costs and expenses decreased by  
3,028.3 billion, or 12.6%, to ¥20,990.5 billion  
translation rates, the impact of the decrease  
in parts sales, and the decrease in research  
and development expenses, partially offset by  
increases in expenses. The impact of decrease  
in vehicle unit sales and the changes in sales  
mix reflected such factors as the substantial  
contraction of the automotive market caused  
by a rapid deterioration of the world economy  
following the financial crisis since the fall of  
2008, as well as changes in the market structure  
resulting from a shift in consumer preference  
towards small vehicles and low-price vehicles.  
The decrease in research and development  
expenses is attributable to reduced development  
costs realized as a result of efforts to improve  
earnings by improving development efficiency.  
This decrease in research and development  
expenses was achieved while maintaining a  
focus on the development of environmentally  
conscious technologies including hybrid and  
fuel-cell technology, and the developments in  
advanced technologies relating to collision  
safety and vehicle stability controls to further  
build up competitive strength in the future. The  
increase in expenses is attributable to the  
inefficiency from decreased operational activity,  
increase in inventory reserve for the lower of cost  
or market, and the incurrence of product-quality  
related expenses in the first half of fiscal 2009.  
Thousands of units  
Year ended March 31, 2009 vs. 2008 change  
¥
during fiscal 2009 compared with the prior fiscal  
year. This decrease resulted primarily from the  
approximate ¥2,100 billion impact on costs of  
products attributable to the decrease in vehicle  
unit sales and the changes in sales mix, the  
2
008  
2009  
1,443  
Amount  
(84)  
Percentage  
‒5.5%  
Toyota’s consolidated vehicle unit sales ·  
1,527  
Yen in millions  
Year ended March 31, 2009 vs. 2008 change  
2
008  
2009  
Amount  
Percentage  
¥2,062.1 billion impact of fluctuations in foreign  
Net revenues:  
currency translation rates, ¥64.4 billion decreased  
costs corresponding to the decrease in parts  
sales, and the ¥54.8 billion decrease in research  
and development expenses, partially offset by  
the ¥1,253.0 billion increase in cost reduction,  
expenses and other effects.  
Sales of products·········································  
Financial services·········································  
Total·······························································  
¥2,186,817  
107,320  
¥1,779,089  
103,811  
¥(407,728)  
(3,509)  
‒18.6%  
‒3.3%  
¥2,294,137  
¥1,882,900  
¥(411,237)  
‒17.9%  
Net revenues in Other decreased due to the decrease in vehicle unit sales compared to the prior fiscal  
year as a result of a downturn in the markets.  
Cost Reduction Efforts  
Operating Costs and Expenses  
Cost reduction efforts were offset by increases in  
the prices of steel, precious metals, non-ferrous  
alloys including aluminum, plastic parts and  
other production materials and parts. Although  
the prices of raw materials such as steel remained  
high through fiscal 2009 as a result of market  
conditions, cost reduction efforts, by working  
closely with suppliers, absorbed the impact of  
the market price increase. These cost reduction  
efforts related to ongoing value engineering and  
value analysis activities, the use of common parts  
that result in a reduction of part types and other  
manufacturing initiatives designed to reduce the  
costs of vehicle production.  
Yen in millions  
Year ended March 31, 2009 vs. 2008 change  
2
008  
2009  
Amount  
Percentage  
Operating costs and expenses  
Cost of products sold  
¥20,452,338  
1,068,015  
¥17,468,416  
987,384  
¥(2,983,922)  
(80,631)  
‒14.6%  
‒7.5%  
Cost of financing operations  
Selling, general and  
administrative expenses·····················  
2,498,512  
2,534,781  
36,269  
+1.5%  
Total·························································· ¥24,018,865  
¥20,990,581  
¥(3,028,284)  
‒12.6%  
Yen in millions  
2
009 vs. 2008 change  
Changes in operating costs and expenses:  
Effect of decrease in vehicle unit sales and changes in sales mix·································  
Effect of fluctuation in foreign currency translation rates·················································  
Effect of decrease in parts sales·······································································································  
Effect of decrease in research and development expenses ············································  
Effect of increase in cost reduction, expenses and other effects··································  
Total···························································································································································  
¥(2,100,000)  
(2,062,100)  
(64,400)  
Cost of Products Sold  
Cost of products sold decreased by ¥2,984.0  
billion, or 14.6%, to ¥17,468.4 billion during fiscal  
2009 compared with the prior fiscal year. The  
decrease in cost of products sold for automotive  
operations is primarily attributed to the decrease  
in vehicle unit sales and the changes in sales mix,  
the impact of fluctuations in foreign currency  
(54,800)  
1,253,016  
¥(3,028,284)  
TOYOTA ANNUAL REPORT 2010  
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Corporate Information  
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Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
Cost of Financing Operations  
billion decrease of marketing expense which is  
attributable to reduced marketing costs realized  
as a result of efforts to improve earnings. The  
increase in the financial services operations is  
primarily due to the ¥170.0 billion increase in  
provision for credit losses and net charge-offs,  
which is attributable to the rise in the ratio of  
credit losses as a result of the economic downturn  
mainly in the United States.  
decreased by ¥80.3 billion, or 31.3%, in Asia, and  
decreased by ¥56.3 billion, or 39.1% in Other  
compared with the prior fiscal year.  
The following is a discussion of operating  
income and loss in each geographic market.  
both production volume and vehicle unit sales,  
the increases in the provision for credit losses,  
net charge-offs and provision for residual value  
losses in sales finance subsidiaries in the United  
States, which are included in “Effect of increase  
in cost reduction, expenses and other effects”,  
partially offset by the ¥52.7 billion impact of  
the fluctuations in foreign currency translation  
rates. The decreases in both production volume  
and vehicle unit sales in North America are  
attributable to the rapid decline in vehicle unit  
sales of commercial vehicles and passenger  
vehicles due to the downturn in the market  
stemming from the financial crisis in the fall of  
2008.  
Yen in millions  
2
009 vs. 2008  
change  
Changes in cost of financing operations:  
Effect of fluctuation in foreign  
currency translation rates·················· ¥(206,400)  
Effect of increase in provision for  
residual value losses·····························  
Effect of increase in valuation losses on  
interest rate swaps stated at fair value·  
Other··································································  
Japan  
70,000  
Yen in millions  
2
009 vs. 2008  
change  
12,200  
43,569  
Changes in operating income and loss:  
Effect of decrease in production  
volume and vehicle unit sales  
in the export markets and  
Total········································································· ¥ (80,631)  
Operating Income and Loss  
Yen in millions  
Cost of financing operations decreased by ¥80.6  
billion, or 7.5%, to ¥987.4 billion during fiscal 2009  
compared with the prior fiscal year. The decrease  
resulted primarily from the ¥206.4 billion impact  
of fluctuations in foreign currency translation  
rates, partially offset by the ¥70.0 billion increase  
in provision for residual value losses and the ¥12.2  
billion increase in valuation losses on interest rate  
swaps stated at fair value. The increase in provision  
for residual value losses is primarily attributable to  
the increase in provision for residual value losses  
of operating lease vehicles resulting from the  
decrease in the prices of used vehicles, particularly  
of large vehicles with low fuel economy due to  
the economic downturn. The increase in valuation  
losses on interest rate swaps stated at fair value is  
attributable to the valuation losses on floating to  
fixed interest rate swaps that are not designated as  
hedges due to the decline in market interest rates.  
2009 vs. 2008  
change  
other operational factors·················· ¥ (730,000)  
Effect of increase in cost reduction,  
Changes in operating income and loss:  
Effect of decrease in vehicle unit sales and  
changes in sales mix and other  
expenses and other effects·············  
(947,817)  
Total········································································ ¥ (1,677,817)  
operational factors············································· ¥(1,480,000)  
The decrease in Japan was mainly due to the  
¥700.0 billion impact of decreases in both  
production volume and vehicle unit sales in the  
export markets, partially offset by the decrease  
in research and development expenses. The  
decreases in both production volume and vehicle  
unit sales in the export markets are attributable  
to the difficult market conditions caused by the  
downturn in the real economy.  
Europe  
Effect of decrease in parts sales···················  
Effect of fluctuation in foreign currency  
translation rates······································  
Effect of decrease in research and  
(17,300)  
30,900  
54,800  
Yen in millions  
2009 vs. 2008  
change  
development expenses······················  
Effect of increase in cost reduction,  
Changes in operating income and loss:  
Effect of decrease in production  
expenses and other effects·············· (1,319,786)  
volume and vehicle unit sales and  
Total········································································· ¥(2,731,386)  
other operational factors··················· ¥(190,000)  
Effect of fluctuation in foreign  
currency translation rates ·················  
Effect of increase in cost reduction,  
expenses and other effects··············  
18,100  
Toyota’s operating income decreased by ¥2,731.3  
billion to an operating loss of ¥461.0 billion during  
fiscal 2009 compared with the prior fiscal year. This  
decrease was unfavorably affected by the ¥1,300.0  
billion decrease in vehicle unit sales and the  
changes in sales mix, the ¥1,319.7 billion increase  
in cost reduction, expenses and other effects, and  
the ¥17.3 billion decrease in parts sales, partially  
offset by the ¥54.8 billion decrease in research and  
development expenses.  
During fiscal 2009, operating income (before the  
elimination of intersegment profits) for significant  
geographic regions decreased by ¥1,677.8 billion  
in Japan, decreased by ¥695.5 billion in North  
America, decreased by ¥284.8 billion in Europe,  
(112,904)  
Total········································································· ¥(284,804)  
North America  
Yen in millions  
The decrease in Europe was mainly due to  
the ¥180.0 billion impact of decreases in both  
production volume and vehicle unit sales,  
partially offset by the ¥18.1 billion impact of  
fluctuations in foreign currency translation rates.  
The decreases in both production volume and  
vehicle unit sales in Europe was attributable  
to the significant decline in vehicle unit sales  
in western Europe compared to the prior fiscal  
year as a result of the rapid market contraction  
due to the financial crisis in the fall of 2008. The  
decreases are also attributable to the fiscal year  
2
009 vs. 2008  
change  
Changes in operating income and loss:  
Effect of decrease in production volume  
and vehicle unit sales and other  
operational factors······································· ¥(580,000)  
Effect of fluctuation in foreign  
Selling, General and Administrative Expenses  
Selling, general and administrative expenses  
increased by ¥36.2 billion, or 1.5%, to ¥2,534.7  
billion during fiscal 2009 compared with the  
prior fiscal year. This increase mainly reflects  
the ¥119.4 billion increase for the financial  
services operations, partially offset by the ¥95.2  
currency translation rates·················  
Effect of increase in cost reduction,  
expenses and other effects·············  
52,700  
(168,244)  
Total········································································ ¥(695,544)  
The decrease in North America was mainly due  
to the ¥400.0 billion impact of decreases in  
TOYOTA ANNUAL REPORT 2010  
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Corporate Information  
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Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
falling between periods of full model changes.  
the differences between the value of foreign  
currency denominated sales translated at  
prevailing exchange rates and the value of the  
sales amounts settled during the fiscal year,  
including those settled using forward foreign  
currency exchange contracts.  
Other income, net decreased by ¥227.2 billion  
to a loss of ¥189.1 billion during fiscal 2009  
compared with the prior fiscal year. This decrease  
was mainly due to the recognition of impairment  
losses on available-for sale securities.  
Net Income and Loss attributable to Toyota  
Motor Corporation  
Net income attributable to Toyota Motor  
Corporation decreased by ¥2,154.8 billion to a  
loss of ¥437.0 billion during fiscal 2009 compared  
with the prior fiscal year.  
in losses resulted primarily from favorable  
foreign currency translation adjustments in fiscal  
2009 to losses of ¥381.3 billion compared with  
losses of ¥461.1 billion in the prior fiscal year,  
and a decrease in unrealized holding losses  
on securities in fiscal 2009 to ¥293.1 billion  
compared with ¥347.8 billion in the prior fiscal  
year. The decrease in unrealized holding losses  
on securities was mainly due to the recognition of  
impairment losses on available-for sale securities.  
Asia  
Yen in millions  
2
009 vs. 2008  
change  
Changes in operating income and loss:  
Effect of decrease in production volume  
and vehicle unit sales and other  
operational factors········································  
Effect of fluctuation in foreign  
currency translation rates·················  
Effect of increase in cost reduction,  
expenses and other effects·············  
Total········································································  
Other Comprehensive Income and Loss  
¥
(24,400)  
(55,896)  
Other comprehensive losses decreased by ¥76.0  
billion to losses of ¥866.5 billion for fiscal 2009  
compared with the prior fiscal year. This decrease  
¥(80,296)  
Income Taxes  
The decrease in Asia was mainly due to the  
24.4 billion impact of the fluctuations in foreign  
The provision for income taxes decreased by  
¥968.0 billion to a tax benefit of ¥56.5 billion  
during fiscal 2009 compared with the prior fiscal  
year primarily due to the decrease in income  
before income taxes. The effective tax rate was  
10.1%, which was lower than its statutory tax  
rate in Japan primarily due to a recognition of  
valuation allowance for deferred tax assets at  
domestic and overseas subsidiaries.  
Segment Information  
¥
The following is a discussion of results of operations for each of Toyota’s operating segments. The amounts  
presented are prior to intersegment elimination.  
currency translation rates. The decrease in  
production volume and vehicle unit sales in Asia  
was primarily attributable to the sales decline  
in the market compared to the prior fiscal year  
following the financial crisis in the majority of  
Asian countries including Thailand.  
Yen in millions  
Year ended March 31,  
2009 vs. 2008 change  
2
008  
2009  
Amount  
¥(5,612,583)  
(2,566,781)  
¥ (120,806)  
(158,441)  
Percentage  
‒23.2%  
Net revenues ························· ¥24,177,306  
Operating income (loss)··  
Net revenues ························· ¥ 1,498,354  
Operating income (loss)··  
Net revenues ························· ¥ 1,346,955  
Operating income (loss)··  
Net revenues ························· ¥ (733,375)  
¥18,564,723  
Automotive:  
Financial Services:  
All Other:  
2,171,905  
(394,876)  
¥ 1,377,548  
(71,947)  
‒8.1%  
Other  
The decrease in Other was primarily due to the  
decrease in vehicle unit sales.  
Net Income and Loss attributable to the  
Noncontrolling Interest and Equity in Earnings  
of Affiliated Companies  
Net income and loss attributable to the  
noncontrolling interest decreased by ¥102.2  
billion to a loss of ¥24.2 billion during fiscal 2009  
compared with the prior fiscal year. This decrease  
was mainly due to a decrease in net income  
attributable to the shareholders of consolidated  
subsidiaries.  
Equity in earnings of affiliated companies  
during fiscal 2009 decreased by ¥227.4 billion, or  
84.2%, to ¥42.7 billion compared with the prior  
fiscal year. This decrease was due to a decrease  
in net income attributable to the shareholders of  
affiliated companies.  
86,494  
¥ 1,184,947  
9,913  
¥ (162,008)  
(23,167)  
‒12.0%  
‒70.0%  
33,080  
Other Income and Expenses  
Interest and dividend income decreased by  
Intersegment  
elimination/unallocated  
amount:  
¥
(597,648)  
(4,101)  
¥
135,727  
17,003  
¥27.3 billion, or 16.4%, to ¥138.4 billion during  
Operating income (loss)··  
(21,104)  
fiscal 2009 compared with the prior fiscal year  
mainly due to a decrease in interest income from  
marketable securities.  
Automotive Operations Segment  
in sales mix of approximately ¥3,400.0 billion,  
fluctuations in foreign currency translation rates  
of ¥1,833.8 billion and decreased parts sales  
during fiscal 2009.  
Operating income from the automotive  
operations decreased by ¥2,566.7 billion during  
fiscal 2009 compared with the prior year to an  
operating loss of ¥394.8 billion. This decrease  
Interest expense increased by ¥0.8 billion, or  
The automotive operations segment is Toyota’s  
largest operating segment by net revenues. Net  
revenues for the automotive segment decreased  
during fiscal 2009 by ¥5,612.6 billion, or 23.2%,  
compared with the prior fiscal year to ¥18,564.7  
billion. The decrease was primarily due to  
decreased vehicle unit sales and the changes  
1.7%, to ¥46.9 billion during fiscal 2009 compared  
with the prior fiscal year.  
Foreign exchange gains, net decreased by  
¥11.0 billion to a loss of ¥1.8 billion during  
fiscal 2009 compared with the prior fiscal year.  
Foreign exchange gains and losses include  
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Financial Section  
Ratio of credit loss experience in the United States is as follows:  
was primarily due to the decrease in vehicle unit  
sales and changes in sales mix of ¥1,300.0 billion,  
the increase in expenses of ¥491.3 billion, and  
the decrease in parts sales, partially offset by the  
decrease in research and development expenses.  
The decrease in vehicle unit sales and changes  
in sales mix reflected such factors as a substantial  
contraction of the automotive market caused  
by a rapid deterioration of the world economy  
following the financial crisis since the fall of  
in market share primarily of the finance subsidiary  
in North America.  
Year ended March 31,  
2008  
2009  
Operating income from financial services  
operations decreased by ¥158.5 billion to an  
operating loss of ¥72.0 billion during fiscal 2009  
compared with the prior fiscal year. This decrease  
was primarily due to the ¥170.0 billion increase  
in provision for credit losses, net charge-offs and  
the ¥70.0 billion increase in provision for residual  
value losses, and the ¥12.2 billion increase in  
valuation losses on interest rate swaps stated at  
fair value in sales finance subsidiaries primarily in  
the United States.  
The increase in provision for credit losses,  
net charge-offs is primarily attributable to the  
increase in provision for credit losses and net  
charge-offs in the United States due to the rise  
in the ratio of credit losses as a result of the  
economic downturn.  
Net charge-offs as a percentage of average gross earning assets:  
Finance receivables···································································································  
Operating lease···········································································································  
Total  
1.08%  
0.40%  
0.91%  
1.54%  
0.86%  
1.37%  
All Other Operations Segment  
Operating income from Toyota’s other  
operations segment decreased by ¥23.1 billion,  
or 70.0%, to ¥9.9 billion during fiscal 2009  
compared with the prior fiscal year.  
Net revenues for Toyota’s other operations  
segment decreased by ¥162.0 billion, or 12.0%,  
to ¥1,184.9 billion during fiscal 2009 compared  
with the prior fiscal year.  
2
008, as well as changes in the market structure  
resulting from a shift in consumer preference  
towards small vehicles and low-price vehicles.  
The increase in expenses is attributable to the  
inefficiency from decreased operational activity,  
increase in inventory reserve for the lower of cost  
or market, and the incurrence of product-quality  
related expenses in the first half of fiscal 2009.  
The increase in provision for residual value  
losses is primarily attributable to the decrease in  
the prices of used vehicles, particularly of large  
vehicles with low fuel economy, as a result of the  
economic downturn. The increase in valuation  
losses on interest rate swaps stated at fair value is  
attributable to the valuation losses on floating to  
fixed interest rate swaps that are not designated  
as hedges due to the decline in market interest  
rates.  
Financial Services Operations Segment  
Net revenues for the financial services operations  
decreased during fiscal 2009 by ¥120.8 billion,  
or 8.1%, compared to the prior fiscal year to  
¥
1,377.5 billion. This decrease was primarily  
due to the unfavorable impact of fluctuations  
in foreign currency translation rates of ¥195.0  
billion, which was partially offset by a higher  
volume of financing of ¥95.0 billion. Eliminating  
the difference in the Japanese yen value used  
for translation purposes, net revenues for its  
financial services operations would have been  
approximately ¥1,572.5 billion during fiscal 2009,  
a 5.0% increase compared with the prior fiscal  
year. The increase in net revenues from financial  
services operations, eliminating the difference  
in the Japanese yen value used for translation  
purposes, is primarily attributable to the increase  
in volume of financings as a result of an increase  
TOYOTA ANNUAL REPORT 2010  
52  
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Corporate Information  
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Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
Outlook  
Liquidity and capital resources  
While Toyota expects that an economic recovery  
trend in China will prevail across the Asian  
markets and developed countries will see a  
gradual economic recovery in fiscal 2011, Toyota  
also believes there is a risk of a downturn in the  
world economy during fiscal 2011 resulting  
from credit contraction in financial markets,  
unemployment, increases in raw material prices,  
and other factors.  
Toyota expects the automotive market to  
expand over the medium- to long-term  
particularly in resource-rich and emerging  
countries. Currently, the global competition in  
the automotive market has intensified, as shown  
in the fierce competition in the small and low-  
price vehicles markets, and the advancement of  
new technologies and introduction of new  
products in response to growing environmental  
awareness. For purposes of this outlook  
discussion, Toyota is assuming an average  
exchange rate of ¥90 to the U.S. dollar and ¥125  
to the euro. With the foregoing external factors  
in mind, Toyota expects that net revenues for  
fiscal 2011 will increase compared with fiscal  
selling expenses and incentives caused by  
strengthened sales promotion activities; which  
offset the factors increasing operating income.  
As a result, Toyota expects that operating income  
will increase in fiscal 2011 compared with fiscal  
2010. Also, Toyota expects income before income  
taxes and equity in earnings of affiliated  
companies and net income attributable to  
Toyota Motor Corporation will increase in fiscal  
2011. Exchange rate fluctuations can 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.”  
for further discussion.  
The foregoing statements are forward-looking  
statements based upon Toyota’s management’s  
assumptions and beliefs regarding exchange  
rates, market demand for Toyota’s products,  
economic conditions and others. Please see  
“Cautionary Statement Concerning Forward-  
Looking Statements”. 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, including those described in “Risk  
Factors”.  
Historically, Toyota has funded its capital  
expenditures and research and development  
activities primarily through cash generated by  
operations. In fiscal 2010, as in the prior fiscal year,  
Toyota funded cash partially through additional  
loans and issuance of notes, considering the  
future business climate as well as to ensure a  
sound financial base.  
In fiscal 2011, Toyota expects to sufficiently  
fund its capital expenditures and research  
and development activities primarily through  
cash and cash equivalents on hand, and cash  
generated by operations. Toyota will use its  
funds for the development of environment  
technologies, maintenance and replacement of  
manufacturing facilities, and the introduction  
of new products. See “Information on the  
Company ̶ Business Overview ̶ Capital  
Expenditures and Divestitures” for information  
regarding Toyota’s material capital expenditures  
and divestitures for fiscal 2008, 2009 and 2010,  
and information concerning Toyota’s principal  
capital expenditures and divestitures currently in  
progress.  
Toyota funds its financing programs for  
customers and dealers, including loans and  
leasing programs, from both cash generated by  
operations and borrowings by its sales 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 ¥2,558.5 billion for fiscal 2010, compared  
with ¥1,476.9 billion for the prior fiscal year.  
The increase in net cash provided by operating  
activities resulted primarily from a decrease  
in cash payment to suppliers attributable to  
the decrease in cost of products sold in the  
automotive operations, and cash payments for  
income taxes, partially offset by a decrease in cash  
collection received from sale of products due to  
a decrease in net revenue for the automotive  
operations.  
Netcashusedininvestingactivitieswas¥2,850.1  
billion for fiscal 2010, compared with ¥1,230.2  
billion for the prior fiscal year. The increase in net  
cash used in investing activities resulted primarily  
from an increase in purchases of marketable  
securities and security investments.  
Net cash provided or used by financing  
activities was a ¥277.9 billion decrease for fiscal  
2010, compared with ¥698.8 billion increase for  
the prior fiscal year. The decrease in net cash  
provided by financing activities resulted primarily  
from a decrease of short-term borrowings,  
partially offset by a decrease in dividends paid.  
Total capital expenditures for property,  
plant and equipment, excluding vehicles and  
equipment on operating leases, were ¥604.5  
billion during fiscal 2010, a decrease of 55.7% over  
the ¥1,364.5 billion in total capital expenditures  
during the prior fiscal year. The decrease in capital  
expenditures resulted primarily from a decrease  
of investments in Japan and North America.  
Total expenditures for vehicles and equipment  
on operating leases were ¥833.0 billion during  
fiscal 2010, a decrease of 13.3% over the ¥960.3  
billion in expenditures from the prior fiscal year.  
The decrease in expenditures for vehicles and  
equipment on operating leases resulted primarily  
from a decrease in investments in the financial  
2
010 as a result of an increase in vehicle unit  
sales. With respect to operating income, factors  
increasing operating income include cost  
reduction efforts, a decrease in depreciation and  
other efforts to decrease expenses. Toyota does  
not expect a significant increase in expenses  
related to recalls and other safety measures,  
compared with fiscal 2010. On the other hand,  
factors decreasing operating income include the  
assumed exchange rate of a stronger Japanese  
yen against the U.S. dollar in fiscal 2011 compared  
to the prior fiscal year as well as increases in  
TOYOTA ANNUAL REPORT 2010  
53  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
Liquid Assets*  
services operations.  
in “Information on the Company ̶ Business  
Overview Governmental Regulations,  
Environmental and Safety Standards”.  
or 35.4%, to ¥1,886.2 billion. This increase was  
primarily due to the increase in the volume of  
sales in the second half of fiscal 2010.  
Inventories decreased during fiscal 2010 by  
¥37.0 billion, or 2.5%, to ¥1,422.3 billion.  
in expenses related  
to the recalls and  
other safety mea-  
sures.  
Toyota expects investments in property,  
plant and equipment, excluding vehicles  
and equipment on operating leases, to be  
approximately ¥740.0 billion during fiscal 2011.  
Toyota’s expected investments include ¥440.0  
billion in Japan, ¥120.0 billion in North America,  
̶
(¥ Billion)  
5
,000  
Cash and cash equivalents were ¥1,865.7 billion  
as of March 31, 2010. Most of Toyota’s cash and  
cash equivalents are held in Japanese yen and  
in U.S. dollars. In addition, time deposits were  
¥392.7 billion and marketable securities were  
¥1,793.1 billion as of March 31, 2010.  
Liquid assets, which Toyota defines as cash and  
cash equivalents, time deposits, marketable debt  
securities and its investment in monetary trust  
funds, increased during fiscal 2010 by ¥1,069.1  
billion, or 25.3%, to ¥5,298.2 billion.  
4
,000  
Income taxes  
Total finance receivables, net increased during  
fiscal 2010 by ¥293.2 billion, or 3.1%, to ¥9,840.1  
billion. The increase in finance receivables, net  
is mainly due to increase in retail receivables,  
partially offset by fluctuations in foreign currency  
translation rates. As of March 31, 2010, finance  
receivables were geographically distributed as  
follows: in North America 61.9%, in Japan 12.8%,  
in Europe 10.3%, in Asia 4.7% and in Other 10.3%.  
Although Toyota maintains programs to sell  
finance receivables through qualifying special  
purpose entities, no sales of finance receivables  
were made during fiscal 2010.  
Marketable securities and other securities  
investments, including those included in current  
assets, increased during fiscal 2010 by ¥1,451.2  
billion, or 55.9%, primarily reflecting purchase of  
marketable securities and security investments,  
and an increase in the fair values of these  
securities and investments.  
Property, plant and equipment decreased  
during fiscal 2010 by ¥690.7 billion, or 9.3%,  
primarily reflecting the impacts of depreciation  
changes during the year and fluctuations in  
foreign currency translation rates, partially offset  
by the capital expenditures.  
Accounts and notes payable increased during  
fiscal 2010 by ¥657.0 billion, or 50.6%. This  
increase was primarily due to the increase in the  
volume of transactions in the second half of fiscal  
payable increased  
during fiscal 2010  
by ¥102.0 billion,  
or 199.0%, primar-  
ily as a result of an  
increase in income  
before income  
3,000  
¥
¥
40.0 billion in Europe, ¥90.0 billion in Asia and  
50.0 billion in Other.  
2
1
,000  
,000  
0
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  
taxes.  
2
011. However, there exists uncertainty with  
Toyota’stotalbor-  
rowings decreased  
during fiscal 2010  
by ¥105.2 billion,  
or 0.8%. Toyota’s  
short-term borrow-  
FY  
’06 ’07 ’08 ’09 ’10  
respect to Toyota’s obligations under current  
and future environment regulations as described  
Trade accounts and notes receivable, net  
increased during fiscal 2010 by ¥493.5 billion,  
*
Cash and cash equivalents, time  
deposits, marketable dept  
securities and investment in  
monetary trust funds  
Net Cash Provided by  
Operating Activities and  
Free Cash Flow*  
Capital Expenditures for  
Property, Plant and Equip-  
ment* and Depreciation  
Cash and Cash Equivalents  
at End of Year  
ings consist of loans with a weighted-average  
interest rate of 1.55% and commercial paper with  
a weighted-average interest rate of 0.44%. Short-  
term borrowings decreased during fiscal 2010 by  
¥338.0 billion, or 9.3%, to ¥3,279.6 billion. Toyota’s  
long-term debt consists of unsecured and  
secured loans, medium-term notes, unsecured  
notes and long-term capital lease obligations  
with interest rates ranging from 0.00% to 29.25%,  
and maturity dates ranging from 2010 to 2047.  
The current portion of long-term debt decreased  
during fiscal 2010 by ¥481.2 billion, or 17.8%,  
to ¥2,218.3 billion and the non-current portion  
increased by ¥714.0 billion, or 11.3%, to ¥7,015.4  
billion. The decrease in total borrowings primarily  
resulted from decrease in medium-term notes  
and short-term borrowings, partially offset by  
increase in long-term borrowings. As of March  
31, 2010, approximately 36% of long-term debt  
4
¥ Billion)  
(¥ Billion)  
1,600  
(¥ Billion)  
2,500  
,000  
,000  
,000  
,000  
0
2
,000  
3
2
1
1,200  
800  
400  
0
1
1
,500  
,000  
5
00  
0
FY  
’06 ’07 ’08 ’09 ’10  
FY  
’06 ’07 ’08 ’09 ’10  
FY  
’06 ’07 ’08 ’09 ’10  
Net cash provided by  
operating activities  
Free cash flow  
Capital expenditures  
Depreciation  
2010.  
*
Excluding vehicles and equipment  
on operating leases  
Accrued expenses increased during fiscal 2010  
by ¥195.2 billion, or 12.7%, reflecting the increase  
*
(Net cash provided by operating  
activities)-(Capital expenditures  
for property, plant and equipment,  
excluding vehicles and equipment  
on operating leases)  
TOYOTA ANNUAL REPORT 2010  
54  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
was denominated in Japanese yen, 21% in U.S.  
dollars, 13% in euros and 30% 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, 2010, Toyota’s total interest  
bearing debt was 120.8% of Toyota Motor  
Corporation shareholders’ equity, compared to  
The key element of Toyota’s financial strategy  
is maintaining a strong financial position that  
will allow Toyota to fund its research and  
development initiatives, capital expenditures  
and financing operations efficiently even if  
earnings experience short-term fluctuations.  
Toyota believes that it maintains 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 relatively low costs.  
Toyota’s ability to maintain its high credit ratings  
is subject to a number of factors, some of which  
are not within Toyota’s control. These factors  
include general economic conditions in Japan  
and the other major markets in which Toyota  
does business, as well as Toyota’s successful  
implementation of its business strategy.  
Off-balance sheet arrangements  
Toyota uses its securitization program as part of  
its funding through qualifying special purpose  
entities for its financial services operations. See  
note 7 to the consolidated financial statements  
regarding the impact of the securitization  
program on the consolidated financial  
statements.  
Lending commitments  
125.4% as of March 31, 2009.  
Credit Facilities with Credit Card Holders  
prudent. Although the loans are typically  
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 facilities  
according to the risks assumed in entering into  
the credit facility. Toyota’s financial services  
operation also provides financing to various  
multi-franchise dealer organizations, referred  
to as dealer groups, often as part of a lending  
consortium, for wholesale inventory financing,  
business acquisitions, facilities refurbishment,  
real estate purchases, and working capital  
requirements. Toyota’s outstanding credit  
facilities with dealers totaled ¥1,586.8 billion as  
of March 31, 2010.  
Toyota’s long-term debt is rated “AA” by  
Toyota’s financial services operation issues credit  
cards to customers. As customary for credit card  
businesses, Toyota maintains credit facilities  
with holders of credit cards issued by Toyota.  
These facilities are used upon each holder’s  
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 ¥130.3 billion as of  
March 31, 2010.  
Standard & Poor’s Ratings Group, “Aa2” by  
Moody’s Investors Services and “AAA” by Rating  
and Investment Information, Inc., as of May 31,  
2010. 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 decreased  
during fiscal 2010 by ¥106.1 billion, or 16.2%, to  
¥
547.6 billion. The unfunded pension liabilities  
Shareholders’ Equity  
and Equity Ratio  
relate primarily to the parent company and its  
overseas 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 employee. The  
unfunded pension liabilities decreased in fiscal  
15,000  
¥ Billion)  
%)  
100  
Guarantees  
1
2,000  
80  
60  
40  
20  
0
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  
as of March 31, 2010, 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  
payments.  
2
010 compared to the prior year primarily due to  
9
6
,000  
,000  
an increase in the fair value of plan assets. See  
note 19 to the consolidated financial statements  
for further discussion.  
Toyota’s treasury policy is to maintain controls  
on all exposures, to adhere to stringent  
counterparty credit standards, and to actively  
monitor marketplace exposures. Toyota remains  
centralized, and is pursuing global efficiency of  
its financial services operations through Toyota  
Financial Services Corporation.  
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 collateralized with liens on real estate,  
vehicle inventory, and/or other dealership  
assets, as appropriate. Toyota obtains a personal  
guarantee from the dealer or corporate  
guarantee from the dealership when deemed  
3,000  
0
FY  
’06 ’07 ’08 ’09 ’10  
Equity ratio (Right scale)  
TOYOTA ANNUAL REPORT 2010  
55  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
Yen in millions  
The maximum potential amount of future  
payments as of March 31, 2010 is ¥1,604.8 billion.  
Liabilities for these guarantees of ¥5.9 billion  
have been provided as of March 31, 2010. Under  
these guarantee contracts, Toyota is entitled  
to recover any amounts paid by it from the  
customers whose obligations it guaranteed.  
Total  
Amount of Commitment Expiration Per Period  
amounts  
Less than 1 year  
1 to 3 years  
3 to 5 years  
5 years and after  
committed  
Commercial Commitments (note 23):  
Maximum potential exposure to  
guarantees given in the  
1,604,893  
¥460,460  
¥460,460  
¥729,509  
¥729,509  
¥311,760  
¥311,760  
¥103,164  
¥103,164  
ordinary course of business  
Contractual obligations and commitments  
Total Commercial Commitments········· ¥1,604,893  
For information regarding debt obligations,  
capital lease obligations, 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  
purchases of certain raw materials, components  
and services. These arrangements may contain  
fixed/minimum quantity purchase requirements.  
Toyota enters into such arrangements to  
facilitate an adequate supply of these materials  
and services.  
Related party transactions  
Toyota does not have any significant related  
party transactions other than transactions with  
affiliated companies in the ordinary course  
of business. See note 12 to the consolidated  
financial statements for further discussion.  
The following tables summarize Toyota’s contractual obligations and commercial commitments as of  
March 31, 2010:  
Legislation regarding end-of-life vehicles  
Yen in millions  
Payments due by period  
In October 2000, the European Union enforced  
a directive that requires member states to  
promulgate regulations implementing the  
following:  
• vehicles 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  
• 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.  
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·····························································  
804,066  
2,475,607  
9,191,490  
42,243  
¥ 804,066  
2,475,607  
2,194,235  
24,089  
̶
̶
̶
̶
̶
̶
Commercial paper ·································  
Long-term debt* (note13)······················  
Capital lease obligations (note 13)·····  
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;  
4,232,077  
4,224  
1,464,523  
2,415  
1,300,655  
11,515  
Non-cancelable operating lease  
obligations (note 22) ····························  
51,953  
9,900  
14,629  
9,302  
18,122  
Commitments for the purchase of property,  
plant and other assets (note 23)······················  
74,529  
37,026  
20,879  
1,622  
15,002  
Total······························································· ¥12,639,888  
“Long-term debt” represents future principal payments.  
¥5,544,923  
¥4,271,809  
¥1,477,862  
¥1,345,294  
See note 23 to the consolidated financial  
statements for further discussion.  
*
• manufacturers may not use certain hazardous  
materials in vehicles sold after July 2003;  
Toyota is unable to make reasonable estimates  
of the period of cash settlement with respect to  
liabilities recognized for uncertain tax benefits,  
and accordingly such liabilities are excluded from  
the table above. See note 16 to the consolidated  
financial statements for further discussion.  
Toyota expects to contribute ¥111,112 million to  
its pension plans in fiscal 2011.  
Recent accounting pronouncements in the United States  
In June 2009, the Financial Accounting Standards  
Board (“FASB”) issued updated guidance of  
accounting for and disclosure of transfers and  
servicing. This guidance eliminates the concept  
of a qualifying special purpose entity, changes  
the requirements for derecognizing financial  
TOYOTA ANNUAL REPORT 2010  
56  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
assets, and requires additional disclosures about  
transfers of financial assets. This guidance is  
effective for fiscal year beginning after November  
This guidance changes how  
a
company  
consolidated fiscal year, as a result of significant  
changes in facts and circumstances, Toyota has  
employed an estimation model, to accrue at the  
time of vehicle sale, an amount that represents  
management’s best estimate of expenses related  
to future recalls and other safety measures. The  
estimation model for recalls and other safety  
measures takes into account Toyota’s historical  
experience and individual occurrences of recalls  
and other safety measures. This change resulted  
from Toyota’s most recent experience with  
recalls and other safety measures, changes in the  
operating processes such as the establishment  
of the Special Committee for Global Quality to  
address quality-related matters, as well as the  
broadening of the number of vehicles subject to  
recalls and other safety measures. Consequently,  
actual costs of recalls and other safety measures  
may differ from the estimated amounts.  
risk evaluation 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 primarily by two factors: frequency  
of occurrence and severity of loss. For evaluation  
purposes, exposures to credit loss are segmented  
into the two primary categories of “consumer”  
and “dealer”. Toyota’s consumer portfolio consists  
of smaller balances that are homogenous retail  
finance receivables and lease earning assets.  
The dealer portfolio consists of wholesale and  
other dealer financing receivables. The overall  
determines when a variable interest entity  
should be consolidated. This guidance is effective  
for fiscal year beginning after November 15,  
2009, and for interim period within the fiscal  
year. Management is evaluating the impact of  
adopting this guidance on Toyota’s consolidated  
financial statements.  
15, 2009, and for interim period within the fiscal  
year. Management is evaluating the impact of  
adopting this guidance on Toyota’s consolidated  
financial statements.  
In June 2009, FASB issued updated guidance of  
accounting for and disclosure of consolidation.  
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 liabilities at the  
date of the financial statements and the reported  
amounts of revenues and expenses during the  
periods presented. Toyota believes that of its  
significant accounting policies, the following  
may involve a higher degree of judgments,  
estimates and assumptions:  
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 current information on repair  
costs. The amount of warranty costs accrued  
also contains an estimate of warranty claim  
recoveries to be received from suppliers. The  
foregoing evaluations are inherently uncertain,  
as they require material estimates and some  
products’ warranties extend for several years.  
Consequently, actual warranty costs may 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.  
Toyota accrues for costs of recalls and other  
safety measures based on management’s  
estimates when it is probable a liability has  
been incurred and the amount of loss can be  
reasonably estimated. Prior to the fourth quarter  
of this fiscal year, amounts were accrued based  
on individual occurrences of recalls and other  
safety measures. During the fourth quarter of this  
Allowance for Doubtful Accounts  
and Credit Losses  
Natures of estimates and assumptions  
Sales financing and finance lease receivables  
consist of retail installment sales contracts  
secured by passenger cars and commercial  
vehicles. Collectability 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-  
Product Warranty  
Toyota generally warrants its products against  
certain manufacturing and other defects.  
Product warranties are provided for specific  
periods of time and/or usage of the product and  
vary depending upon the nature of the product,  
the geographic location of the sale and other  
factors. All product warranties are consistent  
with commercial practices. Toyota includes a  
provision for estimated product warranty costs  
as a component of cost of sales at the time the  
related sale is recognized. The accrued warranty  
costs represent management’s best estimate  
TOYOTA ANNUAL REPORT 2010  
57  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
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.  
Toyota utilizes industry published information  
and its own historical experience to determine  
estimated residual values for these vehicles.  
Toyota evaluates the recoverability of the  
carrying values of its leased vehicles for  
impairment when there are indications of  
declines in residual values, and if impaired,  
Toyota recognizes an allowance for its residual  
values. In addition, to the extent that sales  
incentives remain an integral part of sales  
promotion with the effect of reducing new  
vehicle prices, resale prices of used vehicles  
and, correspondingly, the fair value of Toyota’s  
leased vehicles could be subject to downward  
pressure. If resale prices of used vehicles decline,  
future operating results of the financial services  
operations are likely to be adversely affected  
by incremental charges to reduce estimated  
residual values. Throughout the life of the lease,  
management performs periodic evaluations  
of estimated end-of-term market values to  
determine whether estimates used in the  
determination of the contractual residual value  
are still considered reasonable. Factors affecting  
the estimated residual value at lease maturity  
include, but are not limited to, new vehicle  
incentive programs, new vehicle pricing, used  
vehicle supply, projected vehicle return rates,  
and projected loss severity. The vehicle return  
rate represents the number of leased vehicles  
returned at contract maturity and sold by Toyota  
during the period as a percentage of the number  
of lease contracts that, as of their origination  
dates, were scheduled to mature in the same  
period. A higher rate of vehicle returns exposes  
Toyota to higher potential losses incurred at  
lease termination. 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.  
Sensitivity analysis  
Pension Costs and Obligations  
The following table illustrates the effect of an  
assumed change in the vehicle return rate, which  
Toyota believes 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.  
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.  
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 determines the expected rates of return  
for pension assets after considering several  
applicable factors including, the composition  
of plan assets held, assumed risks of asset  
management, historical results of the returns on  
plan assets, Toyota’s principal policy for plan asset  
management, and forecasted market conditions.  
A weighted-average discount rate of 2.8% and  
a weighted-average expected rate of return on  
plan assets of 3.6% are the results of assumptions  
used for the various pension plans in calculating  
Toyota’s consolidated pension costs for fiscal  
2010. 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 2010.  
Sensitivity analysis  
The level of credit losses, which could significantly  
impact Toyota’s results of operations, is  
influenced primarily by two factors: frequency  
of occurrence and severity of loss. The overall  
allowance for credit losses is evaluated at least  
quarterly, considering a variety of assumptions  
and factors to determine whether reserves are  
considered adequate to cover probable losses.  
The following table illustrates the effect of an  
assumed change in expected severity of loss,  
which Toyota believes is one of the key critical  
estimates for determining the allowance for  
credit losses, assuming all other assumptions  
are held consistent. The table below represents  
the impact on the allowance for credit losses  
in Toyota’s financial services operations as  
any change impacts most significantly on the  
financial services operations.  
Yen in millions  
Effect on the residual  
value losses over  
the remaining terms  
of the operating leases  
on and after April 1, 2010  
1
percent increase in  
vehicle return rate ·········  
¥2,047  
Impairment of Long-Lived Assets  
Toyota periodically reviews the carrying value of  
its long-lived assets held and used and assets to  
be disposed of, including intangible assets, when  
events and circumstances warrant such a review.  
This review is performed using estimates of  
future cash flows. If the carrying value of a long-  
lived asset is considered impaired, an impairment  
charge is recorded for the amount by which the  
carrying value of the long-lived asset exceeds  
its fair value. Management believes that the  
estimates of future cash flows and fair values  
are reasonable. However, changes in estimates  
of such cash flows and fair values would affect  
the evaluations and negatively affect future  
operating results of the automotive operations.  
Yen in millions  
Effect on the allowance  
for credit losses  
as of March 31, 2010  
1
0 percent increase in  
expected severity of loss··  
¥14,421  
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 ANNUAL REPORT 2010  
58  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
Sensitivity analysis  
return on plan assets, which Toyota believes are  
critical estimates in determining pension costs  
and obligations, assuming all other assumptions  
are consistent.  
Market risk disclosures  
The following table illustrates the effects of  
assumed changes in weighted-average discount  
rate and the weighted-average expected rate of  
Toyota is exposed to market risk from changes  
in foreign currency 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.  
Foreign Currency Exchange Rate Risk  
Toyota has foreign currency exposures related to  
buying, selling and financing in currencies other  
than the local currencies in which it operates.  
Toyota is exposed to foreign currency risk related  
to future earnings or assets and liabilities that are  
exposed due to operating cash flows and various  
financial instruments that are denominated in  
foreign currencies. Toyota’s most significant  
foreign currency exposures relate to the U.S.  
dollar and the euro.  
Toyota uses a value-at-risk analysis (“VAR”)  
to evaluate its 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 ¥114.1 billion as of March 31,  
2009 and ¥148.9 billion as of March 31, 2010.  
Based on Toyota’s overall currency exposure  
(including derivative positions), the risk during  
the year ended March 31, 2010 to pre-tax cash  
flow from currency movements was on average  
¥135.5 billion, with a high of ¥148.9 billion and a  
low of ¥123.8 billion.  
Yen in millions  
Effect on pre-tax income  
Effect on PBO  
as of March 31, 2010  
for the year ended  
March 31, 2011  
Discount rates  
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 recognizes 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 agreements and  
interest rate options. Anticipated transactions  
denominated in foreign currencies that are  
covered by Toyota’s derivative hedging are not  
included in the market risk analysis. Although  
operating leases are not required to be included,  
Toyota has included these instruments in  
determining interest rate risk.  
0
0
.5% decrease····································································  
.5% increase·····································································  
¥ (10,057)  
9,603  
¥ 127,971  
(118,378)  
Expected rate of return on plan assets  
0
0
.5% decrease····································································  
.5% increase·····································································  
¥ (5,895)  
5,895  
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 fair value.  
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 estimates involved in the estimating of fair  
value in the absence of quoted market values.  
These estimates are based upon valuation  
methodologies deemed appropriate under the  
circumstances. However, the use of different  
assumptions may have a material effect on the  
estimated fair value amounts.  
Deferred Tax Assets  
Toyota estimates whether future taxable income  
is sufficient at a particular tax-paying component  
and records valuation allowances to reduce  
deferred tax assets when it is more likely than  
not that a tax benefit will not be realized in the  
future periods. Actual taxable income may differ  
from the estimated amounts due to various  
assumptions used to estimate future taxable  
income. If additional valuation allowance is  
recorded due to lower actual taxable income  
than estimated amounts it would negatively  
affect future operating results.  
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.  
Marketable Securities and Investments in  
Affiliated Companies  
Interest Rate Risk  
Toyota is subject to market risk from exposures  
to changes in interest rates based on its  
financing, investing and cash management  
activities. Toyota enters into various financial  
instrument transactions to maintain the desired  
level of exposure to the risk of interest rate  
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  
TOYOTA ANNUAL REPORT 2010  
59  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Management's Discussion and Analysis of  
Financial Condition and Results of Operations  
Financial Section  
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 ¥55.8  
billion as of March 31, 2009 and ¥ 67.8 billion as  
of March 31, 2010.  
commodity price risk by holding minimum stock  
levels.  
Equity Price Risk  
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 ¥798.2 billion as of March 31,  
2009 and ¥852.7 billion as of March 31, 2010.  
The potential change in the fair value of these  
investments, assuming a 10% change in prices,  
would be approximately ¥79.8 billion as of March  
31, 2009 and ¥85.3 billion as of March 31, 2010.  
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 periods  
to repricing, they may not react correspondingly  
to changes in market interest rates. Also, the  
interest rates on certain types of assets and  
liabilities may fluctuate with changes in market  
interest rates, while interest rates on other types  
of assets may lag behind changes in market  
rates. Finance receivables are less susceptible to  
prepayments when interest rates change and,  
as a result, Toyota’s model does not address  
prepayment 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 derivative instruments  
to hedge the price risk associated with the  
purchase of those commodities and controls its  
TOYOTA ANNUAL REPORT 2010  
60  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Consolidated Balance Sheets  
Toyota Motor Corporation  
March 31, 2009 and 2010  
U.S. dollars  
U.S. dollars  
in millions  
Yen in millions  
2009 2010  
Yen in millions  
2009 2010  
in millions  
ASSETS  
Current assets  
2010  
LIABILITIES AND SHAREHOLDERS’ EQUITY  
Current liabilities  
2010  
Cash and cash equivalents············································································ ¥ 2,444,280 ¥ 1,865,746  
$20,053  
4,221  
19,273  
Short-term borrowings··················································································· ¥ 3,617,672 ¥3,279,673  
$35,250  
23,843  
21,029  
6,153  
18,658  
1,648  
Time deposits·······································································································  
Marketable securities ·······················································································  
Trade accounts and notes receivable, less allowance for  
doubtful accounts of ¥15,034 million in 2009 and  
45,178  
495,326  
392,724  
1,793,165  
Current portion of long-term debt···························································  
Accounts payable ······························································································  
Other payables ····································································································  
Accrued expenses······························································································  
Income taxes payable······················································································  
Other current liabilities····················································································  
Total current liabilities ···········································································  
2,699,512  
1,299,455  
670,634  
1,540,681  
51,298  
2,218,324  
1,956,505  
572,450  
1,735,930  
153,387  
¥
13,735 million ($148 million) in 2010··············································  
1,392,749  
3,891,406  
332,722  
1,459,394  
605,331  
1,886,273  
4,209,496  
360,379  
1,422,373  
632,164  
20,274  
45,244  
3,873  
15,288  
6,795  
Finance receivables, net·················································································  
Other receivables·······························································································  
Inventories·············································································································  
Deferred income taxes····················································································  
Prepaid expenses and other current assets·········································  
Total current assets ······················································································  
710,041  
10,589,293 10,686,214  
769,945  
8,275  
114,856  
Long-term liabilities  
632,543  
11,298,929 13,073,604  
511,284  
5,495  
140,516  
Long-term debt···································································································  
Accrued pension and severance costs···················································  
Deferred income taxes····················································································  
Other long-term liabilities ·············································································  
Total long-term liabilities·····································································  
6,301,469  
634,612  
642,293  
293,633  
7,872,007  
7,015,409  
678,677  
813,221  
225,323  
8,732,630  
75,402  
7,294  
8,741  
2,422  
93,859  
Noncurrent finance receivables, net···························································  
5,655,545  
5,630,680  
60,519  
Investments and other assets  
Marketable securities and other securities investments···············  
Affiliated companies ························································································  
Employees receivables····················································································  
Other·························································································································  
Total investments and other assets·····················································  
2,102,874  
1,826,375  
69,523  
707,110  
4,705,882  
2,256,279  
1,879,320  
67,506  
730,997  
4,934,102  
24,251  
20,199  
725  
7,857  
53,032  
Shareholders’ equity  
Toyota Motor Corporation shareholders' equity  
Common stock, no par value,  
authorized: 10,000,000,000 shares in 2009 and 2010;  
issued: 3,447,997,492 shares in 2009 and 2010·····························  
Additional paid-in capital ··············································································  
Retained earnings······························································································  
Accumulated other comprehensive income (loss)··························  
Treasury stock, at cost, 312,115,017 shares in 2009 and  
397,050  
501,211  
397,050  
501,331  
4,268  
5,388  
Property, plant and equipment  
Land···························································································································  
Buildings ·················································································································  
Machinery and equipment···········································································  
Vehicles and equipment on operating leases····································  
Construction in progress················································································  
Total property, plant and equipment, at cost································  
Less̶Accumulated depreciation····························································  
Total property, plant and equipment, net·······································  
1,257,409  
3,633,954  
9,201,093  
2,836,881  
263,602  
1,261,349  
3,693,972  
9,298,967  
2,613,248  
226,212  
13,557  
39,703  
99,946  
28,087  
2,432  
11,531,622 11,568,602  
(1,107,781) (846,835)  
124,340  
(9,102)  
312,002,149 shares in 2010······································································  
(1,260,895) (1,260,425)  
10,061,207 10,359,723  
539,530 570,720  
10,600,737 10,930,443  
(13,547)  
111,347  
6,134  
Total Toyota Motor Corponration shareholders’ equity······  
17,192,939 17,093,748  
(9,791,258) (10,382,847) (111,596)  
7,401,681  
183,725  
Noncontrolling interest ·······················································································  
Total shareholders’ equity ···································································  
Commitments and contingencies  
117,481  
6,710,901  
72,129  
Total assets······································································································· ¥29,062,037 ¥30,349,287  
$326,196  
Total liabilities and shareholders’ equity··································· ¥29,062,037 ¥30,349,287  
$326,196  
The accompanying notes are an integral part of these consolidated financial statements.  
TOYOTA ANNUAL REPORT 2010  
61  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Consolidated Statements of Income  
Financial Section  
Toyota Motor Corporation  
For the years ended March 31, 2008, 2009 and 2010  
U.S. dollars  
in millions  
Yen in millions  
2008  
2009  
2010  
2010  
Net revenues  
Sales of products··········································································································································  
Financing operations·································································································································  
¥ 24,820,510  
1,468,730  
¥ 19,173,720  
1,355,850  
¥17,724,729  
1,226,244  
$190,507  
13,180  
26,289,240  
20,529,570  
18,950,973  
203,687  
Costs and expenses  
Cost of products sold·································································································································  
Cost of financing operations··················································································································  
Selling, general and administrative····································································································  
20,452,338  
1,068,015  
2,498,512  
17,468,416  
987,384  
15,971,496  
712,301  
2,119,660  
18,803,457  
171,663  
7,656  
22,782  
202,101  
2,534,781  
20,990,581  
24,018,865  
Operating income (loss)·······························································································································  
2,270,375  
(461,011)  
147,516  
1,586  
Other income (expense)  
Interest and dividend income···············································································································  
Interest expense ···········································································································································  
Foreign exchange gain (loss), net ·······································································································  
Other income (loss), net···························································································································  
165,676  
(46,113)  
9,172  
138,467  
(46,882)  
(1,815)  
78,224  
(33,409)  
68,251  
30,886  
143,952  
841  
(359)  
733  
332  
1,547  
38,112  
(189,140)  
(99,370)  
166,847  
Income (loss) before income taxes and  
2
,437,222  
911,495  
270,114  
(560,381)  
(56,442)  
42,724  
291,468  
92,664  
45,408  
244,212  
(34,756)  
209,456  
3,133  
996  
488  
2,625  
(374)  
2,251  
equity in earnings of affiliated companies···················································································  
Provision for income taxes ·························································································································  
Equity in earnings of affiliated companies························································································  
Net income (loss)··············································································································································  
Less: Net (income) loss attributable to the noncontrolling interest···································  
Net income (loss) attributable to Toyota Motor Corporation ················································  
1,795,841  
(77,962)  
¥ 1,717,879  
(461,215)  
24,278  
¥
(436,937)  
¥
$
Yen  
U.S. dollars  
Net income (loss) attributable to Toyota Motor Corporation per share  
̶
Basic·······························································································································································  
Diluted··························································································································································  
¥ 540.65  
¥ 540.44  
¥ (139.13)  
¥ (139.13)  
¥ 66.79  
¥ 66.79  
$ 0.72  
$ 0.72  
̶
Cash dividends per share···························································································································  
¥ 140.00  
¥ 100.00  
¥ 45.00  
$ 0.48  
The accompanying notes are an integral part of these consolidated financial statements.  
TOYOTA ANNUAL REPORT 2010  
62  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FCinoanncsiaol Sleidctaiotned Statements of Shareholders’Equity  
Toyota Motor Corporation  
For the years ended March 31, 2008, 2009 and 2010  
Yen in millions  
Total  
Accumulated  
Toyota Motor  
Corporation  
shareholders’  
equity  
Additional  
paid-in  
capital  
other  
Treasury  
stock,  
at cost  
Total  
shareholders’  
equity  
Common  
stock  
Retained  
earnings  
comprehensive  
income (loss)  
Noncontrolling  
interest  
Balances at March 31, 2007·······················································································································  
Equity transaction with noncontrolling interests and other ····················································  
Issuance during the year······························································································································  
Comprehensive income  
¥397,050  
¥497,593  
¥11,764,713  
¥701,390  
¥(1,524,654)  
¥11,836,092  
¥628,244  
10,330  
¥12,464,336  
10,330  
3,475  
3,475  
3,475  
Net income·····················································································································································  
Other comprehensive income (loss)  
1,717,879  
1,717,879  
77,962  
1,795,841  
Foreign currency translation adjustments ···············································································  
Unrealized losses on securities, net of reclassification adjustments ··························  
Pension liability adjustments···········································································································  
Total comprehensive income···············································································································  
Dividends paid to Toyota Motor Corporation shareholders·····················································  
Dividends paid to noncontrolling interests·······················································································  
Purchase and reissuance of common stock······················································································  
Retirement of common stock ···················································································································  
Balances at March 31, 2008·······················································································································  
Equity transaction with noncontrolling interests and other···················································  
Issuance during the year······························································································································  
Comprehensive loss  
(461,189)  
(347,829)  
(133,577)  
(461,189)  
(347,829)  
(133,577)  
775,284  
(20,128)  
(13,734)  
(7,068)  
37,032  
(481,317)  
(361,563)  
(140,645)  
812,316  
(430,860)  
(18,939)  
(314,464)  
̶
(430,860)  
(430,860)  
(18,939)  
(314,464)  
646,681  
(1,192,437)  
(314,464)  
̶
11,869,527  
(3,499)  
497,569  
(643,182)  
12,408,550  
397,050  
(241,205)  
656,667  
(30,645)  
12,526,194  
(30,645)  
3,642  
3,642  
3,642  
Net loss ·····························································································································································  
Other comprehensive income (loss)  
(436,937)  
(436,937)  
(24,278)  
(461,215)  
Foreign currency translation adjustments ···············································································  
Unrealized losses on securities, net of reclassification adjustments ··························  
Pension liability adjustments···········································································································  
Total comprehensive loss·······················································································································  
Dividends paid to Toyota Motor Corporation shareholders·····················································  
Dividends paid to noncontrolling interests·······················································································  
Purchase and reissuance of common stock······················································································  
Balances at March 31, 2009·······················································································································  
Equity transaction with noncontrolling interests and other ····················································  
Issuance during the year······························································································································  
Comprehensive income  
(381,303)  
(293,101)  
(192,172)  
(381,303)  
(293,101)  
(192,172)  
(1,303,513)  
(439,991)  
(18,865)  
(13,590)  
(8,874)  
(400,168)  
(306,691)  
(201,046)  
(1,369,120)  
(439,991)  
(20,885)  
(68,458)  
10,600,737  
(4,864)  
(65,607)  
(439,991)  
(20,885)  
(68,458)  
(1,260,895)  
(68,458)  
10,061,207  
(2,116)  
397,050  
501,211  
(2,116)  
2,236  
11,531,622  
(1,107,781)  
539,530  
(2,748)  
2,236  
2,236  
Net income·····················································································································································  
Other comprehensive income  
209,456  
209,456  
34,756  
244,212  
Foreign currency translation adjustments ···············································································  
Unrealized gains on securities, net of reclassification adjustments····························  
Pension liability adjustments···········································································································  
Total comprehensive income···············································································································  
Dividends paid to Toyota Motor Corporation shareholders·····················································  
Dividends paid to noncontrolling interests·······················································································  
Purchase and reissuance of common stock······················································································  
Balances at March 31, 2010·······················································································································  
9,894  
176,407  
74,645  
9,894  
176,407  
74,645  
470,402  
(172,476)  
5,721  
4,095  
98  
15,615  
180,502  
74,743  
515,072  
(172,476)  
(10,732)  
470  
44,670  
(172,476)  
(10,732)  
470  
¥(1,260,425)  
470  
¥10,359,723  
¥397,050  
¥501,331  
¥11,568,602  
¥(846,835)  
¥570,720  
¥10,930,443  
TOYOTA ANNUAL REPORT 2010  
63  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FCinoanncsiaol Sleidctaiotned Statements of Shareholders’Equity  
Toyota Motor Corporation  
For the years ended March 31, 2008, 2009 and 2010  
U.S. dollars in millions  
Total  
Accumulated  
Toyota Motor  
Corporation  
shareholders’  
equity  
Additional  
paid-in  
capital  
other  
Treasury  
stock,  
Total  
shareholders’  
equity  
Common  
stock  
Retained  
earnings  
comprehensive  
income (loss)  
Noncontrolling  
interest  
at cost  
Balances at March 31, 2009·······················································································································  
Equity transaction with noncontrolling interests and other ····················································  
Issuance during the year······························································································································  
Comprehensive income  
$4,268  
$5,387  
(23)  
$123,943  
$(11,907)  
$(13,552)  
$108,139  
(23)  
$5,798  
(29)  
$113,937  
(52)  
24  
24  
24  
Net income·····················································································································································  
Other comprehensive income  
2,251  
2,251  
374  
2,625  
Foreign currency translation adjustments ···············································································  
Unrealized gains on securities, net of reclassification adjustments····························  
Pension liability adjustments···········································································································  
Total comprehensive income···············································································································  
Dividends paid to Toyota Motor Corporation shareholders·····················································  
Dividends paid to noncontrolling interests·······················································································  
Purchase and reissuance of common stock······················································································  
Balances at March 31, 2010·······················································································································  
107  
1,896  
802  
107  
1,896  
802  
5,056  
(1,854)  
61  
44  
1
168  
1,940  
803  
5,536  
(1,854)  
(115)  
480  
(1,854)  
(115)  
5
5
5
$4,268  
$5,388  
$124,340  
$ (9,102)  
$(13,547)  
$111,347  
$6,134  
$117,481  
The accompanying notes are an integral part of these consolidated financial statements.  
TOYOTA ANNUAL REPORT 2010  
64  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Consolidated Statements of Cash Flows  
Financial Section  
Toyota Motor Corporation  
For the years ended March 31, 2008, 2009 and 2010  
U.S. dollars  
U.S. dollars  
in millions  
Yen in millions  
Yen in millions  
2009  
in millions  
2
008  
2009  
2010  
2010  
2008  
2010  
2010  
Cash flows from operating activities  
Cash flows from investing activities  
Additions to finance receivables ······································ ¥ (8,647,717) ¥ (8,612,111) ¥(7,806,201)  
Net income (loss)········································································· ¥ 1,795,841 ¥ (461,215) ¥ 244,212  
$ 2,625  
$(83,902)  
80,714  
90  
Adjustments to reconcile net income (loss) to net  
Collection of finance receivables······································  
7,223,573  
109,124  
8,143,804  
11,290  
7,509,578  
8,390  
cash provided by operating activities  
Proceeds from sale of finance receivables ··················  
Additions to fixed assets excluding equipment  
Depreciation ········································································ 1,491,135  
Provision for doubtful accounts and credit  
losses························································································  
Pension and severance costs, less payments·····  
1,495,170 1,414,569  
15,204  
leased to others····································································· (1,480,570) (1,364,582)  
(604,536)  
(833,065)  
(6,498)  
(8,954)  
122,790  
(54,341)  
45,437  
257,433  
(20,958)  
68,682  
100,775  
1,254  
46,937  
1,083  
13  
505  
Additions to equipment leased to others···················· (1,279,405)  
Proceeds from sales of fixed assets  
(960,315)  
Losses on disposal of fixed assets·····························  
Unrealized losses on available-for-sale securi-  
ties, net····················································································  
Deferred income taxes···················································  
Equity in earnings of affiliated companies ··········  
67,551  
47,386  
52,473  
564  
4,999  
excluding equipment leased to others····················  
Proceeds from sales of equipment leased to  
others··························································································  
Purchases of marketable securities and security  
11,346  
81,458  
220,920  
(194,990)  
(42,724)  
2,486  
25,537  
27  
274  
375,881  
528,749  
465,092  
investments············································································· (1,151,640)  
Proceeds from sales of marketable securities  
(636,030) (2,412,182)  
(25,926)  
828  
(270,114)  
(45,408)  
(488)  
Changes in operating assets and liabilities, and  
165,495  
800,422  
675,455  
77,025  
and security investments·················································  
Proceeds upon maturity of marketable  
other  
(
Increase) decrease in accounts and notes  
receivable ····································································  
821,915  
1,031,716  
11,089  
securities and security investments···························  
(206,793)  
(149,984)  
(82,737)  
62,241  
7
91,481  
(576,711)  
56,059  
(6,199)  
603  
1,048  
6,978  
Payment for additional investments in affiliated  
companies,net of cash acquired··································  
(
Increase) decrease in inventories·······················  
192,379  
9,923  
(4,406)  
(45)  
(1,020)  
(11)  
(
Increase) decrease in other current assets····  
97,494  
Changes in investments and other assets,  
(74,687)  
135,757  
(337,454)  
(3,627)  
Increase (decrease) in accounts payable·········  
(837,402)  
649,214  
and other··················································································  
Increase (decrease) in accrued income  
Net cash used in investing activities····················· ¥ (3,874,886) ¥ (1,230,220) ¥(2,850,184)  
$(30,634)  
taxes ····················································································  
(118,030)  
206,911  
46,464  
(251,868)  
(41,819)  
291,893  
102,207  
213,341  
226,564  
1,098  
2,293  
2,435  
Increase (decrease) in other current liabilities···  
Other···················································································  
Cash flows from financing activities  
Proceeds from issuance of long-term debt················ ¥ 3,349,812 ¥ 3,506,990 ¥ 3,178,310  
Payments of long-term debt ·············································· (2,310,008) (2,704,078) (2,938,202)  
$ 34,161  
(31,580)  
(3,605)  
(1,854)  
(110)  
Net cash provided by operating activities· ¥ 2,981,624 ¥ 1,476,905 ¥2,558,530  
$ 27,499  
Increase (decrease) in short-term borrowings··········  
Dividends paid············································································  
Purchase of common stock, and other ·························  
408,912  
(430,860)  
(311,667)  
406,507  
(439,991)  
(70,587)  
(335,363)  
(172,476)  
(10,251)  
Net cash provided by (used in) financing  
activities············································································  
Effect of exchange rate changes on cash and  
cash equivalents···········································································  
7
06,189  
698,841  
(277,982)  
(2,988)  
(84,759)  
(271,832)  
1,900,379  
(129,793)  
815,733  
(8,898)  
(578,534)  
2,444,280  
(95)  
(6,218)  
26,271  
Net increase (decrease) in cash and cash equivalents  
Cash and cash equivalents at beginning of year··········  
1,628,547  
Cash and cash equivalents at end of year ························ ¥ 1,628,547 ¥ 2,444,280 ¥ 1,865,746  
$ 20,053  
The accompanying notes are an integral part of these consolidated financial statements.  
TOYOTA ANNUAL REPORT 2010  
65  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
1
Nature of operations:  
exchange rates and all income and expense  
accounts of those subsidiaries are translated at  
the average exchange rates for each period. The  
foreign currency translation adjustments are  
included as a component of accumulated other  
comprehensive income.  
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.  
are recognized on a straight-line basis over the  
lease term.  
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 dealers and their  
customers to support the sales of vehicles and  
other products manufactured by Toyota.  
Other costs  
Advertising and sales promotion costs are  
expensed as incurred. Advertising costs were  
¥484,508 million, ¥389,242 million and ¥304,375  
million ($3,271 million) for the years ended March  
31, 2008, 2009 and 2010, respectively.  
2
Summary of significant accounting policies:  
Toyota generally warrants its products against  
certain manufacturing and other defects.  
Provisions for product warranties are provided  
for specific periods of time and/or usage of the  
product and vary depending upon the nature of  
the product, the geographic location of the sale  
and other factors. Toyota records a provision for  
estimated product warranty costs at the time the  
related sale is 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.  
In addition to product warranties above,  
Toyota accrues for costs of recalls and other  
safety measures based on management’s  
estimates when it is probable a liability has  
been incurred and the amount of loss can be  
reasonably estimated. Prior to the fourth quarter  
of this fiscal year, amounts were accrued based  
on individual occurrences of recalls and other  
safety measures. During the fourth quarter of this  
consolidated fiscal year, as a result of significant  
changes in facts and circumstances, Toyota has  
employed an estimation model, to accrue at the  
time of vehicle sale, an amount that represents  
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 U.S. GAAP.  
other-than-temporary. Investments in non-  
public companies in which Toyota does not  
exercise significant influence (generally less than  
a 20% ownership interest) are stated at cost. The  
accounts of variable interest entities as defined  
by U.S. GAAP are included in the consolidated  
financial statements, if applicable.  
Revenue recognition  
Revenues from sales of vehicles and parts are  
generally recognized upon delivery which is  
considered to have occurred when the dealer  
has taken title to the product and the risk and  
reward of ownership have been 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 determined in the  
related incentive program.  
Revenuesfromthesalesofvehiclesunderwhich  
Toyota conditionally guarantees the minimum  
resale value are recognized on a pro rata basis  
from the date of sale to the first exercise date of  
the guarantee in a manner similar to operating  
lease accounting. The underlying vehicles of  
these transactions are recorded as assets and  
are depreciated in accordance with Toyota’s  
depreciation policy.  
Estimates  
Significant accounting policies after reflecting  
adjustments for the above are as follows:  
The preparation of Toyota’s consolidated  
financial statements in conformity with U.S. GAAP  
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 significant  
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, other-than-  
temporary losses on marketable securities and  
valuation allowance for deferred tax assets.  
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 companies in which Toyota  
exercises significant influence, but which it  
does not control, are stated at cost plus equity  
in undistributed earnings. Consolidated net  
income includes Toyota’s equity in current  
earnings of such companies, after elimination  
of unrealized intercompany profits. Investments  
in such companies are reduced to net realizable  
value if a decline in market value is determined  
Translation of foreign currencies  
All asset and liability accounts of foreign  
subsidiaries and affiliates are translated into  
Japanese yen at appropriate year-end current  
Revenues from retail financing contracts and  
finance leases are recognized using the effective  
yield method. Revenues from operating leases  
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management’s best estimate of expenses related  
to future recalls and other safety measures. The  
estimation model for recalls and other safety  
measures takes into account Toyota’s historical  
experience and individual occurrences of recalls  
and other safety measures. This change resulted  
from Toyota’s most recent experience with  
recalls and other safety measures changes in the  
operating processes such as the establishment  
of the Special Committee for Global Quality to  
address quality-related matters, as well as the  
broadening of the number of vehicles subject to  
recalls and other safety measures. This change  
has resulted in a decrease in each of operating  
income and income before income taxes and  
equity in earnings of affiliated companies by  
comprehensive income in shareholders’ equity,  
net of applicable taxes. Individual securities  
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.  
of return over the term of the related contracts.  
Wholesale and other dealer loan receivables are  
placed on nonaccrual status when full payment  
of principal or interest is in doubt or principal or  
interest is 90 days or more contractually past due,  
whichever occurs first. Retail and finance lease  
receivables are not placed on nonaccrual status.  
Rather, these receivables are charged off when  
payments due are no longer expected to be  
received or the account is 120 days contractually  
delinquent, whichever occurs first.  
Interest income on nonaccrual receivables is  
recognized only to the extent it is received in  
cash. Accounts are restored to accrual status  
only when principal and interest payments  
are brought current and future payments are  
reasonably assured.  
reserves are collectively calculated by applying  
reserve rates to each homogenous portfolio. This  
reserve rate is based on historical loss experience,  
current economic events and conditions and  
other pertinent factors. Specific reserves on  
identified receivables are determined by the  
present value of expected future cash flows or  
the fair value of collateral when it is probable  
that such receivables will be unable to be fully  
collected.  
Losses are charged to the allowance when  
it has been determined that payments will not  
be received and collateral cannot be recovered  
or the related collateral is repossessed and sold.  
Any shortfall between proceeds received and the  
carrying cost of repossessed collateral is charged  
to the allowance. Recoveries are reversed from  
the allowance for credit losses.  
¥
105,698 million ($1,136 million) in the fourth  
quarter of this consolidated fiscal year.  
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.  
Finance receivables on nonaccrual status  
were ¥34,586 million and ¥26,599 million ($286  
million) and finance receivables past due over  
90 days and still accruing were ¥43,370 million  
and ¥38,150 million ($410 million) as of March 31,  
2009 and 2010, respectively.  
Research and development costs are expensed  
as incurred. Research and development costs  
were ¥958,882 million, ¥904,075 million and  
Allowance for residual value losses  
Toyota is exposed to risk of loss on the  
disposition of off-lease vehicles to the extent  
that sales proceeds are not sufficient to cover  
the carrying value of the leased asset at lease  
termination. Toyota maintains an allowance  
to cover probable estimated losses related to  
unguaranteed residual values on its owned  
portfolio. The allowance is evaluated considering  
projected vehicle return rates and projected loss  
severity. Factors considered in the determination  
of projected return rates and loss severity include  
historical and market information on used  
vehicle sales, trends in lease returns and new  
car markets, and general economic conditions.  
Management evaluates the foregoing factors,  
develops several potential loss scenarios, and  
reviews allowance levels to determine whether  
reserves are considered adequate to cover the  
probable range of losses.  
¥725,345 million ($7,796 million) for the  
years ended March 31, 2008, 2009 and 2010,  
respectively.  
Allowance for credit losses  
Cash and cash equivalents  
Allowance for credit losses is established to  
cover probable losses on receivables resulting  
from the inability of customers to make required  
payments. Provision for credit losses is included  
in selling, general and administrative expenses.  
The allowance for credit losses is based on a  
systematic, ongoing review and evaluation  
performed as part of the credit-risk evaluation  
process, historical loss experience, the size and  
composition of the portfolios, current economic  
events and conditions, the estimated fair value  
and adequacy of collateral and other pertinent  
factors.  
Cash andcash equivalentsincludeallhighlyliquid  
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.  
Finance receivables  
Marketable securities  
Finance receivables are recorded at the present  
value of the related future cash flows including  
residual values for finance leases. Incremental  
direct costs incurred in connection with the  
acquisition of finance receivables are capitalized  
and amortized so as to approximate a level rate  
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  
In the allowance for credit losses, general  
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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.  
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 from  
2 to 5 years, to the estimated residual value.  
Incremental direct costs incurred in connection  
with the acquisition of operating lease contracts  
are capitalized and amortized on a straight-line  
method over the lease term.  
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.  
possible recoveries from insurance companies  
and are not discounted. There were no material  
changes in these liabilities for all periods  
presented.  
Income taxes  
The provision for income taxes is computed  
based on the pretax income included in the  
consolidated statement of income. The asset and  
liability approach is used to recognize deferred  
tax assets and liabilities for the expected future  
tax consequences of temporary differences  
between the carrying amounts and the tax bases  
of assets and liabilities. Valuation allowances are  
recorded to reduce deferred tax assets when it is  
more likely than not that a tax benefit will not be  
realized.  
Inventories  
Inventories are valued at cost, not in excess of  
market, cost being determined on the “average-  
cost”basis,exceptforthecostoffinishedproducts  
carried by certain subsidiary companies which is  
determined on the “specific identification” basis  
or “last-in, first-out” (“LIFO”) basis. Inventories  
valued on the LIFO basis totaled ¥150,110 million  
and ¥199,275 million ($2,142 million) at March  
Employee benefit obligations  
Toyota has both defined benefit and defined  
contribution plans for employees’ retirement  
benefits. Retirement benefit obligations are  
measured by actuarial calculations in accordance  
with U.S. GAAP. 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 pension and severance costs, and the  
funded status change is recognized in the year  
in which it occurs through other comprehensive  
income.  
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 group may not be recoverable. An  
impairment loss would be recognized when the  
carrying amount of an asset group 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 group over its fair  
value. Fair value is determined mainly using a  
discounted cash flow valuation method.  
31, 2009 and 2010, respectively. Had the “first-in,  
first-out” basis been used for those companies  
using the LIFO basis, inventories would have  
been ¥58,980 million and ¥64,099 million ($689  
million) higher than reported at March 31, 2009  
and 2010, respectively.  
Derivative financial instruments  
Toyota employs derivative financial instruments,  
including forward foreign currency exchange  
contracts, foreign currency options, interest rate  
swaps, interest rate currency swap agreements  
and interest rate options to manage its exposure  
to fluctuations in interest rates and foreign  
currency exchange rates. Toyota does not use  
derivatives for speculation or trading purposes.  
Changes in the fair value of derivatives are  
recorded each period in current earnings  
or through other comprehensive income,  
depending on whether a derivative is designated  
as part of a hedge transaction and the type of  
hedge transaction. The ineffective portion of all  
hedges is recognized currently in operations.  
Property, plant and equipment  
Environmental matters  
Property, plant and equipment are stated at  
cost. Major renewals and improvements are  
capitalized; minor replacements, maintenance  
and repairs are charged to current operations.  
Depreciation of property, plant and equipment  
is mainly computed on the declining-balance  
method for the parent company and Japanese  
subsidiaries and on the straight-line method for  
foreign subsidiary companies at rates based on  
estimated useful lives of the respective assets  
according to general class, type of construction  
and use. The estimated useful lives range from 2  
to 65 years for buildings and from 2 to 20 years  
for machinery and equipment. Vehicles and  
Environmental expenditures relating to current  
operations are expensed or capitalized as  
appropriate. Expenditures relating to existing  
conditions caused by past operations, which do  
not contribute to current or future revenues, are  
expensed. Liabilities for remediation costs are  
recorded when they are probable and reasonably  
estimable, generally no later than the completion  
of feasibility studies or Toyota’s commitment to a  
plan of action. The cost of each environmental  
liability is estimated by using current technology  
available and various engineering, financial and  
legal specialists within Toyota based on current  
law. Such liabilities do not reflect any offset for  
Goodwill and intangible assets  
Goodwill is not material to Toyota’s consolidated  
balance sheets.  
Intangible assets consist mainly of software.  
Intangible assets with a definite life are amortized  
on a straight-line basis with estimated useful  
lives mainly of 5 years. Intangible assets with  
an indefinite life are tested for impairment  
whenever events or circumstances indicate that  
a carrying amount of an asset (asset group) may  
Net income attributable to Toyota Motor  
Corporation per share  
Basic net income attributable to Toyota Motor  
Corporation per common share is calculated by  
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dividing net income attributable to Toyota Motor  
Corporation by the weighted-average number of  
shares outstanding during the reported period.  
The calculation of diluted net income attributable  
to Toyota Motor Corporation per common share  
is similar to the calculation of basic net income  
attributable to Toyota Motor Corporation per  
share, except that the weighted-average number  
of shares outstanding includes the additional  
dilution from the assumed exercise of dilutive  
stock options.  
assumed, any noncontrolling interest, and the  
goodwill acquired in a business combination or a  
gain from a bargain purchase. Also, this guidance  
provides several new disclosure requirements  
that enable users of the financial statements  
to evaluate the nature and financial effects of  
the business combination. Toyota adopted this  
guidance from the business combinations on  
and after the beginning of fiscal year begun on  
or after December 15, 2008. The adoption of  
this guidance did not have a material impact on  
Toyota’s consolidated financial statements.  
In December 2007, FASB issued updated  
guidance of accounting for and disclosure  
of consolidation. This guidance establishes  
accounting and reporting standards for the  
noncontrolling interest in a subsidiary and for  
the deconsolidation of a subsidiary. Toyota  
adopted this guidance from the fiscal year  
begun on or after December 15, 2008. As a result,  
noncontrolling interest, formerly reported as  
minority interest, is reported as shareholders’  
equity in the consolidated balance sheets, and  
the amount of net income attributable to the  
parent and to the noncontrolling interest are  
identified and presented in the consolidated  
statements of income. Since the presentation  
and disclosure requirements have been applied  
retrospectively for all periods presented in the  
consolidated financial statements in which this  
guidance is applied, certain prior year amounts  
have been reclassified to conform to this  
guidance. The adoption of this guidance did not  
have a material impact on Toyota’s consolidated  
financial statements.  
benefit plan assets including investment policies  
and strategies, classes of plan assets, fair value  
measurements of plan assets, and significant  
concentrations of risk. Toyota adopted this  
guidance from the fiscal year ended after  
December 15, 2009. The adoption of this  
guidance did not have a material impact on  
Toyota’s consolidated financial statements.  
In April 2009, FASB issued updated guidance  
of accounting for and disclosure of investments.  
This guidance revises the recognition and  
presentation requirements for other-than-  
temporary impairments of debt securities, and  
contains additional disclosure requirements  
related to debt and equity securities. Toyota  
adopted this guidance from the fiscal year  
ended after June 15, 2009. The adoption of this  
guidance did not have a material impact on  
Toyota’s consolidated financial statements.  
In May 2009, FASB issued updated guidance  
of accounting for and disclosure of subsequent  
events. This guidance is intended to establish  
general standards of accounting for and  
disclosure of events that occur after the balance  
sheet date but before financial statements are  
issued. Toyota adopted this guidance from the  
fiscalyearendedafterJune15,2009.Theadoption  
of this guidance did not have a material impact  
on Toyota’s consolidated financial statements.  
effective for fiscal year beginning after November  
15, 2009, and for interim period within the fiscal  
year. Management is evaluating the impact of  
adopting this guidance on Toyota’s consolidated  
financial statements.  
In June 2009, FASB issued updated guidance of  
accounting for and disclosure of consolidation.  
This guidance changes how  
a
company  
determines when a variable interest entity  
should be consolidated. This guidance is effective  
for fiscal year beginning after November 15,  
2009, and for interim period within the fiscal  
year. Management is evaluating the impact of  
adopting this guidance on Toyota’s consolidated  
financial statements.  
Stock-based compensation  
Toyota measures compensation expense for its  
stock-based compensation plan based on the  
grant-date fair value of the award.  
Reclassifications  
Other comprehensive income  
Certain prior year amounts have been reclassified  
to conform to the presentations as of and for the  
year ended March 31, 2010.  
Other comprehensive income refers to revenues,  
expenses, gains and losses that, under U.S. GAAP  
are included in comprehensive income, but  
are excluded from net income as these amounts  
are recorded directly as an adjustment to  
shareholders’ 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.  
Recent pronouncements to be adopted in  
future periods  
Accounting changes  
In June 2009, FASB issued updated guidance of  
accounting for and disclosure of transfers and  
servicing. This guidance eliminates the concept  
of a qualifying special-purpose entity, changes  
the requirements for derecognizing financial  
assets, and requires additional disclosures about  
transfers of financial assets. This guidance is  
In December 2007, FASB issued updated  
guidance of accounting for and disclosure  
of business combinations. This guidance  
establishes principles and requirements for  
how the acquirer recognizes and measures  
the identifiable assets acquired, the liabilities  
In December 2008, FASB issued updated  
guidance of accounting for and disclosure  
of compensation. This guidance requires  
additional disclosures about postretirement  
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FNinoantceiasl SetcotioCn onsolidated Financial Statements  
3
U.S. dollar amounts:  
6 Marketable securities and other securities investments:  
U.S. dollar amounts presented in the consolidated  
financial statements and related notes are  
included solely for the convenience of the reader  
and are unaudited. These translations should not  
be construed as representations that the yen  
amountsactuallyrepresent,orhavebeenorcould  
be converted into, U.S. dollars. For this purpose,  
the rate of ¥93.04 = U.S. $1, the approximate  
current exchange rate at March 31, 2010, was  
used for the translation of the accompanying  
consolidated financial amounts of Toyota as of  
and for the year ended March 31, 2010.  
The aggregate cost, gross unrealized gains and losses and fair value of marketable securities and other  
securities investments are as follows:  
Yen in millions  
March 31, 2010  
Gross  
unrealized  
gains  
Gross  
unrealized  
losses  
Cost  
Fair value  
Available-for-sale  
Debt securities···········································································  
Equity securities········································································  
Total····························································································  
¥ 1,704,904  
736,966  
¥ 2,441,870  
¥ 42,326  
172,992  
¥ 215,318  
¥ 65,379 ¥ 1,681,851  
111,698 798,260  
¥ 177,077 ¥ 2,480,111  
4
Supplemental cash flow information:  
Cash payments for income taxes were ¥921,798  
million, ¥563,368 million and ¥(207,278) million  
from certain subsidiary. This resulted in increases  
to both “Additions to finance receivables” and  
“Collection of finance receivables” within cash  
flows from investing activities for the year ended  
March 31, 2009. “Additions to finance receivables”  
increased by ¥911,652 million to ¥(8,612,111)  
million. “Collection of finance receivables” also  
increased by ¥911,652 million to ¥8,143,804  
million. These adjustments do not have an  
impact on “Net cash used in investing activities”  
in the consolidated statement of cash flows  
for the year ended March 31, 2009, and do not  
have a material impact on Toyota’s consolidated  
financial statements.  
Securities not practicable to determine fair value  
Debt securities···········································································  
Equity securities········································································  
Total····························································································  
26,104  
91,985  
118,089  
(
3
$(2,228) million) for the years ended March  
1, 2008, 2009 and 2010, respectively. Interest  
payments during the years ended March 31,  
Yen in millions  
March 31, 2010  
2
¥
008, 2009 and 2010 were ¥686,215 million,  
614,017 million and ¥445,049 million ($4,783  
Gross  
unrealized  
gains  
Gross  
unrealized  
losses  
Cost  
Fair value  
million), respectively.  
Available-for-sale  
Capital lease obligations of ¥7,401 million,  
Government bonds·································································  
Common stocks········································································  
Other·······························································································  
Total····························································································  
¥2,695,248  
555,526  
¥ 24,228  
369,670  
¥ 64,647 ¥ 2,654,829  
72,421 852,775  
1 421,363  
¥
28,953 million and ¥3,400 million ($37 million)  
were incurred for the years ended March 31,  
403,776  
17,588  
¥3,654,550  
¥ 411,486  
¥ 137,069 ¥ 3,928,967  
2
008, 2009 and 2010, respectively.  
Toyota corrected the consolidated statements  
of cash flows for the year ended March 31, 2009  
as a result of changes to information gathered  
Securities not practicable to determine fair value  
Common stocks········································································  
Other·······························································································  
Total····························································································  
95,304  
25,173  
¥ 120,477  
5
Acquisitions and dispositions:  
U.S. dollars in millions  
March 31, 2010  
Gross  
unrealized  
gains  
Gross  
unrealized  
losses  
During the years ended March 31, 2008, 2009  
and 2010, Toyota made several acquisitions and  
dispositions, however the assets and liabilities  
transferred were not material.  
Cost  
Fair value  
$ 28,534  
Available-for-sale  
Government bonds·································································  
Common stocks········································································  
Other·······························································································  
Total····························································································  
$ 28,968  
5,971  
4,340  
$ 39,279  
$
261  
3,973  
189  
$
695  
778  
0
9,166  
4,529  
$ 42,229  
$ 4,423  
$ 1,473  
Securities not practicable to determine fair value  
Common stocks········································································  
Other·······························································································  
Total····························································································  
$ 1,024  
271  
$ 1,295  
TOYOTA ANNUAL REPORT 2010  
70  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
As of March 31, 2010, government bonds  
include 76% of Japanese government bonds, and  
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  
whethertheimpairmentisother-than-temporary.  
Toyota periodically performs this impairment  
test for significant investments recorded at cost.  
If the impairment is determined to be other-  
than-temporary, the carrying value of the  
investment is written-down by the impaired  
amount and the losses are recognized currently  
in operations.  
7 Finance receivables:  
Finance receivables consist of the following:  
2
4% of U.S. and European government bonds. As  
U.S. dollars  
of March 31, 2010, listed stocks on the Japanese  
stock markets represent 88% of common stocks  
which are included in available-for-sale. “Other”  
includes primarily commercial paper.  
Unrealized losses continuing over a 12 month  
period or more in the aggregate were not  
material at March 31, 2009 and 2010.  
As of March 31, 2009 and 2010, maturities  
of government bonds and other included in  
available-for-sale are mainly from 1 to 10 years.  
Proceeds from sales of available-for-sale  
securities were ¥165,495 million, ¥800,422  
million and ¥77,025 million ($828 million) for  
the years ended March 31, 2008, 2009 and 2010,  
respectively. On those sales, gross realized gains  
were ¥18,766 million, ¥35,694 million and ¥3,186  
million ($34 million) and gross realized losses  
were ¥21 million, ¥1,856 million and ¥7 million  
Yen in millions  
March 31,  
in millions  
March 31,  
2010  
2
009  
2010  
¥ 6,810,144  
1,232,508  
2,403,239  
10,445,891  
109,747  
Retail···························································································································· ¥ 6,655,404  
Finance leases········································································································  
Wholesale and other dealer loans·······························································  
$ 73,196  
13,247  
1,108,408  
2,322,721  
0,086,533  
104,521  
25,830  
1
112,273  
1,180  
Deferred origination costs···············································································  
Unearned income································································································  
Allowance for credit losses  
Retail························································································································  
Finance leases····································································································  
Wholesale and other dealer loans···························································  
(405,171)  
(482,983)  
(5,191)  
(157,359)  
(7,776)  
(73,797)  
(148,503)  
(36,917)  
(47,059)  
(1,596)  
(397)  
(506)  
(
238,932)  
9,546,951  
(3,891,406)  
(232,479)  
9,840,176  
(4,209,496)  
¥ 5,630,680  
(2,499)  
105,763  
(45,244)  
$ 60,519  
Total finance receivables, net································································  
Less ‒ Current portion·······················································································  
Noncurrent finance receivables, net·················································· ¥ 5,655,545  
Retail receivables  
Toyota is responsible for contract collection and  
administration during the lease period. Toyota  
is generally permitted to take possession of the  
vehicle upon a default by the lessee. The residual  
value is estimated at the time the vehicle is first  
leased. Vehicles returned to Toyota at the end of  
their leases are sold by auction.  
Toyota acquires new and used vehicle installment  
contracts primarily from dealers. Contract period  
of these primarily range from 2 years to 7 years.  
Installment contracts acquired must first meet  
specified credit standards. Thereafter, Toyota  
retains responsibility for contract collection and  
administration. Toyota acquires security interests  
in the vehicles financed and can generally  
repossess vehicles if customers fail to meet  
their contractual obligations. Almost all retail  
receivables are non-recourse, which relieves the  
dealers from financial responsibility in the event  
of repossession.  
(
$0 million), respectively.  
During the years ended March 31, 2008,  
2
009 and 2010, Toyota recognized impairment  
losses on available-for-sale securities of ¥11,346  
million, ¥220,920 million and ¥2,486 million  
(
$27 million), respectively, which are included in  
Other income (loss), net” in the accompanying  
Wholesale and other dealer loan receivables  
Toyota provides wholesale financing to  
qualified dealers to finance inventories. Toyota  
acquires security interests in vehicles financed  
at wholesale. In cases where additional security  
interests would be required, Toyota takes  
dealership assets or personal assets, or both, as  
additional security. If a dealer defaults, Toyota  
has the right to liquidate any assets acquired  
and seek legal remedies. Toyota also makes  
term loans to dealers for business acquisitions,  
facilities refurbishment, real estate purchases  
and working capital requirements. These loans  
are typically secured with liens on real estate,  
consolidated statements of income. Impairment  
losses recognized during the year ended  
March 31, 2009 primarily include a loss for an  
other-than-temporary impairment on a certain  
investment for which Toyota previously recorded  
an exchange gain.  
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  
Finance lease receivables  
Toyota acquires new vehicle lease contracts  
originated primarily through dealers. Contract  
period of these primarily range from 2 years  
to 5 years. Lease contracts acquired must first  
meet specified credit standards after which  
Toyota assumes ownership of the leased vehicle.  
TOYOTA ANNUAL REPORT 2010  
71  
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Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
other dealership assets and/or personal assets of  
the dealers.  
Finance receivables were geographically  
distributed as follows: in North America 63.6%, in  
Japan 14.1%, in Europe 11.0%, in Asia 3.8% and  
in Other 7.5% as of March 31, 2009, and in North  
America 61.9%, in Japan 12.8%, in Europe 10.3%,  
in Asia 4.7% and in Other 10.3% as of March 31,  
2010.  
recourse to Toyota beyond the contractual cash  
flows of the securitized receivables, retained  
subordinated interests, any cash reserve funds  
and any amounts available or funded under the  
revolving liquidity notes. Toyota’s exposure to  
these retained interests exists until the associated  
securities are paid in full. Investors do not have  
recourse to other assets held by Toyota for failure  
of obligors on the receivables to pay when due  
or otherwise.  
The contractual maturities of retail receivables, the future minimum lease payments on finance leases  
and wholesale and other dealer loans at March 31, 2010 are summarized as follows:  
For the years ended March 31, 2009 and 2010, no retail or finance lease receivables were securitized  
using QSPEs.  
Yen in millions  
U.S. dollars in millions  
Wholesale  
and other  
dealer loans  
Wholesale  
and other  
dealer loans  
The following table summarizes certain cash flows received from and paid to the securitization trusts  
for the years ended March 31, 2008, 2009 and 2010.  
Finance  
leases  
Finance  
leases  
Years ending March 31,  
Retail  
Retail  
2
2
2
2
2
011·················································· ¥2,050,246  
012·················································· 1,748,411  
013·················································· 1,367,386  
¥360,722  
248,471  
184,678  
70,352  
30,815  
8,163  
¥903,201  
¥1,915,452  
120,470  
100,886  
116,020  
43,053  
$22,036  
18,792  
14,697  
9,308  
4,951  
3,412  
$73,196  
$3,877  
2,671  
1,985  
756  
331  
88  
$9,708  
$20,587  
1,295  
1,084  
1,247  
463  
U.S. dollars  
Yen in millions  
in millions  
For the year  
ended  
March 31,  
For the years ended March 31,  
014··················································  
015··················································  
865,988  
460,657  
2
008  
2009  
2010  
2010  
Thereafter······································  
317,456  
107,358  
¥2,403,239  
1,154  
$25,830  
Proceeds from new securitizations, net of purchased  
and retained securities······························································  
Servicing fees received ·····························································  
Excess interest received from interest only strips·······  
Repurchases of receivables·····················································  
Servicing advances······································································  
Reimbursement of servicing and maturity advances··  
¥6,810,144  
¥91,385  
¥ ̶  
¥
̶
$ ̶  
1,682  
1,865  
(4,681)  
(114)  
114  
777  
356  
(48)  
̶
393  
422  
(18,465)  
̶
4
5
Finance leases consist of the following:  
U.S. dollars  
in millions  
March 31,  
2010  
(198)  
̶
̶
Yen in millions  
March 31,  
2010  
̶
̶
2
009  
Minimum lease payments······················································································  
Estimated unguaranteed residual values·······················································  
¥ 871,250  
237,158  
¥ 903,201  
329,307  
1,232,508  
6,423  
(121,664)  
(36,917)  
$ 9,708  
3,539  
13,247  
69  
(1,307)  
(397)  
Toyota sold finance receivables under the  
program and recognized pretax gains resulting  
from these sales of ¥1,688 million for the  
year ended March 31, 2008, after providing  
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 fair values at the date of the sale. The key  
economic assumptions initially and subsequently  
measuring the fair value of retained interests  
include the market interest rate environment,  
severity and rate of credit losses, and the  
prepayment speed of the receivables. All key  
economic assumptions used in the valuation of  
the retained interests are reviewed periodically  
and are revised as considered necessary.  
1
,108,408  
6,085  
Deferred origination costs······················································································  
Less ‒ Unearned income ························································································  
Less ‒ Allowance for credit losses······································································  
At March 31, 2009 and 2010, Toyota’s retained  
interests relating to these securitizations include  
interest in trusts, interest-only strips, and other  
receivables, amounting to ¥19,581 million and  
¥12,883 million ($138 million), respectively.  
Toyota recorded no impairments on retained  
interests for the years ended March 31, 2008,  
2009 and 2010. Impairments are calculated, if any,  
by discounting cash flows using management’s  
estimates and other key economic assumptions.  
Expected cumulative static pool losses over the  
life of the securitizations are calculated by taking  
actual life to date losses plus projected losses and  
dividing the sum by the original balance of each  
(102,826)  
(7,776)  
Finance leases, net··························································································· ¥1,003,891  
¥1,080,350  
$11,612  
Toyota maintains a program to sell retail and  
finance lease receivables. Under the program,  
Toyota achieves sale accounting treatment  
under U.S. GAAP in securitization transactions  
structured as qualifying special-purpose entities  
outstanding principal balance of the related  
securitized receivables. In subordinated  
a
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  
(
“QSPE”s). 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  
servicing rights and earns a contractual servicing  
fee of 1% per annum on the total monthly  
TOYOTA ANNUAL REPORT 2010  
72  
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Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
pool of assets. Expected cumulative static pool  
credit losses for finance receivables securitized  
using QSPEs for the years ended March 31, 2008,  
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.  
The table below summarizes information about impaired finance receivables.  
U.S. dollars  
Yen in millions  
March 31,  
in millions  
March 31,  
2010  
2
009 and 2010 were 0.26%, 0.26% and 0.45%,  
2
009  
2010  
respectively.  
Wholesale and other dealer loans  
Impaired finance receivables with an allowance······································  
Impaired finance receivables without an allowance······························  
Total·······························································································································  
¥49,635  
3,438  
¥53,073  
¥37,273  
1,582  
¥38,855  
$401  
17  
$418  
Yen in  
U.S. dollars  
in millions  
March 31, 2010  
millions  
March 31, 2010  
6.0%  
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················································································  
Expected credit losses (annual rate) ······································································································  
Impact on fair value of 10% adverse change················································································  
Impact on fair value of 20% adverse change················································································  
¥ (304)  
(586)  
$ (3)  
(6)  
Allowance for credit losses recorded for  
impaired finance receivables were ¥13,071  
million and ¥14,000 million ($150 million) as of  
March 31, 2009 and 2010, respectively.  
Average impaired finance receivables were  
¥45,444 million and ¥42,581 million ($458  
million) for the years ended March 31, 2009 and  
2010, respectively.  
3.2%  
¥ (536)  
(1,040)  
0.05%  
$ (6)  
(11)  
¥
(5)  
$ (0)  
(0)  
(10)  
8
Other receivables:  
These hypothetical scenarios do not reflect  
expected market conditions and should not be  
used as a prediction of future performance. As  
the figures indicate, changes in the fair value  
may not be linear. Also, in this table, the effect  
of a variation in a particular assumption on the  
fair value of the retained interest is calculated  
without changing any other assumption. Actual  
changes in one factor may result in changes in  
another, which might magnify or counteract the  
sensitivities. Actual cash flows may differ from  
the above analysis.  
Other receivables relate to arrangements with certain component manufacturers whereby Toyota  
procures inventory for these component manufactures and is reimbursed for the related purchases.  
9
Inventories:  
Inventories consist of the following:  
Outstanding receivable balances and delinquency amounts for managed retail and lease receivables,  
which include both receivables owned and securitized using QSPEs, as of March 31, 2009 and 2010 are  
as follows:  
U.S. dollars  
in millions  
March 31,  
2010  
$ 9,512  
2,854  
Yen in millions  
March 31,  
2
009  
2010  
¥ 885,005  
265,493  
199,267  
72,608  
U.S. dollars  
Finished goods················································································································  
Raw materials···················································································································  
Work in process···············································································································  
Supplies and other········································································································  
¥ 875,930  
257,899  
251,670  
73,895  
Yen in millions  
March 31,  
in millions  
March 31,  
2010  
2,142  
780  
2
009  
2010  
Principal amount outstanding·············································································  
Delinquent amounts over 60 days or more··················································  
Comprised of:  
¥7,481,016  
83,613  
¥7,632,909  
62,353  
$82,039  
670  
¥
1,459,394 ¥1,422,373  
$15,288  
Receivables owned································································································  
Receivables securitized using QSPEs····························································  
¥7,358,641  
122,375  
¥7,559,669  
73,240  
$81,252  
787  
Credit losses, net of recoveries attributed to  
managed retail and lease receivables for the  
years ended March 31, 2008, 2009 and 2010  
totaled ¥93,036 million, ¥124,939 million and  
¥74,240 million ($798 million), respectively.  
TOYOTA ANNUAL REPORT 2010  
73  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
1
0 Vehicles and equipment on operating leases:  
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, 2008, 2009 and 2010 is as follows:  
U.S. dollars  
Vehicles and equipment on operating leases consist of the following:  
U.S. dollars  
Yen in millions  
March 31,  
in millions  
March 31,  
2010  
Yen in millions  
in millions  
For the year  
ended  
March 31,  
2
009  
2010  
¥2,516,948  
96,300  
For the years ended March 31,  
Vehicles·································································································································  
Equipment··························································································································  
¥2,729,713  
107,168  
$27,052  
1,035  
2008  
2009  
2010  
2010  
2
,836,881  
2,613,248  
(791,169)  
¥1,822,079  
28,087  
(8,503)  
$19,584  
Allowance for doubtful accounts at beginning  
of year ····························································································  
Provision for doubtful accounts, net of reversal···········  
Write-offs···························································································  
Other····································································································  
Allowance for doubtful accounts at end of year······  
¥58,066  
357  
(3,348)  
(3,012)  
¥52,063  
¥52,063  
(1,663)  
(1,695)  
(699)  
¥48,006  
1,905  
(1,357)  
(1,848)  
¥46,706  
$516  
20  
(14)  
(20)  
$502  
Less ‒ Accumulated depreciation··········································································  
Vehicles and equipment on operating leases, net····································  
(795,767)  
¥2,041,114  
Rental income from vehicles and equipment on operating leases was ¥588,262 million, ¥560,251 million  
and ¥496,729 million ($5,339 million) for the years ended March 31, 2008, 2009 and 2010, respectively.  
Future minimum rentals from vehicles and equipment on operating leases are due in installments as  
follows:  
¥48,006  
The other amount includes the impact of  
consolidation and deconsolidation of certain  
entities due to changes in ownership interest  
and currency translation adjustments for the  
years ended March 31, 2008, 2009 and 2010.  
A portion of the allowance for doubtful  
accounts balance at March 31, 2009 and 2010  
totaling ¥32,972 million and ¥32,971 million  
($354 million), respectively, is attributed to  
certain non-current receivable balances which  
are reported as other assets in the consolidated  
balance sheets.  
Yen in  
millions  
U.S. dollars  
in millions  
Years ending March 31,  
2
2
2
2
2
011·········································································································································································  
012·········································································································································································  
013·········································································································································································  
014·········································································································································································  
015·········································································································································································  
Thereafter·····························································································································································  
Total minimum future rentals ···············································································································  
¥417,146  
256,211  
117,943  
29,851  
8,476  
6,114  
¥835,741  
$4,483  
2,754  
1,268  
321  
91  
66  
$8,983  
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, 2008, 2009 and 2010 is as follows:  
U.S. dollars  
Yen in millions  
in millions  
For the year  
ended  
The future minimum rentals as shown above should not be considered indicative of future cash  
collections.  
For the years ended March 31,  
March 31,  
2
008  
2009  
2010  
2010  
Allowance for credit losses at beginning of year·······  
Provision for credit losses·······················································  
Charge-offs, net of recoveries ··············································  
Other··································································································  
Allowance for credit losses at end of year·················  
¥112,116  
122,433  
(88,902)  
(27,941)  
¥117,706  
¥ 117,706  
259,096  
(116,793)  
(21,077)  
¥ 238,932  
98,870  
(102,196)  
(3,127)  
$ 2,568  
1,063  
(1,098)  
(34)  
¥ 238,932  
¥ 232,479  
$ 2,499  
The other amount primarily includes the impact of currency translation adjustments for the years  
ended March 31, 2008, 2009 and 2010.  
TOYOTA ANNUAL REPORT 2010  
74  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
1
2 Affiliated companies and variable interest entities:  
“Equity in earnings of affiliated companies” in  
the accompanying consolidated statements  
of income. Toyota evaluated its investments in  
affiliated companies, considering the length of  
time and the extent to which the quoted market  
prices have been less than the carrying amounts,  
the financial condition and near-term prospects  
of the affiliated companies and Toyota’s ability  
and intent to retain those investments in the  
companies for a period of time.  
Investments in and transactions with affiliated companies -  
Summarized financial information for affiliated co mpanies accounted for by the equity method is shown below:  
U.S. dollars  
Yen in millions  
March 31,  
in millions  
March 31,  
2010  
Account balances and transactions with affiliated companies are presented below:  
2
009  
Current assets··················································································································· ¥ 6,400,685 ¥ 8,034,546  
Noncurrent assets·········································································································· 9,438,905 9,300,307  
2010  
$ 86,356  
99,960  
$ 186,316  
U.S. dollars  
in millions  
March 31,  
2010  
$2,947  
6,425  
Yen in millions  
March 31,  
Total assets················································································································· ¥ 15,839,590 ¥17,334,853  
2
009  
2010  
¥274,189  
597,796  
Current liabilities············································································································· ¥ 4,216,956 ¥ 5,056,178  
Long-term liabilities and noncontrolling interest ········································  
Affiliated companies accounted for by the equity method  
shareholders’ equity·····································································································  
Total liabilities and shareholders’ equity ······················································· ¥ 15,839,590 ¥17,334,853  
$ 54,344  
64,285  
Trade accounts and notes receivable, and other receivables················  
Accounts payable and other payables·······························································  
¥159,821  
363,954  
5,740,150  
5,882,484  
5,981,054  
6,297,621  
67,687  
$ 186,316  
U.S. dollars  
in millions  
Yen in millions  
Toyota’s share of affiliated companies accounted for by the equity  
method shareholders’ equity ··············································································  
For the year  
ended  
March 31,  
¥
1,810,106 ¥ 1,867,440  
$ 20,071  
Number of affiliated companies accounted for by the equity method  
at end of period ·················································································································  
For the years ended March 31,  
2008  
Net revenues ·················································································· ¥1,693,969  
Purchases··························································································  
2009  
¥1,585,814  
3,918,717  
2010  
¥1,600,365  
3,943,648  
2010  
$17,201  
42,387  
5
6
56  
4,525,049  
U.S. dollars  
in millions  
Yen in millions  
Dividendsfromaffiliatedcompaniesaccounted  
for by the equity method for the years ended  
March 31, 2008, 2009 and 2010 were ¥76,351  
million, ¥114,409 million and ¥82,149 million  
majority of the VIEs’ expected residual returns,  
or both. As a result, Toyota is considered the  
primary beneficiary of certain VIEs and therefore  
consolidates certain VIEs except for QSPEs.  
The consolidated securitization VIEs have  
¥366,886 million ($3,943 million) in retail finance  
receivables, ¥20,581 million ($221 million) in  
restricted cash and ¥363,369 million ($3,906  
million) in secured debt. Risks to which Toyota  
is exposed including credit, interest rate, and/or  
prepayment risks are not incremental compared  
with the situation before Toyota enters into  
securitization transactions.  
Certain joint ventures in which Toyota has  
invested are VIEs for which Toyota is not the  
primary beneficiary. However, neither the  
aggregatesizeofthesejointventuresnorToyota’s  
involvements in these entities are material to  
Toyota’s consolidated financial statements.  
For the year  
ended  
For the years ended March 31,  
008 2009 2010  
Net revenues ·················································································· ¥ 26,511,831 ¥ 23,149,968 ¥20,599,586  
March 31,  
2
2010  
$221,406  
$ 24,389  
($883 million), respectively.  
Gross profit······················································································ ¥ 3,081,366 ¥ 2,034,617 ¥ 2,269,109  
Toyota does not have any significant related  
Net income attributable to affiliated companies  
party transactions other than transactions with  
affiliated companies in the ordinary course of  
business.  
accounted for by the equity method····························  
¥
870,528  
¥
13,838  
¥
317,017  
$
3,407  
Entities comprising a significant portion of  
Toyota’s investment in affiliated companies  
include Denso Corporation; Toyota Industries  
Corporation; Aisin Seiki Co., Ltd.; Aioi Insurance  
Co., Ltd.; and Toyota Tsusho Corporation.  
Aioi Insurance Co., Ltd. ceased to be an  
affiliated company accounted for by the equity  
method of Toyota Motor Corporation as of April  
by the equity method with carrying amounts  
of ¥1,417,896 million and ¥1,439,090 million  
($15,467 million) at March 31, 2009 and 2010,  
respectively, were quoted on various established  
markets at an aggregate value of ¥1,127,976  
million and ¥1,711,957 million ($18,400 million),  
respectively. For the year ended March 31,  
2010, Toyota recognized an impairment loss  
on a certain investment in affiliated company  
accounted for by the equity method of ¥63,575  
million ($683 million), which is included in  
Variable Interest Entities  
Toyota enters into securitization transactions  
using special-purpose entities, that are  
considered variable interest entities (“VIEs”).  
Although the finance receivables related to  
securitization transactions have been legally  
sold to the VIEs, Toyota holds variable interests  
in certain VIEs that are expected to absorb a  
majority of the VIEs’ expected losses, receive a  
1
, 2010, due to the business integration through  
a share-for-share exchange.  
Certain affiliated companies accounted for  
TOYOTA ANNUAL REPORT 2010  
75  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
1
3 Short-term borrowings and long-term debt:  
As of March 31, 2010, approximately 36%, 21%,  
3% and 30% of long-term debt are denominated  
in Japanese yen, U.S. dollars, euros, and other  
currencies, respectively.  
As of March 31, 2010, property, plant and  
equipment with a book value of ¥82,866 million  
($891 million) and in addition, other assets  
aggregating ¥388,439 million ($4,175 million)  
were pledged as collateral mainly for certain  
debt obligations of subsidiaries. These other  
assets principally consist of securitized finance  
receivables.  
1
Short-term borrowings at March 31, 2009 and 2010 consist of the following:  
U.S. dollars  
Yen in millions  
March 31,  
in millions  
March 31,  
2
009  
2010  
2010  
Loans, principally from banks, with a weighted-average interest at  
March 31, 2009 and March 31, 2010 of 2.44% and of 1.55% per  
annum, respectively ·································································································  
Commercial paper with a weighted-average interest at March 31,  
The aggregate amounts of annual maturities of long-term debt during the next five years are as follows:  
¥1,115,122  
2,502,550  
¥ 804,066  
$ 8,642  
Yen in  
U.S. dollars  
in millions  
$23,843  
23,092  
22,440  
7,963  
Years ending March 31,  
011········································································································································································  
2012········································································································································································  
millions  
2009 and March 31, 2010 of 1.52% and of 0.44% per annum,  
respectively ···················································································································  
2,475,607  
¥3,279,673  
26,608  
$35,250  
2
¥2,218,324  
2,148,481  
2,087,820  
740,848  
¥
3,617,672  
2
2
2
013········································································································································································  
014········································································································································································  
015········································································································································································  
As of March 31, 2010, Toyota has unused short-  
term lines of credit amounting to ¥2,306,265  
million ($24,788 million) of which ¥504,339  
million ($5,421 million) related to commercial  
paper programs. Under these programs, Toyota  
is authorized to obtain short-term financing at  
prevailing interest rates for periods not in excess  
of 360 days.  
726,090  
7,804  
Standard agreements with certain banks in  
During the year ended March 31, 2010, Toyota  
has not received any significant such requests  
from these banks.  
As of March 31, 2010, Toyota has unused long-  
term lines of credit amounting to ¥5,667,638  
million ($60,916 million).  
Japan include provisions that collateral (including  
sums on deposit with such banks) or guarantees  
will be furnished upon the banks’ request and  
that any collateral furnished, pursuant to such  
agreements or otherwise, will be applicable to  
all present or future indebtedness to such banks.  
Long-term debt at March 31, 2009 and 2010 comprises the following:  
U.S. dollars  
in millions  
March 31,  
Yen in millions  
March 31,  
2
009  
2010  
¥ 2,942,012  
381,307  
2010  
Unsecured loans, representing obligations principally to banks, due  
009 to 2028 in 2009 and due 2010 to 2029 in 2010 with interest  
2
ranging from 0.17% to 31.50% per annum in 2009 and from 0.00%  
to 29.25% per annum in 2010·············································································  
Secured loans, representing obligations principally to banks due  
¥ 1,536,413  
11,227  
$ 31,621  
4,098  
14 Product warranties:  
2
2
009 to 2019 in 2009 and finance receivables securitization due  
010 to 2019 in 2010 with interest ranging from 0.68% to 5.35%  
per annum in 2009 and from 0.49% to 6.65% per annum in 2010  
Medium-term notes of consolidated subsidiaries, due 2009 to 2047  
in 2009 and due 2010 to 2047 in 2010 with interest ranging from  
Toyota provides product warranties for certain  
defects mainly resulting from manufacturing  
based on warranty contracts with its customers  
at the time of sale of products. Toyota accrues  
estimated warranty costs to be incurred in the  
future in accordance with the warranty contracts.  
The net change in the accrual for the product  
warranties for the years ended March 31, 2008,  
2009 and 2010, which is included in “Accrued  
expenses” in the accompanying consolidated  
balance sheets, consist of the following:  
0.19% to 17.47% per annum in 2009 and from 0.04% to 15.25% per  
annum in 2010·············································································································  
Unsecured notes of parent company, due 2010 to 2018 in 2009 and  
due 2010 to 2019 in 2010 with interest ranging from 1.33% to  
5,335,159  
450,000  
1,616,816  
51,366  
3,814,439  
580,000  
40,998  
6,234  
3
2
.00% per annum in 2009 and from 1.07% to 3.00% per annum in  
010···································································································································  
Unsecured notes of consolidated subsidiaries, due 2009 to 2031 in  
2
0
009 and due 2010 to 2031 in 2010 with interest ranging from  
.59% to 19.42% per annum in 2009 and from 0.25% to 17.03% per  
annum in 2010·············································································································  
Long‒term capital lease obligations, due 2009 to 2028 in 2009 and  
due 2010 to 2028 in 2010 with interest ranging from 0.21% to  
1,473,732  
15,840  
1
5.47% per annum in 2009 and from 0.43% to 14.40% per annum  
in 2010······························································································································  
42,243  
9,233,733  
(2,218,324)  
¥ 7,015,409  
454  
99,245  
(23,843)  
$ 75,402  
9
,000,981  
(2,699,512)  
6,301,469  
Less ‒ Current portion due within one year····················································  
¥
TOYOTA ANNUAL REPORT 2010  
76  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
U.S. dollars  
in millions  
16 Income taxes:  
Yen in millions  
For the year  
ended  
The components of income (loss) before income taxes comprise the following:  
Yen in millions  
U.S. dollars  
For the years ended March 31,  
March 31,  
in millions  
For the year  
ended  
2
008  
2009  
¥ 446,384  
(337,863)  
366,604  
(17,869)  
(27,999)  
¥ 429,257  
2010  
¥ 429,257  
(336,180)  
301,209  
(21,606)  
6,306  
2010  
$ 4,613  
(3,613)  
3,237  
(232)  
Liabilities for product warranties at beginning of year  
·
¥ 412,452  
(324,110)  
392,349  
For the years ended March 31,  
March 31,  
Payments made during year··················································  
Provision for warranties····························································  
Changes relating to pre-existing warranties·················  
Other···································································································  
Liabilities for product warranties at end of year··········  
2
008  
2009  
2010  
2010  
Income (loss) before income taxes:  
Parent company and domestic subsidiaries ················ ¥1,522,619  
(14,155)  
(20,152)  
¥ 446,384  
¥(224,965)  
(335,416)  
¥(560,381)  
¥ (114,569)  
406,037  
¥ 291,468  
$ (1,231)  
4,364  
$ 3,133  
Foreign subsidiaries···································································  
914,603  
2,437,222  
68  
$ 4,073  
¥
¥ 378,986  
The provision for income taxes consists of the following:  
U.S. dollars  
in millions  
For the year  
ended  
The other amount primarily includes the  
impact of currency translation adjustments and  
the impact of consolidation and deconsolidation  
of certain entities due to changes in ownership  
interest.  
In addition to product warranties above,  
Toyota initiates recalls and other safety measures  
to repair or to replace parts which might be  
expectedtofailfromproductssafetyperspectives  
or customer satisfaction standpoints. Toyota  
accrues costs of these activities based on  
management’s estimates. And during the fourth  
quarter of this consolidated fiscal year, Toyota has  
employed an estimation model, to accrue at the  
time of vehicle sale, an amount that represents  
management’s best estimate of expenses related  
to future recalls and other safety measures. The  
estimation model for recalls and other safety  
measures takes into account Toyota’s historical  
experience and individual occurrences of recalls  
and other safety measures. These costs are not  
included in the reconciliation above. See note  
2 to the consolidated financial statements for  
additional information.  
Yen in millions  
For the years ended March 31,  
March 31,  
2
008  
2009  
2010  
2010  
Current income tax expense:  
Parent company and domestic subsidiaries ·············  
Foreign subsidiaries································································  
Total current············································································  
Deferred income tax expense (benefit):  
Parent company and domestic subsidiaries ·············  
Foreign subsidiaries································································  
Total deferred·········································································  
Total provision·······································································  
¥491,185  
338,852  
830,037  
¥ 65,684  
72,864  
138,548  
¥ 65,971  
1,156  
$ 709  
13  
67,127  
722  
119,333  
(37,875)  
81,458  
(26,472)  
(168,518)  
(194,990)  
¥ (56,442)  
(126,716)  
152,253  
25,537  
(1,362)  
1,636  
274  
¥911,495  
¥ 92,664  
$ 996  
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, 2008, 2009 and 2010. 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:  
1
5
Other payables:  
Other payables are mainly related to purchases of property, plant and equipment and non-manufacturing  
purchases.  
For the years ended March 31,  
2
008  
2009  
40.2%  
2010  
40.2%  
Statutory tax rate··············································································································  
Increase (reduction) in taxes resulting from:  
40.2%  
Non-deductible expenses·······················································································  
Deferred tax liabilities on undistributed earnings of  
0.6  
0.9  
(5.0)  
(2.5)  
1.9  
4.4  
foreign subsidiaries································································································  
Deferred tax liabilities on undistributed earnings of affiliates  
accounted for by the equity method····························································  
Valuation allowance ···································································································  
Tax credits ························································································································  
The difference between the statutory tax rate in Japan and that  
of foreign subsidiaries····························································································  
Other···································································································································  
Effective income tax rate ·····························································································  
3.1  
(0.4)  
(4.4)  
(2.5)  
(25.4)  
10.0  
(0.6)  
11.2  
(11.8)  
(3.1)  
0.5  
37.4%  
1.6  
(6.3)  
10.1%  
(12.9)  
(0.6)  
31.8%  
TOYOTA ANNUAL REPORT 2010  
77  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
Significant components of deferred tax assets and liabilities are as follows:  
The deferred tax assets and liabilities that comprise the net deferred tax asset (liability) are included in  
U.S. dollars  
the consolidated balance sheets as follows:  
Yen in millions  
March 31,  
in millions  
March 31,  
2010  
U.S. dollars  
in millions  
March 31,  
2010  
Yen in millions  
March 31,  
2
009  
2010  
Deferred tax assets  
2
009  
2010  
Accrued pension and severance costs····················································  
Warranty reserves and accrued expenses ·············································  
Other accrued employees’ compensation············································  
Operating loss carryforwards for tax purposes···································  
Inventory adjustments·····················································································  
Property, plant and equipment and other assets······························  
Other··························································································································  
Gross deferred tax assets·············································································  
Less ‒ Valuation allowance············································································  
Total deferred tax assets··············································································  
Deferred tax liabilities  
¥ 288,849  
227,757  
99,867  
290,044  
64,439  
208,983  
413,728  
1,593,667  
(208,627)  
1,385,040  
¥ 210,268  
277,696  
106,404  
146,114  
58,561  
188,745  
488,880  
1,476,668  
(239,269)  
1,237,399  
$ 2,260  
2,985  
1,144  
1,570  
629  
2,029  
5,255  
15,872  
(2,572)  
13,300  
Deferred tax assets  
Deferred income taxes (Current assets)·························································  
Investments and other assets - other······························································  
Deferred tax liabilities  
Other current liabilities····························································································  
Deferred income taxes (Long-term liabilities)············································  
Net deferred tax asset (liability)······································································  
¥ 605,331  
149,511  
¥ 632,164  
122,617  
$ 6,795  
1,318  
(13,863)  
(642,293)  
¥ 98,686  
(9,338)  
(813,221)  
¥ (67,778)  
(100)  
(8,741)  
$ (728)  
Because management intends to reinvest  
undistributed earnings 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 ¥2,429,578  
million ($26,113 million) as of March 31, 2010.  
Toyota estimates an additional tax provision  
of ¥98,035 million ($1,054 million) would be  
required if the full amount of those undistributed  
earnings were remitted.  
Unrealized gains on securities······································································  
Undistributed earnings of foreign subsidiaries···································  
Undistributed earnings of affiliates accounted for  
(100,698)  
(13,971)  
(147,494)  
(12,797)  
(1,585)  
(138)  
Operating loss carryforwards for tax purposes  
attributed to consolidated subsidiaries as of  
March 31, 2010 were approximately ¥506,209  
million ($5,441 million) and are available as an  
offset against future taxable income of such  
subsidiaries. The majority of these carryforwards  
expire in years 2011 to 2030.  
by the equity method···················································································  
Basis difference of acquired assets····························································  
Lease transactions ······························································································  
Gain on securities contribution to employee retirement  
benefit trust········································································································  
Other··························································································································  
Gross deferred tax liabilities·······································································  
Net deferred tax asset (liability)  
(536,876)  
(38,356)  
(472,817)  
(575,929)  
(38,977)  
(457,316)  
(6,190)  
(419)  
(4,915)  
(66,523)  
(57,113)  
(1,286,354)  
¥ 98,686  
(66,523)  
(6,141)  
(1,305,177)  
¥ (67,778)  
(715)  
(66)  
(14,028)  
$ (728)  
A summary of the gross unrecognized tax benefits changes for the years ended March 31, 2009 and  
The valuation allowance mainly relates to deferred tax assets of the consolidated subsidiaries with  
operating loss carryforwards for tax purposes that are not expected to be realized. The net changes in  
the total valuation allowance for deferred tax assets for the years ended March 31, 2008, 2009 and 2010  
consist of the following:  
2010 is as follows:  
U.S. dollars  
in millions  
Yen in millions  
For the years ended  
March 31,  
For the year ended  
March 31,  
U.S. dollars in  
2
009  
¥ 37,722  
858  
2010  
¥ 46,803  
2,702  
2010  
$ 503  
29  
73  
(30)  
(1)  
(295)  
(21)  
$ 258  
Yen in millions  
millions  
For the year  
ended  
Balance at beginning of year···················································································  
Additions 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 ·····························································································  
35,464  
(24,061)  
(114)  
6,750  
(2,802)  
(106)  
For the years ended March 31,  
March 31,  
2010  
$2,242  
502  
(151)  
(21)  
$2,572  
2
008  
2009  
¥ 82,191  
145,707  
(3,511)  
(15,760)  
¥208,627  
2010  
¥208,627  
46,704  
(14,066)  
(1,996)  
¥239,269  
Valuation allowance at beginning of year······················  
Additions ······················································································  
Deductions··················································································  
Other·······························································································  
Valuation allowance at end of year····································  
¥ 95,225  
4,783  
(13,508)  
(4,309)  
¥ 82,191  
(128)  
(2,938)  
¥ 46,803  
(27,409)  
(1,973)  
¥ 23,965  
The amount of unrecognized tax benefits  
that, if recognized, would affect the effective  
tax rate was not material at March 31, 2009 and  
2010, respectively. Toyota does not believe it  
is reasonably possible that the total amounts  
of unrecognized tax benefits will significantly  
increase or decrease within the next 12 months.  
Interest and penalties related to income tax  
liabilities are included in “Other income (loss),  
net”. The amounts of interest and penalties  
The other amount includes the impact of  
consolidation and deconsolidation of certain  
entities due to changes in ownership interest  
and currency translation adjustments during the  
years ended March 31, 2008, 2009 and 2010.  
TOYOTA ANNUAL REPORT 2010  
78  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
accrued as of and recognized for the years ended  
March 31, 2009 and 2010, respectively, were not  
material.  
examination for the tax returns related to the  
years beginning on and after January 1, 2000,  
with various tax jurisdictions including Japan.  
¥250,000 million during the purchase period of  
one year from the following day. As a result, the  
parent company repurchased 30 million shares  
during the approved period of time.  
On February 5, 2008, the Board of Directors  
resolved to purchase 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  
reduction from additional paid-in capital and  
retained earnings. As a result, treasury stock,  
additional paid-in capital and retained earnings  
decreased by ¥646,681 million, ¥3,499 million  
and ¥643,182 million, respectively.  
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. As a result,  
the parent company repurchased approximately  
14 million shares during the approved period of  
time. These approvals by the shareholders are  
not required under the current regulation.  
Toyota remains subject to income tax  
1
7 Shareholders’ equity:  
Changes in the number of shares of common stock issued have resulted from the following:  
For the years ended March 31,  
2
008  
2009  
2010  
10 million shares.  
Common stock issued  
Balance at beginning of year·········································································· 3,609,997,492 3,447,997,492 3,447,997,492  
Issuance during the year···················································································  
Purchase and retirement ··················································································  
Balance at end of year ···················································································· 3,447,997,492 3,447,997,492 3,447,997,492  
On the same date, the Board of Directors  
̶
̶
̶
̶
̶
also resolved to retire 162 million shares of its  
common stock, and then the parent company  
retired its common stock on March 31, 2008. This  
retirement, in accordance with the Corporation  
Act and related regulations, is treated as a  
(162,000,000)  
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  
period, but are recorded in the subsequent  
accounting period after shareholders’ approval  
has been obtained. Retained earnings at March  
31, 2010 include amounts representing year-end  
cash dividends of ¥78,400 million ($843 million),  
¥25 ($0.27) per share, which were approved at  
the Ordinary General Shareholders’ Meeting,  
held on June 24, 2010.  
Retained earnings at March 31, 2010 include  
¥1,344,903 million ($14,455 million) relating to  
equity in undistributed earnings of companies  
accounted for by the equity method.  
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 repurchased 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  
Detailed components of accumulated other comprehensive income (loss) in Toyota Motor Corporation  
shareholders’ equity at March 31, 2009 and 2010 and the related changes, net of taxes for the years ended  
March 31, 2008, 2009 and 2010 consist of the following:  
Yen in millions  
Foreign  
currency  
translation  
adjustments  
Accumulated  
other  
comprehensive  
income (loss)  
2
5% of stated capital.  
Unrealized  
gains on  
securities  
Pension  
liability  
adjustments  
The retained earnings reserve included in  
retained earnings as of March 31, 2009 and  
010 was ¥167,722 million and ¥168,680 million  
$1,813 million), respectively. The Corporation Act  
Balances at March 31, 2007················································  
Other comprehensive income (loss) ······························  
Balances at March 31, 2008················································  
Other comprehensive income (loss) ······························  
Balances at March 31, 2009················································  
Other comprehensive income···········································  
Balances at March 31, 2010················································  
¥ (40,178)  
(461,189)  
(501,367)  
(381,303)  
(882,670)  
9,894  
¥ 658,808  
(347,829)  
310,979  
(293,101)  
17,878  
¥ 82,760  
(133,577)  
(50,817)  
(192,172)  
(242,989)  
74,645  
¥ 701,390  
(942,595)  
(241,205)  
(866,576)  
(1,107,781)  
260,946  
2
(
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 calculation  
of the profit available for dividend.  
The amounts of statutory retained earnings  
of the parent company available for dividend  
payments to shareholders were ¥5,624,709  
million and ¥5,478,747 million ($58,886 million)  
as of March 31, 2009 and 2010, respectively. In  
accordance with customary practice in Japan,  
the distributions from surplus are not accrued in  
the financial statements for the corresponding  
176,407  
¥(872,776)  
¥ 194,285  
¥(168,344)  
¥ (846,835)  
U.S. dollars in millions  
Foreign  
currency  
translation  
adjustments  
Accumulated  
other  
comprehensive  
income (loss)  
Unrealized  
gains on  
securities  
Pension  
liability  
adjustments  
Balances at March 31, 2009················································  
Other comprehensive income···········································  
Balances at March 31, 2010················································  
$
(9,487)  
107  
(9,380)  
$
192  
1,896  
2,088  
$
(2,612)  
802  
(1,810)  
$
(11,907)  
2,805  
(9,102)  
$
$
$
$
TOYOTA ANNUAL REPORT 2010  
79  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
Tax effects allocated to each component of other comprehensive income (loss) for the years ended  
March 31, 2008, 2009 and 2010 are as follows:  
Yen in millions  
18 Stock-based compensation:  
In June 1997, the parent company’s shareholders  
approved a stock option plan for board members.  
In June 2001, the shareholders approved an  
amendment of the plan to include both board  
members and key employees. Each year, since  
the plans’ inception, the shareholders have  
approved the authorization for the grant of  
options for the purchase of Toyota’s common  
stock. Authorized shares for each year that  
remain ungranted are unavailable for grant in  
future years. Stock options granted in and after  
August 2002 have terms ranging from 6 years to  
officers and employees of the parent company,  
its subsidiaries and affiliates.  
Pre-tax  
Net-of-tax  
amount  
amount  
Tax amount  
(466)  
For the years ended March 31, 2008, 2009  
and 2010, Toyota recognized stock-based  
compensation expenses for stock options of  
¥3,273 million, ¥3,015 million and ¥2,446 million  
($26 million) as selling, general and administrative  
expenses.  
The weighted-average grant-date fair value of  
options granted during the years ended March  
31, 2008, 2009 and 2010 was ¥1,199, ¥635 and  
¥803 ($9), respectively per share. The fair value  
of options granted is amortized over the option  
vesting period in determining net income  
attributable to Toyota Motor Corporation 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:  
For the year ended March 31, 2008  
Foreign currency translation adjustments ················································  
Unrealized losses on securities:  
Unrealized net holding losses arising for the year ····························  
Less: reclassification adjustments for gains included in net  
income attributable to Toyota Motor Corporation·······················  
Pension liability adjustments············································································  
¥
(460,723) ¥  
(545,555)  
¥
¥
(461,189)  
(326,242)  
219,313  
(36,099)  
(221,142)  
14,512  
87,565  
(21,587)  
(133,577)  
(942,595)  
Other comprehensive income (loss)····················································· ¥ (1,263,519) ¥ 320,924  
For the year ended March 31, 2009  
Foreign currency translation adjustments ···············································  
Unrealized losses on securities:  
¥ (391,873)  
(677,710)  
¥
10,570  
¥(381,303)  
(421,820)  
8
years and an exercise price equal to 1.025 times  
Unrealized net holding losses arising for the year ····························  
Less: reclassification adjustments for losses included in net loss  
attributable to Toyota Motor Corporation ········································  
Pension liability adjustments············································································  
Other comprehensive income (loss)·····················································  
For the year ended March 31, 2010  
255,890  
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, 2010, at the Ordinary General  
Shareholders’ Meeting, the shareholders of the  
parent company approved the authorization of  
an additional up to 3,600,000 shares for issuance  
under the Toyota’s stock option plan for directors,  
215,249  
(319,613)  
¥(1,173,947)  
(86,530)  
127,441  
307,371  
128,719  
(192,172)  
¥(866,576)  
¥
Foreign currency translation adjustments ················································  
¥
10,809  
¥
(915)  
¥
9,894  
Unrealized gains on securities:  
Unrealized net holding gains arising for the year······························  
Less: reclassification adjustments for gains included in net  
income attributable to Toyota Motor Corporation·······················  
Pension liability adjustments············································································  
Other comprehensive income·································································  
277,838  
(102,538)  
175,300  
1,852  
124,526  
415,025 ¥ (154,079)  
(745)  
(49,881)  
1,107  
74,645  
¥ 260,946  
2
008  
2009  
3.0%  
1.1%  
23%  
5.0  
2010  
2.4%  
0.7%  
30%  
5.0  
¥
Dividend rate····················································································································  
Risk-free interest rate····································································································  
Expected volatility ·········································································································  
Expected holding period (years)············································································  
1.7%  
1.3%  
23%  
5.0  
U.S. dollars in millions  
Tax amount  
Pre-tax  
amount  
Net-of-tax  
amount  
For the year ended March 31, 2010  
Foreign currency translation adjustments ·················································  
$
117  
$
(10)  
$
107  
Unrealized gains on securities:  
Unrealized net holding gains arising for the year·······························  
Less: reclassification adjustments for gains included in net  
income attributable to Toyota Motor Corporation························  
Pension liability adjustments·············································································  
Other comprehensive income··································································  
2,986  
(1,102)  
1,884  
20  
1,338  
$ 4,461  
(8)  
(536)  
$ (1,656)  
12  
802  
$ 2,805  
TOYOTA ANNUAL REPORT 2010  
80  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
The following table summarizes Toyota’s stock option activity:  
Yen  
19 Employee benefit plans:  
Yen in  
millions  
Pension and severance plans  
variable-interest crediting rate rather than the  
fixed-interest crediting rate as was in the pre-  
amended plan.  
Weighted-  
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 retirement, including  
retirement at the age limit.  
Weighted-  
average  
exercise  
price  
¥ 5,175  
7,278  
4,208  
average  
remaining  
contractual  
life in years  
5.53  
Aggregate  
intrinsic  
value  
Number of  
shares  
6,292,700  
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 several financial institutions  
in accordance with the applicable laws and  
regulations. These pension plan assets consist  
principally of common stocks, government  
bonds and insurance contracts.  
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.  
Toyota uses a March 31 measurement date for  
its benefit plans.  
Options outstanding at March 31, 2007·····················  
Granted·······················································································  
Exercised····················································································  
Canceled····················································································  
Options outstanding at March 31, 2008·····················  
Granted·······················································································  
Exercised····················································································  
Canceled····················································································  
Options outstanding at March 31, 2009·····················  
Granted·······················································································  
Exercised····················································································  
Canceled····················································································  
Options outstanding at March 31, 2010·····················  
Options exercisable at March 31, 2008 ·························  
Options exercisable at March 31, 2009 ·························  
Options exercisable at March 31, 2010 ·························  
¥14,947  
3,264,000  
(792,100)  
(423,000)  
8,341,600  
3,494,000  
(119,900)  
(375,000)  
11,340,700  
3,492,000  
(157,800)  
(958,200)  
13,716,700  
2,354,600  
4,971,700  
7,515,700  
6,196  
6,038  
4,726  
3,626  
6,889  
5,631  
4,193  
3,116  
5.71  
5.51  
1,753  
1
Effective October 1, 2004, the parent company  
amended its retirement plan to introduce a  
4,646  
¥5,363  
¥ 4,225  
¥ 5,302  
¥ 6,132  
5.23  
2.76  
3.76  
3.86  
¥
̶
point” based retirement benefit plan. Under  
¥ 1,753  
the new plan, employees are entitled to lump-  
sum or pension payments determined based  
on accumulated “points” vested in each year of  
service.  
¥
¥
1
̶
The total intrinsic value of options exercised for  
the years ended March 31, 2008, 2009 and 2010  
was ¥1,651 million, ¥97 million and ¥113 million  
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, 2008, 2009  
and 2010 was ¥3,333 million, ¥435 million and  
¥492 million ($5 million), respectively.  
There are three types of “points” that vest  
in each year of service consisting of “service  
period points” which are attributed to the  
length of service, “job title points” which are  
attributed to the job title of each employee,  
and “performance points” which are attributed  
to the annual performance evaluation of each  
employee. Under normal circumstances, the  
minimum payment prior to retirement age is an  
amount reflecting an adjustment rate applied  
to represent voluntary retirement. Employees  
receive additional benefits upon involuntary  
retirement, including retirement at the age limit.  
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  
(
$1 million), respectively.  
As of March 31, 2010, there were unrecognized  
compensation expenses of ¥1,822 million  
(
$20 million) for stock options granted. Those  
The following table summarizes information for options outstanding and options exercisable at March  
1, 2010:  
3
Outstanding  
Exercisable  
Weighted- Weighted- Weighted-  
Weighted- Weighted-  
average  
exercise  
price  
average  
exercise  
price  
average  
remaining  
life  
average  
exercise  
price  
average  
exercise  
price  
Exercise price  
range  
Number of  
shares  
Number of  
shares  
1,932,700  
5,583,000  
7,515,700  
Yen  
Yen  
Dollars  
Years  
Yen  
Dollars  
$48  
72  
¥
6
4
4,193 - 6,000  
,001 - 7,278  
,193 - 7,278 13,716,700  
8,133,700  
5,583,000  
¥4,429  
6,723  
5,363  
$48  
72  
58  
5.50  
4.85  
5.23  
¥4,427  
6,723  
6,132  
66  
TOYOTA ANNUAL REPORT 2010  
81  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
Information regarding Toyota’s defined benefit plans is as follows:  
The accumulated benefit obligation for all defined benefit pension plans was ¥1,524,556 million and  
U.S. dollars  
in millions  
March 31,  
¥1,571,061 million ($16,886 million) at March 31, 2009 and 2010, respectively.  
Yen in millions  
March 31,  
The projected benefit obligation, accumulated benefit obligation and fair value of plan assets for which  
the accumulated benefit obligations exceed plan assets are as follows:  
U.S. dollars  
2
009  
2010  
2010  
Change in benefit obligation  
Benefit obligation at beginning of year····················································· ¥1,693,155  
¥ 1,632,779  
75,558  
$17,549  
812  
Yen in millions  
in millions  
March 31,  
2010  
$5,465  
4,858  
708  
Service cost················································································································  
Interest cost···············································································································  
Plan participants’ contributions ·····································································  
Plan amendments··································································································  
Net actuarial (gain) loss·······················································································  
Acquisition and other··························································································  
Benefits paid·············································································································  
Benefit obligation at end of year·······························································  
Change in plan assets  
Fair value of plan assets at beginning of year·········································  
Actual return on plan assets·············································································  
Acquisition and other··························································································  
Employer contributions······················································································  
Plan participants’ contributions ·····································································  
Benefits paid·············································································································  
Fair value of plan assets at end of year···················································  
84,206  
52,959  
March 31,  
50,559  
543  
7
(33)  
611  
(30)  
2
009  
2010  
¥508,501  
452,019  
65,905  
750  
657  
Projected benefit obligation···················································································· ¥1,076,362  
(2,096)  
(3,080)  
56,843  
(2,829)  
(83,740)  
1,726,747  
Accumulated benefit obligation ···········································································  
Fair value of plan assets······························································································  
1,039,314  
614,377  
(47,272)  
(64,784)  
(84,139)  
1,632,779  
(900)  
18,559  
Components of the net periodic pension cost are as follows:  
U.S. dollars  
in millions  
For the year  
ended  
March 31,  
Yen in millions  
1,282,048  
(307,293)  
(43,851)  
131,412  
835  
979,012  
171,043  
158  
111,815  
763  
10,522  
1,838  
2
1,202  
8
(900)  
12,672  
$ 5,887  
For the years ended March 31,  
2
008  
2009  
2010  
¥ 75,558  
50,559  
(32,251)  
(15,063)  
27,246  
2010  
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···················································  
¥ 96,454  
54,417  
(43,450)  
(17,162)  
4,013  
¥ 84,206  
52,959  
(43,053)  
(17,677)  
5,752  
$
812  
543  
(84,139)  
979,012  
(83,740)  
1,179,051  
(346)  
(162)  
293  
Funded status ·············································································································· ¥ 653,767  
¥
547,696  
Amounts recognized in the consolidated balance sheet as of March 31, 2009 and 2010 are comprised  
of the following:  
1,944  
¥ 96,216  
1,944  
¥ 84,131  
1,944  
¥107,993  
21  
$ 1,161  
U.S. dollars  
in millions  
March 31,  
Yen in millions  
March 31,  
Other changes in plan assets and benefit obligations recognized in other comprehensive income (loss)  
are as follows:  
2
009  
2010  
¥ 28,573  
678,677  
2010  
307  
7,294  
Accrued expenses (Accrued pension and severance costs)···············  
Accrued pension and severance costs···························································  
Investments and other assets ‒ other (Prepaid pension and  
severance costs)······································································································  
Net amount recognized·····················································································  
¥ 30,658  
634,612  
$
U.S. dollars  
Yen in millions  
in millions  
For the year  
ended  
(11,503)  
¥ 653,767  
(159,554)  
¥ 547,696  
(1,714)  
$ 5,887  
For the years ended March 31,  
March 31,  
2
008  
2009  
2010  
2010  
Net actuarial gain (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  
¥(303,074)  
5,752  
¥ 81,949  
27,246  
3,080  
(15,063)  
1,944  
2,594  
¥101,750  
$ 881  
293  
Amounts recognized in accumulated other comprehensive income (loss) as of March 31, 2009 and  
010 are comprised of the following:  
2
7,619  
(17,162)  
1,944  
2,096  
(17,677)  
1,944  
33  
(162)  
21  
U.S. dollars  
in millions  
March 31,  
Yen in millions  
March 31,  
24,882  
¥(206,143)  
17,003  
¥(293,956)  
28  
$1,094  
2
009  
2010  
¥ (385,266)  
97,587  
2010  
$ (4,141)  
1,049  
Net actuarial loss ·······································································································  
Prior service costs······································································································  
Net transition obligation·······················································································  
Net amount recognized····················································································  
¥ (497,055)  
109,570  
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  
(5,514)  
¥ (392,999)  
(3,570)  
¥ (291,249)  
(38)  
$ (3,130)  
TOYOTA ANNUAL REPORT 2010  
82  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
Yen in millions  
March 31, 2010  
Level 2 Level 3  
ending March 31, 2011 are ¥(15,000) million ($(161) million), ¥15,700 million ($169 million) and ¥1,900  
million ($20 million), respectively.  
Level 1  
Total  
Equity securities  
Common stocks········································································  
Commingled funds·································································  
Weighted-average assumptions used to determine benefit obligations as of March 31, 2009 and 2010  
are as follows:  
¥ 471,262  
̶
¥
̶
237,495  
237,495  
¥
̶
̶
̶
¥ 471,262  
237,495  
471,262  
708,757  
March 31,  
Debt securities  
2
009  
2.8%  
0.1 ‒ 10.0%  
2010  
2.8%  
0.5 ‒ 10.0%  
Government bonds·································································  
Commingled funds·································································  
Other·······························································································  
79,739  
̶
̶
147,345  
19,561  
166,906  
97,086  
1,449  
̶
2,663  
928  
3,591  
̶
79,739  
150,008  
59,720  
289,467  
97,086  
Discount rate·········································································································································  
Rate of compensation increase···································································································  
39,231  
18,970  
̶
1
Weighted-average assumptions used to determine net periodic pension cost for the years ended March  
1, 2008, 2009 and 2010 are as follows:  
Insurance contracts·····································································  
Other···································································································  
Total·································································································  
35,774  
¥ 626,006  
46,518  
¥ 50,109  
83,741  
¥1,179,051  
3
¥ 502,936  
For the years ended March 31,  
2
008  
2.7%  
3.4%  
0.1 ‒ 10.0%  
2009  
2.8%  
3.6%  
0.1 ‒ 10.0%  
2010  
2.8%  
3.6%  
0.1 ‒ 10.0%  
Discount rate································································································  
Expected return on plan assets··························································  
Rate of compensation increase··························································  
U.S. dollars in millions  
March 31, 2010  
Level 1  
Level 2  
Level 3  
Total  
Equity securities···········································································  
Common stocks·······································································  
Commingled funds································································  
$ 5,065  
̶
$
̶
2,553  
2,553  
$ ̶  
̶
$ 5,065  
2,553  
The expected rate of return on plan assets is  
determined after considering several applicable  
factors including, the composition of plan assets  
held, assumed risks of asset management,  
historical results of the returns on plan  
assets, Toyota’s principal policy for plan asset  
management, and forecasted market conditions.  
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 determined based on  
plan asset management policies of each plan  
which are established to achieve the optimized  
asset compositions in terms of the long-term  
overall plan asset management. Excepting equity  
securities contributed by Toyota, approximately  
actual allocations are not in line with target  
allocations, Toyota rebalances its investments  
in accordance with the policies. Prior to making  
individual investments, Toyota performs in-depth  
assessments of corresponding factors including  
category of products, industry type, currencies  
and liquidity of each potential investment under  
consideration to mitigate concentrations of  
risks such as market risk and foreign currency  
exchange rate risk. To assess performance of  
the investments, 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 corresponding actual return rates  
on each asset category.  
5,065  
̶
7,618  
Debt securities  
Government bonds································································  
Commingled funds································································  
Other······························································································  
857  
̶
̶
1,584  
210  
1,794  
1,043  
16  
̶
28  
10  
38  
̶
857  
1,612  
642  
3,111  
1,043  
900  
422  
,279  
̶
1
Insurance contracts····································································  
Other··································································································  
Total································································································  
384  
$ 6,728  
500  
$ 538  
$ 5,406  
$ 12,672  
The following is description of the assets,  
information about the valuation techniques used  
to measure fair value, key inputs and significant  
assumptions:  
Quoted market prices for identical securities are  
used to measure fair value of common stocks. As  
of March 31, 2010, common stocks include 64%  
of Japanese stocks and 36% of foreign stocks.  
Quoted market prices for identical securities  
are used to measure fair value of government  
bonds. As of March 31, 2010, government bonds  
include 25% of Japanese government bonds and  
75% of foreign government bonds.  
Commingled funds are beneficial interests of  
collective trust, which are mainly invested by the  
parent company and Japanese subsidiaries. The  
fair values of commingled funds are measured  
using the net asset value (“NAV”) provided by the  
administrator of the fund, and are categorized  
by the ability to redeem investments at the  
The following table summarizes the fair value  
of classes of plan assets as of March 31, 2010. See  
note 26 to the consolidated financial statements  
for three levels of input which are used to  
measure fair value.  
5
0% of the plan assets is invested in equity  
securities, approximately 30% is invested in debt  
securities, and the rest of them is invested in  
insurance contracts and other products. When  
TOYOTA ANNUAL REPORT 2010  
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measurement day.  
assets. The fair values of other private placement  
investment funds are measured using the NAV  
provided by the administrator of the fund, and are  
categorized by the ability to redeem investments  
at the measurement day.  
Postretirement benefits other than pensions  
and postemployment benefits  
benefits are currently unfunded and provided  
through various insurance companies and  
health care providers. The costs of these benefits  
are recognized over the period the employee  
provides credited service to Toyota. Toyota’s  
obligations under these arrangements are not  
material.  
The fair values of insurance contracts are  
measured using contracted amount with  
accrued interest.  
Other consists of cash equivalents, other  
private placement investment funds and other  
Toyota’s U.S. subsidiaries provide certain health  
care and life insurance benefits to eligible  
retired employees. In addition, Toyota provides  
benefits to certain former or inactive employees  
after employment, but before retirement. These  
The following table summarizes the changes in Level 3 plan assets measured at fair value for the period  
ended March 31, 2010:  
Yen in millions  
20 Derivative financial instruments:  
For the year ended March 31, 2010  
Toyota employs derivative financial instruments,  
including foreign 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.  
exchange of foreign currency principal and  
interest obligations for each functional currency  
obligations at agreed-upon currency exchange  
and interest rates.  
For the years ended March 31, 2008, 2009 and  
2010, the ineffective portion of Toyota’s fair value  
hedge relationships was not material. For fair  
value hedging relationships, the components of  
each derivative’s gain or loss are included in the  
assessment of hedge effectiveness.  
Debt securities  
¥ 5,242  
818  
Other  
¥45,825  
(2,206)  
3,467  
Total  
¥51,067  
(1,388)  
1,234  
Balance at beginning of year·······································································  
Actual return on plan assets·····································································  
Purchases, sales and settlements··························································  
Other·····················································································································  
Balance at end of year ·····················································································  
(2,233)  
(236)  
(568)  
(804)  
¥ 3,591  
¥46,518  
¥50,109  
U.S. dollars in millions  
For the year ended March 31, 2010  
Fair value hedges  
Debt securities  
Other  
$ 493  
(24)  
37  
Total  
Balance at beginning of year·······································································  
Actual return on plan assets·····································································  
Purchases, sales and settlements··························································  
Other·····················································································································  
Balance at end of year ·····················································································  
$ 56  
9
(24)  
(3)  
$ 549  
(15)  
13  
Toyota enters into interest rate swaps and  
interest rate currency swap agreements mainly  
to convert its fixed-rate debt to variable-rate  
debt. Toyota uses interest rate swap agreements  
in managing interest rate risk exposure. 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 hedge exposure  
to currency exchange rate fluctuations on  
principal and interest payments for borrowings  
denominated in foreign currencies. Notes and  
loans payable issued in foreign currencies are  
hedged by concurrently executing interest rate  
currency swap agreements, which involve the  
Undesignated derivative financial instruments  
Toyota uses foreign exchange forward contracts,  
foreign currency options, interest rate swaps,  
interest rate currency swap agreements, and  
interest rate options, to manage its exposure  
to foreign currency exchange rate fluctuations  
and interest rate fluctuations from an economic  
perspective, and for which Toyota is unable or  
has elected not to apply hedge accounting.  
(6)  
(9)  
$ 38  
$ 500  
$ 538  
Toyota expects to contribute ¥111,112 million ($1,194 million) to its pension plans in the year ending  
March 31, 2011.  
The following pension benefit payments, which reflect expected future service, as appropriate, are  
expected to be paid:  
Yen in  
millions  
U.S. dollars  
in millions  
Years ending March 31,  
2
2
2
2
2
011········································································································································································  
012········································································································································································  
013········································································································································································  
014········································································································································································  
015········································································································································································  
¥ 79,457  
75,952  
74,915  
76,933  
80,622  
$ 854  
816  
805  
827  
867  
from 2016 to 2020··········································································································································  
Total····································································································································································  
455,453  
¥843,332  
4,895  
$9,064  
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Fair value and gains or losses on derivative financial instruments  
The following table summarizes the fair values of derivative financial instruments at March 31, 2009 and 2010:  
U.S. dollars  
Yen in millions  
in millions  
For the year  
ended  
For the years ended March  
3
1,  
March 31,  
2010  
2
009  
2010  
Derivative financial instruments designated as hedging instruments  
Interest rate and currency swap agreements  
Prepaid expenses and other current assets ···········································  
Investments and other assets - Other····················································  
Total························································································································  
Other current liabilities······················································································  
Other long-term liabilities················································································  
Total························································································································  
¥ 35,882  
83,014  
¥ 118,896  
¥ (47,022)  
(79,634)  
¥(126,656)  
¥
45,567  
94,430  
$
490  
1,015  
$ 1,505  
$
¥ 139,997  
¥ (21,786)  
(12,045)  
(234)  
(130)  
(364)  
¥ (33,831)  
$
Undesignated derivative financial instruments  
Interest rate and currency swap agreements  
Prepaid expenses and other current assets ···········································  
Investments and other assets - Other····················································  
Total························································································································  
Other current liabilities······················································································  
Other long-term liabilities················································································  
Total························································································································  
¥ 58,454  
177,487  
¥ 235,941  
¥ (61,593)  
(236,877)  
¥(298,470)  
¥
54,474  
168,349  
$
586  
1,809  
$ 2,395  
$ (410)  
¥ 222,823  
¥ (38,152)  
(179,765)  
¥(217,917)  
(1,932)  
$ (2,342)  
Foreign exchange forward and option contracts  
Prepaid expenses and other current assets ···········································  
Investments and other assets - Other····················································  
Total························································································································  
Other current liabilities······················································································  
Other long-term liabilities················································································  
Total························································································································  
¥ 32,443  
250  
¥ 32,693  
¥ (25,675)  
̶
¥
¥
6,135  
38  
6,173  
$
66  
0
66  
(224)  
(2)  
(226)  
$
$
¥ (20,843)  
(138)  
¥ (20,981)  
¥ (25,675)  
$
The following table summarizes the notional amounts of derivative financial instruments at March 31,  
009 and 2010:  
2
Yen in millions  
U.S. dollars in millions  
For the years ended March 31,  
For the year ended March 31,  
2009  
2010  
2010  
Designated  
derivative  
financial  
Undesignated  
Designated  
derivative  
financial  
Undesignated  
Designated  
derivative  
financial  
Undesignated  
derivative  
derivative  
financial  
derivative  
financial  
financial  
instruments  
instruments  
instruments  
instruments  
instruments  
instruments  
Interest rate and  
currency swap  
agreements ······ ¥1,907,927  
¥12,472,179  
¥1,168,882  
¥11,868,039  
$12,563  
$127,559  
Foreign exchange  
forward and option  
contracts··················  
̶
1,562,876  
¥14,035,055  
̶
1,487,175  
¥13,355,214  
̶
$12,563  
15,984  
$143,543  
Total······················ ¥1,907,927  
¥1,168,882  
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The following table summarizes the gains and losses on derivative financial instruments and hedged items reported in the consolidated statement of income for the years ended March 31, 2009 and 2010:  
Yen in millions  
U.S. dollars in millions  
For the year ended March 31,  
2010  
For the years ended March 31,  
2
009  
2010  
Gains (losses) on  
derivative financial  
instruments  
Gains (losses) on  
derivative financial  
instruments  
Gains (losses) on  
derivative financial  
instruments  
Gains (losses) on hedged  
Gains (losses) on hedged  
Gains (losses) on hedged  
items  
items  
items  
Derivative financial instruments  
designated as hedging instruments - Fair value hedge  
Interest rate and currency swap agreements  
Cost of financing operations··············································  
Interest expense ·······································································  
Undesignated derivative financial instruments  
Interest rate and currency swap agreements  
Cost of financing operations··············································  
Foreign exchange gain (loss), net ···································  
Foreign exchange forward and option contracts  
Cost of financing operations··············································  
Foreign exchange gain (loss), net ··································  
¥
¥
(288,553)  
439)  
¥ 293,637  
439  
¥138,677  
(265)  
¥ (135,163)  
265  
$ 1,491  
(3)  
$
$
(1,453)  
3
(
(72,696)  
3,016)  
¥
̶
̶
¥ 77,939  
(2,819)  
¥
̶
̶
$
838  
(30)  
̶
̶
(
2
4,183  
̶
̶
(21,841)  
60,599  
̶
̶
(235)  
651  
̶
̶
174,158  
Undesignated derivative financial instruments  
are used to manage risks of fluctuations in  
interest rates to certain borrowing transactions  
and in foreign currency exchange rates of  
certain currency receivables and payables.  
Toyota accounts for these derivative financial  
instruments as economic hedges with changes  
in the fair value recorded directly into current  
period earnings.  
Unrealized gains or (losses) on undesignated  
derivative financial instruments reported in  
the cost of financing operations for the years  
ended March 31, 2008, 2009 and 2010 were  
Toyota corrected the gains or losses on  
derivative financial instruments and hedged  
items disclosed for the year ended March 31,  
2009 as a result of changes to information  
gathered from certain subsidiaries. These  
adjustments do not have a material impact on  
Toyota’s consolidated financial statements.  
related contingent features that are in a net  
liability position as of March 31, 2010 is ¥63,445  
million ($682 million). The aggregate fair value  
amount of assets that are already posted as of  
March 31, 2010 is ¥9,469 million ($102 million).  
If the ratings of Toyota decline below specified  
thresholds, the maximum amount of assets to  
be posted or for which Toyota could be required  
to settle the contracts is ¥63,445 million ($682  
million) as of March 31, 2010.  
Credit risk related contingent features  
Toyota enters into International Swaps and  
Derivatives Association Master Agreements  
with counterparties. These Master Agreements  
contain a provision requiring either Toyota or  
the counterparty to settle the contract or to post  
assets to the other party in the event of a ratings  
downgrade below a specified threshold.  
¥
(67,991) million, ¥(80,298) million and ¥71,538  
million ($769 million) those reported in foreign  
gain (loss), net were ¥45,670 million, ¥(33,578)  
million and ¥(26,476) million ($(285) million),  
respectively.  
The aggregate fair value amount of derivative  
financial instruments that contain credit risk  
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2
1 Other 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 liquid and are carried  
at amounts which approximate fair value.  
receivables was estimated by discounting  
expected cash flows to present value using the  
rates at which new loans of similar credit quality  
and maturity would be made.  
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, market risk as  
instruments are subject to price fluctuations,  
and elements of credit risk in the event a  
counterparty should default. In the unlikely  
event the counterparties fail to meet the  
contractual terms of a foreign currency or an  
interest rate instrument, Toyota’s risk is limited  
to the fair value of the instrument. Although  
Toyota may be exposed to losses in the event of  
non-performance by counterparties on financial  
instruments, it does not anticipate significant  
losses due to the nature of its counterparties.  
Counterparties to Toyota’s financial instruments  
represent, in general, international financial  
institutions. Additionally, Toyota does not  
have a significant exposure to any individual  
counterparty. Toyota believes that the overall  
credit risk related to its financial instruments is  
not significant.  
Short-term borrowings and long-term debt  
The fair values of short-term borrowings and  
total long-term debt including the current  
portion were estimated based on the discounted  
amounts of future cash flows using Toyota’s  
current incremental borrowing rates for similar  
liabilities.  
Finance receivables, net  
The carrying value of variable rate finance  
receivables was assumed to approximate  
fair value as they were repriced at prevailing  
market rates. The fair value of fixed rate finance  
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:  
The estimated fair values of Toyota’s financial instruments, excluding marketable securities and other  
securities investments and affiliated companies and derivative financial instruments, are summarized as  
follows:  
U.S. dollars  
in millions  
March 31,  
Yen in millions  
March 31,  
Yen in millions  
March 31, 2009  
2
009  
2010  
2010  
Class of property  
Carrying  
amount  
Estimated  
fair value  
Building·····························································································································  
Machinery and equipment·····················································································  
Less - Accumulated depreciation·······································································  
¥ 24,369  
51,971  
(33,845)  
¥ 23,518  
48,043  
(36,926)  
¥ 34,635  
$ 253  
516  
(397)  
$ 372  
Asset (Liability)  
Cash and cash equivalents·················································· ¥ 2,444,280  
¥ 2,444,280  
45,178  
8,677,228  
332,722  
(3,617,672)  
(9,026,007)  
¥
42,495  
Time deposits·············································································  
Total finance receivables, net············································  
Other receivables·····································································  
Short-term borrowings·························································  
Long-term debt including the current portion ·······  
45,178  
8,450,709  
332,722  
(3,617,672)  
(8,949,615)  
Yen in millions  
March 31, 2010  
U.S. dollars in millions  
March 31, 2010  
Carrying  
amount  
Estimated  
fair value  
Carrying  
amount  
Estimated  
fair value  
Asset (Liability)  
Cash and cash equivalents·················································  
Time deposits············································································  
Total finance receivables, net···········································  
Other receivables····································································  
Short-term borrowings························································  
Long-term debt including the current portion ······  
¥ 1,865,746  
392,724  
8,759,826  
360,379  
(3,279,673)  
(9,191,490)  
¥ 1,865,746  
392,724  
9,112,527  
360,379  
(3,279,673)  
(9,297,904)  
$ 20,053  
4,221  
94,151  
3,873  
(35,250)  
(98,791)  
$ 20,053  
4,221  
97,942  
3,873  
(35,250)  
(99,934)  
TOYOTA ANNUAL REPORT 2010  
87  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
Amortization expenses under capital leases for the years ended March 31, 2008, 2009 and 2010 were  
7,846 million, ¥12,183 million and ¥12,606 million ($135 million), respectively.  
23 Other commitments and contingencies, concentrations and factors that may affect future operations :  
¥
Commitments  
to include additional models. In January 2010,  
Future minimum lease payments under capital leases together with the present value of the net  
minimum lease payments as of March 31, 2010 are as follows:  
Commitments outstanding at March 31, 2010 for  
the purchase of property, plant and equipment  
and other assets totaled ¥74,529 million ($801  
million).  
Toyota announced a recall in North America  
for certain models of Toyota vehicles related to  
sticking and slow-to-return accelerator pedals.  
Also in January 2010, Toyota recalled in Europe  
and China certain models of Toyota vehicles  
related to sticking accelerator pedals. In February  
2010, Toyota announced a worldwide recall  
related to the software program that controls the  
antilock braking system (ABS) in certain vehicles  
models including the Prius. Set forth below is a  
description of the various claims, lawsuits and  
government investigations against Toyota in the  
United States relating to recalls and other safety  
measures.  
Yen in  
millions  
U.S. dollars  
in millions  
Years ending March 31,  
2
2
2
2
2
011·········································································································································································  
012·········································································································································································  
013·········································································································································································  
014·········································································································································································  
015·········································································································································································  
¥ 26,327  
3,585  
$ 283  
39  
Guarantees  
2,366  
2,028  
1,795  
25  
22  
19  
Toyota enters into contracts with Toyota dealers  
to guarantee customers’ payments of their  
installment payables that arise from installment  
contractsbetweencustomersandToyotadealers,  
as and when requested by Toyota dealers.  
Guarantee periods are set to match maturity of  
installment payments, and at March 31, 2010,  
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 customers are unable  
to make required payments. The maximum  
potential amount of future payments as of March  
31, 2010 is ¥1,604,893 million ($17,249 million).  
Liabilities for guarantees totaling ¥5,969 million  
Thereafter·····························································································································································  
Total minimum lease payments···········································································································  
Less ‒ Amount representing interest····································································································  
Present value of net minimum lease payments··········································································  
Less ‒ Current obligations···························································································································  
Long-term capital lease obligations ··································································································  
16,413  
52,514  
(10,271)  
42,243  
(24,089)  
¥ 18,154  
176  
564  
(110)  
454  
(259)  
$ 195  
Rental expenses under operating leases for the years ended March 31, 2008, 2009 and 2010 were  
100,319 million, ¥106,653 million and ¥93,994 million ($1,010 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,  
010 are as follows:  
<Class Action Litigation>  
¥
There are approximately 200 putative class  
actions that have been filed since November  
2009 alleging that certain Toyota, Lexus and  
Scion vehicles contain defects that lead to  
unintended acceleration. Many of the putative  
class actions allege that malfunctions involving  
the floor mats and accelerator pedals do not  
cover the full scope of possible defects related  
to unintended acceleration. Rather, they allege  
that Electronic Throttle Control-intelligent  
2
Yen in  
millions  
U.S. dollars  
in millions  
Years ending March 31,  
($64 million) have been provided as of March 31,  
2
2
2
2
2
011··········································································································································································  
012··········································································································································································  
013··········································································································································································  
014··········································································································································································  
015··········································································································································································  
¥ 9,900  
8,136  
$106  
87  
2010. Under these guarantee contracts, Toyota is  
entitled to recover any amount paid by Toyota  
from the customers whose original obligations  
Toyota has guaranteed.  
6,493  
5,029  
4,273  
70  
54  
46  
(ETCS-i) is the true cause and that Toyota has  
Thereafter······························································································································································  
Total minimum future rentals·················································································································  
18,122  
¥51,953  
195  
$558  
Legal proceedings  
Product Recalls  
From time-to-time, Toyota issues vehicle recalls  
and takes other safety measures including  
safety campaigns in its vehicles. In November  
failed to inform consumers despite its awareness  
of the problem. In general, these cases seek  
recovery for the alleged diminution in value of  
the vehicles, injunctive and other relief. In April  
2010, the approximately 190 federal cases were  
consolidated for most purposes into a single  
multi-district litigation in the United States  
District Court for the Central District of California.  
In addition, around half of the approximately 125  
2009, Toyota announced a safety campaign in  
North America for certain models of Toyota and  
Lexus vehicles related to floor mat entrapment  
of accelerator pedals, and later expanded it  
TOYOTA ANNUAL REPORT 2010  
88  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
individual product liability personal injury cases  
relating to unintended acceleration pending  
against Toyota have been consolidated into the  
federal class action suit. (The remaining individual  
product liability personal injury cases relating  
to unintended acceleration remain pending in  
various state courts in the United States.) This  
consolidated federal class action suit is in its very  
early stages and currently activity centers around  
case organization and scheduling.  
Additionally, there are approximately 10  
putative class actions in various state courts,  
including California. The claims are similar to the  
class actions in federal court. One of the putative  
California class actions was filed by the Orange  
County District Attorney and, among other  
things, seeks statutory penalties alleging that  
Toyota sold and marketed defective vehicles and  
that consumers have been harmed as a result of  
diminution in value of their vehicles.  
Beginning in February 2010, Toyota has also  
been sued in 9 putative class actions in federal  
and state courts alleging defects in the braking  
systems in various hybrid vehicles that causes  
the vehicles to fail to stop in a timely manner  
when driving in certain road conditions. The  
plaintiffs claim that while a remedy for this  
braking issue has been implemented on vehicles  
in production since January 2010 and has been  
offered to current owners of certain of the  
vehicles, that owners and lessees of all of the  
vehicles should recover for diminution in the  
value of the vehicles. They also seek injunctions  
ordering Toyota to repair the vehicles and to take  
other actions, punitive damages and other relief.  
From February through April 2010, Toyota has  
also been sued in the United States District Court  
for the Central District of California in 6 putative  
shareholder class actions on behalf of investors  
in Toyota American Depository Shares and  
common stock, and in a putative bondholder  
class action. The complaints of these securities  
class action lawsuits allege that defendants  
made statements that were false or misleading  
in that they failed to disclose problems with, or  
the causes of, sudden unintended acceleration  
in a number of vehicle models. Plaintiffs seek  
monetary damages in an amount to be proven  
at trial, interest and attorneys’ fees and costs.  
On May 21, 2010, a shareholder derivative  
action was filed against certain officers and  
directors of Toyota in the Superior Court of the  
State of California, County of Los Angeles. The  
complaint alleges that the defendants breached  
their fiduciary duties of care and loyalty as well  
as wasted corporate assets and unjustly enriched  
themselves, with respect to and as a result  
of their handling of design defects in Toyota  
vehicles, alleging facts similar to those alleged  
in the securities class actions. The plaintiff seeks  
to recover on behalf of Toyota amounts spent  
by Toyota as a result of the defendants’ alleged  
mishandling of the problem of unintended  
acceleration and of the alleged failure to make  
accurate and timely public disclosure.  
investigation and has included interviews of  
Toyota and non-Toyota witnesses, as well as  
production of documents. On June 23, 2010,  
Toyota received a voluntary request and  
subpoena from the SEC that primarily requested  
production of documents related to the steering  
relay rod.  
Toyota is cooperating with the government  
agencies in their investigations, which generally  
are on-going.  
The recalls and other safety measures  
described above have led to a number of claims,  
lawsuits and government investigations against  
Toyota in the United States as set forth in the  
preceding paragraphs. Amounts accrued as of  
March 31, 2010 relate to these legal actions are  
not material to Toyota’s financial position, results  
of operations, or cash flows. Toyota cannot  
currently estimate its potential liability, damages  
or range of potential loss, if any, beyond the  
amounts accrued; however, the resolution of  
these matters could have an adverse effect on  
Toyota’s financial position, results of operations  
or cash flows.  
During the first quarter of calendar year 2010,  
Toyota received three formal inquires from the  
National Highway Traffic Safety Administration  
(“NHTSA”) related to the recalls related to floor  
mat entrapment and sticking accelerator pedals.  
The first two, TQ10-001 and TQ10-002, address  
the timing of the announcement of the recalls  
related to floor mat entrapment and sticking  
accelerator pedals, respectively. The third,  
RQ10-003, addresses the scope of the recalls  
and unintended acceleration generally. On  
April 19, 2010, Toyota and the Department of  
Transportationannouncedasettlementresolving  
TQ10-002 pursuant to which Toyota paid $16.4  
million to the U.S. Treasury. Toyota denied the  
allegations that it violated the Motor Vehicle  
Safety Act or its implementing regulations but  
agreed to the settlement to avoid a protracted  
dispute and possible litigation. TQ10-001 is still  
pending, and on June 4, Toyota filed its final  
response to RQ10-003.  
On May 10, 2010, NHTSA notified Toyota that  
it had also opened a Timeliness Query regarding  
the 2005 recall of certain pickup trucks and  
sport utility vehicles for a possible issue with the  
steering relay rod.  
Toyota has also received subpoenas and  
formal and informal requests from various states’  
attorneys general and certain local governmental  
agencies regarding various recalls, the facts  
underlying its recent recalls and customer  
handling related to those recalls.  
United States Antitrust Proceedings  
In February 2003, Toyota, General Motors  
Corporation, Ford, DaimlerChrysler, Honda,  
Nissan and BMW and their U.S. and Canadian  
sales and marketing subsidiaries, the National  
Automobile Dealers Association and the  
Canadian Automobile Dealers Association were  
named as defendants in purported nationwide  
class actions on behalf of all purchasers of  
new motor vehicles in the United States since  
January 1, 2001. 26 similar actions were filed  
in federal district courts in California, Illinois,  
New York, Massachusetts, Florida, New Jersey  
and Pennsylvania. Additionally, 56 parallel class  
actions were filed in state courts in California,  
Minnesota, New Mexico, New York, Tennessee,  
Wisconsin, Arizona, Florida, Iowa, New Jersey  
and Nebraska on behalf of the same purchasers  
in these states. As of April 1, 2005, actions filed in  
federal district courts were consolidated in Maine  
and actions filed in the state courts of California  
Toyota believes that it has meritorious defenses  
to all of the cases and will vigorously defend  
against them.  
<Government Investigations>  
In February 2010, Toyota received a subpoena  
from the U.S. Attorney for the Southern District  
of New York and a voluntary request and  
subpoena from the U.S. Securities and Exchange  
Commission (“SEC”). The subpoenas and the  
voluntary request primarily request documents  
related to unintended acceleration and  
certain financial records. This is a coordinated  
TOYOTA ANNUAL REPORT 2010  
89  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
and New Jersey were also consolidated.  
Other Proceedings  
Bulgaria, Romania that joined the European  
Union in January 2007. Currently, there are  
uncertainties surrounding the implementation 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  
is introducing vehicles that are in compliance  
with such measures taken by the member states  
pursuant to the directive.  
to date, Toyota has provided for its estimated  
liability related to covered vehicles in existence  
as of March 31, 2010. Depending on the  
legislation that will be enacted subject to other  
circumstances, Toyota may be required to revise  
the accruals for the expected costs. Although  
Toyota does not expect its compliance with the  
directivetoresultinsignificantcashexpenditures,  
Toyota is continuing to assess the impact of this  
future legislation on its results of operations, cash  
flows and financial position.  
Toyota purchases materials that are equivalent  
to approximately 10% of material costs from a  
supplier which is an affiliated company.  
The parent company has a concentration  
of labor supply in employees working under  
The nearly identical complaints allege that  
the defendants violated the Sherman Antitrust  
Act by conspiring among themselves and with  
their dealers to prevent the sale to United States  
citizens of vehicles produced for the Canadian  
market. The complaints allege that new vehicle  
prices in Canada are 10% to 30% lower than  
those in the United States and that preventing  
the sale of these vehicles to United States citizens  
resulted in United States consumers paying  
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  
Toyota has various other legal actions, other  
governmental proceedings and other claims  
pending against it, including other product  
liability claims in the United States. Although  
the claimants in some of these actions seek  
potentially substantial damages, Toyota cannot  
currently estimate its potential liability, damages  
or range of potential loss, if any, beyond the  
amounts accrued, 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, results of operations or cash flows.  
(
i) dismissed claims against certain Canadian  
Environmental matters and others  
collective bargaining agreements and  
a
companies, including Toyota Canada, Inc., for lack  
of personal jurisdiction but denied or deferred to  
dismiss claims against certain other Canadian  
companies, and (ii) dismissed the claim for  
damages based on the Sherman Antitrust Act but  
did not bar the plaintiffs from seeking injunctive  
relief against the alleged antitrust violations. The  
plaintiffs have submitted an amended compliant  
adding a claim 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 plaintiffs will, in accordance  
with the terms of the settlement agreement,  
withdraw all pending actions against Toyota in  
the federal district court as well as all state courts  
and all related actions will be closed.  
In October 2000, the European Union brought  
into effect a directive that requires member  
states to promulgate regulations implementing  
the following: (i) manufacturers shall bear all or a  
significant part of the costs for taking back end-  
of-life vehicles put on the market after July 1, 2002  
and dismantling and recycling those vehicles.  
Beginning January 1, 2007, this requirement  
became applicable to vehicles put on the market  
before July 1, 2002; (ii) manufacturers may not use  
certain hazardous materials in vehicles to be sold  
after July 2003; (iii) vehicles 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  
substantial portion of these employees are  
working under the agreement that will expire on  
December 31, 2011.  
Based on the legislation that has been enacted  
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 regularly  
by executive management in deciding how to  
allocate resources and in assessing performance.  
The major portions of Toyota’s operations on a  
worldwide basis are derived from the Automotive  
and Financial Services business segments. The  
Automotive segment designs, manufactures  
and distributes sedans, minivans, compact cars,  
sport-utility vehicles, trucks and related parts  
and accessories. The Financial Services segment  
consists primarily of financing, and vehicle and  
equipment leasing operations to assist in the  
merchandising 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 informa-  
tion regarding Toyota’s industry segments and  
operations by geographic areas and overseas  
revenues by destination as of and for the years  
ended March 31, 2008, 2009 and 2010.  
TOYOTA ANNUAL REPORT 2010  
90  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
As of and for the year ended March 31, 2010:  
Segment operating results and assets  
As of and for the year ended March 31, 2008:  
Yen in millions  
Yen in millions  
Inter-segment  
Elimination/  
Unallocated  
Amount  
Inter-segment  
Financial  
Services  
Elimination/  
Unallocated  
Amount  
Automotive  
All Other  
Consolidated  
Financial  
Services  
Net revenues  
Automotive  
All Other  
660,256  
Consolidated  
¥ 26,289,240  
Sales to external customers··· ¥ 17,187,308  
Inter-segment sales and  
¥ 1,226,244  
¥ 537,421  
¥
̶
¥18,950,973  
Net revenues  
Sales to external customers··· ¥24,160,254  
Inter-segment sales and  
¥ 1,468,730  
¥
¥
¥
̶
transfers············································  
Total················································  
Operating expenses···················  
10,120  
17,197,428  
17,283,798  
(86,370)  
19,163  
1,245,407  
998,480  
410,194  
947,615  
956,475  
(439,477)  
(439,477)  
̶
18,950,973  
18,803,457  
transfers············································  
Total················································  
Operating expenses···················  
17,052  
24,177,306  
22,005,401  
29,624  
1,498,354  
1,411,860  
686,699  
1,346,955  
1,313,875  
33,080  
(733,375)  
(733,375)  
(712,271)  
(21,104)  
̶
26,289,240  
24,018,865  
¥ 2,270,375  
¥ 32,458,320  
(435,296)  
(4,181)  
Operating income (loss)·········· ¥  
¥
246,927  
¥ 13,274,953  
¥
(8,860)  
¥1,119,635  
¥
¥
147,516  
Assets················································· ¥ 12,359,404  
¥ 3,595,295  
¥30,349,287  
Operating income ······················ ¥ 2,171,905  
Assets················································· ¥13,593,025  
Investment in equity  
¥
86,494  
¥13,942,372  
¥
Investment in equity  
method investees ···················  
Depreciation expenses·············  
¥ 1,273,560  
¥ 3,649,363  
1,692,702  
1,018,935  
616,216  
129,745  
348,820  
774,102  
̶
46,814  
21,751  
44,993  
̶
25,532  
1,867,440  
1,414,569  
1,437,601  
method investees ···················  
Depreciation expenses·············  
Capital expenditure ···················  
1,777,956  
1,050,541  
1,546,524  
235,166  
409,725  
1,149,842  
̶
30,869  
56,439  
52,656  
̶
7,170  
2,065,778  
1,491,135  
2,759,975  
Capital expenditure ···················  
U.S. dollars in millions  
Inter-segment  
Elimination/  
Unallocated  
Amount  
As of and for the year ended March 31, 2009:  
Financial  
Services  
Yen in millions  
All Other  
Automotive  
All Other  
Consolidated  
Inter-segment  
Elimination/  
Unallocated  
Amount  
Net revenues  
Sales to external customers···  
$ 184,730  
$ 13,180  
$ 5,777  
$
̶
$ 203,687  
Financial  
Services  
Inter-segment sales and  
transfers···········································  
Total················································  
Operating expenses···················  
Operating income (loss)··········  
Assets·················································  
Investment in equity  
method investees ···················  
Depreciation expenses·············  
Automotive  
Net revenues  
Sales to external customers··· ¥18,550,501  
Inter-segment sales and  
Consolidated  
¥ 20,529,570  
109  
184,839  
185,767  
206  
13,386  
10,732  
4,409  
10,186  
10,281  
(4,724)  
(4,724)  
̶
203,687  
202,101  
¥ 1,355,850  
¥
623,219  
¥
̶
(4,679)  
(45)  
$
(928)  
$
2,654  
$
(95)  
$
$
1,586  
transfers········································  
Total················································  
Operating expenses···················  
Operating income (loss)··········  
14,222  
18,564,723  
18,959,599  
(394,876)  
21,698  
1,377,548  
1,449,495  
561,728  
1,184,947  
1,175,034  
9,913  
(597,648)  
(597,648)  
(593,547)  
(4,101)  
̶
20,529,570  
20,990,581  
$ 132,840  
$ 142,680  
$ 12,034  
$ 38,642  
$ 326,196  
18,193  
10,952  
6,623  
1,394  
3,749  
8,320  
̶
503  
234  
484  
̶
275  
20,071  
15,204  
15,452  
¥
¥
(71,947)  
¥ 13,631,662  
¥
¥
¥
(461,011)  
Assets················································· ¥11,716,316  
Investment in equity  
¥ 1,131,400  
¥ 2,582,659  
¥ 29,062,037  
Capital expenditure ···················  
method investees ···················  
Depreciation expenses·············  
Capital expenditure ···················  
1,606,013  
1,072,848  
1,343,572  
168,057  
389,937  
883,968  
̶
32,385  
35,334  
36,036  
̶
62,023  
1,810,106  
1,495,170  
2,324,897  
TOYOTA ANNUAL REPORT 2010  
91  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
Geographic information  
As of and for the year ended March 31, 2008:  
Yen in millions  
Inter-segment Elimination/  
Unallocated Amount  
Japan  
North America  
Europe  
Asia  
Other  
Consolidated  
Net revenues  
Sales to external customers ···························································  
Inter-segment sales and transfers···············································  
Total········································································································  
Operating expenses···········································································  
Operating income···············································································  
Assets ·········································································································  
Long-lived assets ·················································································  
¥ 8,418,620  
6,897,192  
¥ 9,248,950  
174,308  
¥ 3,802,814  
190,620  
¥ 2,790,987  
329,839  
¥ 2,027,869  
266,268  
¥
̶
(7,858,227)  
(7,858,227)  
(7,841,059)  
(17,168)  
¥ 26,289,240  
̶
15,315,812  
13,875,526  
¥ 1,440,286  
¥12,883,255  
3,696,081  
9,423,258  
9,117,906  
3,993,434  
3,851,863  
3,120,826  
2,864,470  
2,294,137  
2,150,159  
26,289,240  
24,018,865  
¥ 2,270,375  
¥ 32,458,320  
7,812,002  
¥
305,352  
¥
141,571  
¥
256,356  
¥
143,978  
¥
¥10,779,947  
2,808,782  
¥ 3,125,572  
574,854  
¥ 1,792,681  
446,513  
¥ 1,703,533  
285,772  
¥ 2,173,332  
̶
As of and for the year ended March 31, 2009:  
Yen in millions  
Asia  
Inter-segment Elimination/  
Unallocated Amount  
Japan  
North America  
Europe  
Other  
Consolidated  
Net revenues  
Sales to external customers ···························································  
Inter-segment sales and transfers···············································  
Total········································································································  
Operating expenses···········································································  
Operating income (loss)···································································  
Assets ·········································································································  
Long-lived assets ·················································································  
¥ 7,471,916  
4,714,821  
12,186,737  
12,424,268  
¥ 6,097,676  
125,238  
¥ 2,889,753  
123,375  
¥ 2,450,412  
268,917  
2,719,329  
2,543,269  
¥1,619,813  
263,087  
1,882,900  
1,795,252  
¥
̶
(5,495,438)  
(5,495,438)  
(5,541,675)  
46,237  
¥ 20,529,570  
̶
20,529,570  
20,990,581  
6,222,914  
6,613,106  
3,013,128  
3,156,361  
¥ (143,233)  
¥ 2,324,528  
410,185  
¥
(237,531)  
¥
(390,192)  
¥
176,060  
¥
87,648  
¥
¥
(461,011)  
¥11,956,431  
3,658,719  
¥10,685,466  
2,726,419  
¥ 1,547,890  
372,330  
¥1,446,505  
234,028  
¥ 1,101,217  
¥ 29,062,037  
7,401,681  
̶
As of and for the year ended March 31, 2010:  
Yen in millions  
Asia  
Inter-segment Elimination/  
Unallocated Amount  
Japan  
North America  
Europe  
Other  
Consolidated  
Net revenues  
Sales to external customers ··························································  
Inter-segment sales and transfers··············································  
Total·······································································································  
Operating expenses··········································································  
Operating income (loss)··································································  
Assets ········································································································  
Long-lived assets ················································································  
¥ 7,314,813  
3,905,490  
11,220,303  
11,445,545  
¥ 5,583,228  
87,298  
¥ 2,082,671  
64,378  
2,147,049  
2,180,004  
¥ 2,431,648  
223,679  
2,655,327  
2,451,800  
¥ 1,538,613  
135,248  
1,673,861  
1,558,287  
¥
̶
¥ 18,950,973  
̶
18,950,973  
18,803,457  
(4,416,093)  
(4,416,093)  
(4,417,215)  
5,670,526  
5,585,036  
¥
(225,242)  
¥
85,490  
¥
(32,955)  
¥
203,527  
¥
115,574  
¥
1,122  
¥1,869,916  
̶
¥
147,516  
¥12,465,677  
3,347,896  
¥10,223,903  
2,401,172  
¥ 2,060,962  
351,037  
¥ 1,925,126  
361,296  
¥ 1,803,703  
249,500  
¥ 30,349,287  
6,710,901  
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 and transfers ·······················································  
Total ················································································································  
Operating expenses····················································································  
Operating income (loss) ···········································································  
Assets··················································································································  
Long-lived assets··························································································  
$
78,620  
41,976  
120,596  
123,017  
(2,421)  
$ 60,009  
938  
$22,385  
692  
23,077  
23,431  
$26,136  
2,404  
$16,537  
1,454  
$
̶
$203,687  
̶
203,687  
202,101  
(47,464)  
(47,464)  
(47,476)  
60,947  
60,028  
28,540  
26,352  
$ 2,188  
$20,692  
3,883  
17,991  
16,749  
$ 1,242  
$19,386  
2,682  
$
$
919  
$
(354)  
$
12  
$20,098  
̶
$
1,586  
$ 133,982  
35,983  
$109,887  
25,808  
$22,151  
3,773  
$326,196  
72,129  
*
“Other” consists of Central and South America, Oceania and Africa.  
TOYOTA ANNUAL REPORT 2010  
92  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
Revenues are attributed to geographies based  
on the country location of the parent company  
or the subsidiary that transacted the sale with the  
external customer.  
There are no any individually material countries  
with respect to revenues, operating expenses,  
operating income, assets and long-lived assets  
included in other foreign countries.  
and marketable securities. Such corporate assets  
were ¥4,352,498 million, ¥3,225,901 million and  
¥4,205,402 million ($45,200 million), as of March  
31, 2008, 2009 and 2010, respectively.  
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  
consists of revenue less operating expenses.  
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  
Yen in millions  
March 31,  
in millions  
March 31,  
2010  
2
009  
2010  
Non-Financial Services Businesses  
Current assets  
Unallocated amounts included in assets  
represent assets held for corporate purposes,  
whichmainlyconsistofcashandcashequivalents  
Cash and cash equivalents··········································································  
Marketable securities ·····················································································  
¥ 1,648,143 ¥ 1,338,821  
$ 14,390  
19,170  
494,476  
1,783,629  
Trade accounts and notes receivable, less allowance for  
doubtful accounts ···························································································  
Inventories···········································································································  
1,404,292  
1,459,394  
1,534,119  
6,540,424  
4,254,126  
5,504,559  
16,299,109  
1,908,884  
1,422,373  
1,793,622  
8,247,329  
4,549,658  
4,996,321  
17,793,308  
20,517  
15,288  
19,278  
88,643  
48,900  
53,701  
191,244  
Overseas Revenues by destination  
addition to the disclosure requirements under  
U.S. GAAP, Toyota discloses this information in  
order to provide financial statement users with  
valuable information.  
Prepaid expenses and other current assets·······································  
Total current assets ·····················································································  
Investments and other assets········································································  
Property, plant and equipment····································································  
Total Non-Financial Services Businesses assets ···························  
Financial Services Businesses  
The following information shows revenues that  
are attributed to countries based on location  
of customers, excluding customers in Japan. In  
U.S. dollars  
Yen in millions  
in millions  
Current assets  
For the year  
ended  
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································································  
Total Financial Services Businesses assets ······································  
Eliminations·········································································································  
Total assets·······································································································  
796,137  
850  
3,891,406  
790,901  
5,479,294  
5,655,545  
599,701  
1,897,122  
13,631,662  
(868,734)  
526,925  
9,536  
4,209,496  
653,798  
5,399,755  
5,630,680  
529,938  
1,714,580  
13,274,953  
(718,974)  
5,663  
103  
45,244  
7,027  
58,037  
60,519  
5,696  
For the years ended March 31,  
March 31,  
2
008  
2009  
2010  
2010  
$61,462  
21,746  
28,391  
30,510  
North America ··············································································  
Europe·······························································································  
Asia······································································································  
Other··································································································  
¥9,606,481  
3,746,362  
2,968,460  
3,831,739  
¥6,294,230  
2,861,351  
2,530,352  
3,421,881  
¥5,718,381  
2,023,280  
2,641,471  
2,838,671  
18,428  
142,680  
(7,728)  
$326,196  
Other” consists of Central and South America, Oceania, Africa and the Middle East, etc.  
¥29,062,037 ¥ 30,349,287  
Assets in the non-financial services include unallocated corporate assets.  
TOYOTA ANNUAL REPORT 2010  
93  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
U.S. dollars  
Statements of income  
Yen in millions  
March 31,  
in millions  
March 31,  
2010  
U.S. dollars  
in millions  
Yen in millions  
2
009  
2010  
For the year  
ended  
Non-Financial Services Businesses  
Current liabilities  
For the years ended March 31,  
2008 2009 2010  
March 31,  
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  
Long-term debt·································································································  
Accrued pension and severance costs·················································  
Other long-term liabilities ···········································································  
Total long-term liabilities·········································································  
Total Non-Financial Services Businesses liabilities ·····················  
¥
825,029  
115,942  
¥
575,890  
289,447  
$
6,190  
3,111  
2010  
Non-Financial Services Businesses  
1,299,523  
1,432,988  
47,648  
944,303  
4,665,433  
1,954,147  
1,627,228  
140,210  
931,727  
5,518,649  
21,003  
17,490  
1,507  
10,014  
59,315  
Net revenues ········································································ ¥24,831,172 ¥19,182,161 ¥ 17,732,143  
Costs and expenses  
$190,586  
Cost of revenues·····························································  
Selling, general and administrative······················  
Total costs and expenses·······································  
Operating income (loss)·················································  
Other income (expense), net·······································  
20,459,061  
2,181,491  
22,640,552  
2,190,620  
176,417  
17,470,791  
2,097,674  
19,568,465  
(386,304)  
(71,925)  
15,973,442  
1,854,710  
17,828,152  
(96,009)  
171,684  
19,934  
191,618  
(1,032)  
1,554  
850,233  
629,870  
444,529  
1,924,632  
6,590,065  
1,095,270  
672,905  
604,903  
2,373,078  
7,891,727  
11,772  
7,232  
6,502  
25,506  
84,821  
144,625  
Income (loss) before income taxes and equity in  
earnings of affiliated companies····························  
Provision for income taxes············································  
2,367,037  
889,660  
(458,229)  
(10,152)  
48,616  
42,342  
522  
455  
1,182  
1,249  
Equity in earnings of affiliated companies···········  
Net income (loss)································································  
268,025  
1,745,402  
53,226  
(394,851)  
109,944  
116,218  
Less: Net (income) loss attributable to the  
noncontrolling interest···············································  
Net income (loss) attributable to Toyota  
Motor Corporation‒ Non‒Financial Services  
Businesses··········································································  
Financial Services Businesses  
Current liabilities  
(73,543)  
26,282  
(32,103)  
84,115  
(345)  
904  
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  
Long-term debt·································································································  
Accrued pension and severance costs·················································  
Other long-term liabilities ···········································································  
Total long-term liabilities·········································································  
Total Financial Services Businesses liabilities·································  
Eliminations·············································································································  
Total liabilities·································································································  
Total Toyota Motor Corporation shareholders’ equity·····················  
Noncontrolling interest ····················································································  
Total shareholders’ equity ·······································································  
3,370,981  
2,640,104  
10,001  
111,766  
3,650  
3,118,938  
1,968,908  
13,063  
113,559  
13,177  
33,523  
21,162  
140  
1,221  
141  
1,671,859  
(368,569)  
Financial Services Businesses  
Net revenues ········································································  
Costs and expenses  
1,498,354  
1,377,548  
1,245,407  
13,386  
515,166  
6,651,668  
519,011  
5,746,656  
5,578  
61,765  
Cost of revenues·····························································  
Selling, general and administrative······················  
Total costs and expenses·······································  
Operating income (loss)·················································  
Other expense, net····························································  
Income (loss) before income taxes and equity  
in earnings of affiliated companies······················  
Provision for income taxes············································  
1,075,972  
335,888  
1,411,860  
86,494  
994,191  
455,304  
1,449,495  
(71,947)  
(30,233)  
716,997  
281,483  
998,480  
246,927  
(3,923)  
7,706  
3,026  
10,732  
2,654  
(42)  
5,592,641  
4,742  
491,397  
6,088,780  
12,740,448  
(869,213)  
18,461,300  
10,061,207  
539,530  
6,060,349  
5,772  
433,641  
6,499,762  
12,246,418  
(719,301)  
19,418,844  
10,359,723  
570,720  
65,137  
62  
4,661  
69,860  
131,625  
(7,731)  
208,715  
111,347  
6,134  
(16,265)  
70,229  
21,904  
(102,180)  
(46,298)  
243,004  
50,362  
2,612  
541  
Equity in earnings (losses) of  
affiliated companies·····················································  
Net income (loss)································································  
2,089  
50,414  
(10,502)  
(66,384)  
(64,536)  
128,106  
(694)  
1,377  
Less: Net income attributable to the  
10,600,737  
10,930,443  
117,481  
$326,196  
(4,419)  
(2,004)  
(2,653)  
(29)  
noncontrolling interest···············································  
Net income (loss) attributable to Toyota Motor  
Corporation - Financial Services Businesses·  
Eliminations···········································································  
Total liabilities and shareholders’ equity·········································· ¥ 29,062,037 ¥ 30,349,287  
45,995  
25  
(68,388)  
20  
125,453  
(112)  
1,348  
(1)  
Net income (loss) attributable to Toyota  
Motor Corporation ························································ ¥ 1,717,879  
¥
(436,937)  
¥
209,456  
$
2,251  
TOYOTA ANNUAL REPORT 2010  
94  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
Statement of cash flows  
Yen in millions  
For the year ended March 31, 2008  
Yen in millions  
For the year ended March 31, 2009  
Non-Financial  
Financial  
Services  
Non-Financial  
Financial  
Services  
Services  
Services  
Businesses  
Businesses  
Consolidated  
¥ 1,795,841  
Businesses  
Businesses  
Consolidated  
¥ (461,215)  
Cash flows from operating activities  
Net income (loss)········································································································  
¥ 1,745,402  
¥ 50,414  
¥ (394,851)  
¥ (66,384)  
Adjustments to reconcile net income (loss) to net cash provided  
by operating activities  
Depreciation ·········································································································  
1,081,410  
357  
(54,868)  
44,993  
11,346  
80,027  
(268,025)  
(220,217)  
2,420,425  
409,725  
122,433  
527  
1,491,135  
122,790  
(54,341)  
45,437  
11,346  
81,458  
(270,114)  
(241,928)  
2,981,624  
1,105,233  
(1,663)  
(21,428)  
68,546  
220,920  
(132,127)  
(53,226)  
(223,101)  
568,303  
389,937  
259,096  
470  
136  
̶
(62,871)  
10,502  
186,234  
717,120  
1,495,170  
257,433  
(20,958)  
68,682  
220,920  
(194,990)  
(42,724)  
154,587  
1,476,905  
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····················································································  
Equity in (earnings) losses of affiliated companies··························  
Changes in operating assets and liabilities, and other···················  
Net cash provided by operating activities········································  
444  
̶
1,500  
(2,089)  
215,218  
798,172  
Cash flows from investing activities  
Additions to finance receivables ·······································································  
Collection of and proceeds from sales of finance receivables···········  
Additions to fixed assets excluding equipment leased to others····  
Additions to equipment leased to others·····················································  
̶
̶
(16,644,139)  
15,095,380  
(8,148)  
(8,647,717)  
7,332,697  
(1,480,570)  
(1,279,405)  
̶
̶
(14,230,272)  
13,959,045  
(6,064)  
(8,612,111)  
8,155,094  
(1,364,582)  
(960,315)  
(1,472,422)  
(137,711)  
(1,358,518)  
(82,411)  
(1,141,694)  
(877,904)  
Proceeds from sales of fixed assets excluding equipment leased to  
others····························································································································  
Proceeds from sales of equipment leased to others ······························  
56,603  
80,944  
(936,324)  
10,948  
294,937  
(215,316)  
67,551  
375,881  
(1,151,640)  
41,285  
55,896  
(418,342)  
6,101  
472,853  
(217,688)  
47,386  
528,749  
(636,030)  
Purchases of marketable securities 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····························  
789,366  
198,044  
987,410  
1,295,561  
180,316  
1,475,877  
(4,406)  
(44,891)  
̶
23,024  
(4,406)  
(74,687)  
(45)  
129,834  
̶
(2,091)  
(45)  
135,757  
Net cash used in investing activities····················································  
(1,668,841)  
(2,386,964)  
(3,874,886)  
(336,740)  
(715,704)  
(1,230,220)  
Cash flows from financing activities  
Proceeds from issuance of long-term debt·················································  
Payments of long-term debt ···············································································  
Increase in short-term borrowings···································································  
Dividends paid·············································································································  
Purchase of common stock, and other ··························································  
Net cash provided by (used in) financing activities·····················  
Effect of exchange rate changes on cash and cash equivalents··········  
Net increase (decrease) in cash and cash equivalents·······························  
Cash and cash equivalents at beginning of year··········································  
Cash and cash equivalents at end of year ························································  
17,162  
(226,561)  
24,126  
(430,860)  
(311,667)  
(927,800)  
(65,405)  
3,364,351  
(2,156,709)  
370,293  
̶
3,349,812  
(2,310,008)  
408,912  
(430,860)  
(311,667)  
706,189  
545,981  
(150,097)  
138,387  
(439,991)  
(70,587)  
3,030,029  
(2,580,637)  
239,462  
̶
3,506,990  
(2,704,078)  
406,507  
(439,991)  
(70,587)  
698,841  
(129,793)  
815,733  
̶
̶
1,577,935  
(19,354)  
(30,211)  
185,657  
¥ 155,446  
23,693  
(80,214)  
175,042  
1,473,101  
¥ 1,648,143  
688,854  
(49,579)  
640,691  
155,446  
¥ 796,137  
(84,759)  
(241,621)  
1,714,722  
¥ 1,473,101  
(271,832)  
1,900,379  
¥ 1,628,547  
1,628,547  
¥2,444,280  
TOYOTA ANNUAL REPORT 2010  
95  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
Statement of cash flows  
Yen in millions  
For the year ended March 31, 2010  
U.S. dollars in millions  
For the year ended March 31, 2010  
Non-Financial  
Financial  
Services  
Businesses  
Non-Financial  
Financial  
Services  
Businesses  
Services  
Services  
Businesses  
Consolidated  
Businesses  
Consolidated  
Cash flows from operating activities  
Net income····················································································································  
¥ 116,218  
¥
128,106  
¥ 244,212  
$
1,249  
$
1,377  
$ 2,625  
Adjustments to reconcile net income to net cash provided by  
operating activities  
Depreciation ·········································································································  
1,065,749  
1,905  
348,820  
98,870  
1,199  
276  
̶
39,759  
64,536  
133,275  
814,841  
1,414,569  
100,775  
1,254  
11,455  
20  
3,749  
1,063  
13  
3
̶
427  
694  
1,432  
8,758  
15,204  
1,083  
13  
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····················································································  
Equity in (earnings) losses of affiliated companies··························  
Changes in operating assets and liabilities, and other···················  
Net cash provided by operating activities········································  
55  
46,661  
2,486  
0
502  
27  
46,937  
2,486  
25,537  
505  
27  
274  
(14,183)  
(109,944)  
733,338  
1,842,285  
(152)  
(1,182)  
7,882  
19,801  
(45,408)  
768,168  
2,558,530  
(488)  
8,256  
27,499  
Cash flows from investing activities  
Additions to finance receivables ·······································································  
Collection of and proceeds from sales of finance receivables···········  
Additions to fixed assets excluding equipment leased to others····  
Additions to equipment leased to others·····················································  
̶
̶
(599,154)  
(64,345)  
(13,492,119)  
13,107,531  
(5,382)  
(7,806,201)  
7,517,968  
(604,536)  
(833,065)  
̶
̶
(6,440)  
(692)  
(145,014)  
140,880  
(58)  
(83,902)  
80,804  
(6,498)  
(8,954)  
(768,720)  
(8,262)  
Proceeds from sales of fixed assets excluding equipment leased to  
others····························································································································  
Proceeds from sales of equipment leased to others ······························  
46,070  
36,668  
(2,310,912)  
6,403  
428,424  
(101,270)  
52,473  
465,092  
(2,412,182)  
495  
394  
(24,838)  
69  
4,605  
(1,088)  
564  
4,999  
(25,926)  
Purchases of marketable securities 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····························  
1,012,781  
95,960  
1,108,741  
10,886  
1,031  
11,917  
(1,020)  
(259,089)  
(2,139,001)  
̶
102,497  
(626,676)  
(1,020)  
(337,454)  
(2,850,184)  
(11)  
(2,784)  
(22,990)  
̶
1,101  
(6,736)  
(11)  
(3,627)  
(30,634)  
Net cash used in investing activities························································  
Cash flows from financing activities  
Proceeds from issuance of long-term debt·················································  
Payments of long-term debt ···············································································  
Decrease in short-term borrowings·································································  
Dividends paid·············································································································  
Purchase of common stock, and other ··························································  
Net cash used in financing activities ·······················································  
Effect of exchange rate changes on cash and cash equivalents··········  
Net decrease in cash and cash equivalents·····················································  
Cash and cash equivalents at beginning of year··········································  
Cash and cash equivalents at end of year ························································  
492,300  
(77,033)  
(249,238)  
(172,476)  
(10,251)  
2,733,465  
(2,926,308)  
(251,544)  
̶
3,178,310  
(2,938,202)  
(335,363)  
(172,476)  
(10,251)  
(277,982)  
(8,898)  
(578,534)  
2,444,280  
¥1,865,746  
5,292  
(828)  
(2,679)  
(1,854)  
(110)  
(179)  
44  
(3,324)  
17,714  
$ 14,390  
29,379  
(31,452)  
(2,704)  
̶
̶
(4,777)  
(139)  
(2,894)  
8,557  
5,663  
34,161  
(31,580)  
(3,605)  
(1,854)  
(110)  
(2,988)  
(95)  
(6,218)  
26,271  
$ 20,053  
̶
(16,698)  
4,092  
(309,322)  
1,648,143  
¥1,338,821  
(444,387)  
(12,990)  
(269,212)  
796,137  
¥
526,925  
$
TOYOTA ANNUAL REPORT 2010  
96  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
2
5 Per share amounts:  
Certain stock options were not included in the  
share for the year ended March 31, 2009 because  
it had an antidilutive effect due to the net loss  
attributable to Toyota Motor Corporation for the  
period.  
In addition to the disclosure requirements  
under U.S. GAAP, Toyota discloses the information  
below in order to provide financial statement  
users with valuable information.  
computation of diluted net income attributable  
to Toyota Motor Corporation per share for the  
year ended March 31, 2008 and 2010 because  
the options’ exercise prices were greater than  
the average market price per common share  
during the period.  
Assumed exercise of certain stock options was  
not included in the computation of diluted net  
loss attributable to Toyota Motor Corporation per  
Reconciliations of the differences between basic and diluted net income (loss) attributable to Toyota  
Motor Corporation per share for the years ended March 31, 2008, 2009 and 2010 are as follows:  
Yen in  
Thousands  
of shares  
U.S. dollars  
in millions  
Yen  
U.S. dollars  
millions  
Net income  
(loss)  
attributable  
to Toyota  
Motor  
Corporation  
per share  
Net income  
Net income  
attributable  
to Toyota  
Motor  
Corporation  
per share  
(loss)  
Net income  
attributable  
to Toyota  
Motor  
attributable  
to Toyota  
Motor  
Weighted-  
average  
shares  
Corporation  
Corporation  
For the year ended March 31, 2008  
The following table shows Toyota Motor Corporation shareholders’ equity per share as of March 31, 2009  
and 2010. Toyota Motor Corporation shareholders’ equity per share amounts are calculated by dividing  
Toyota Motor Corporation shareholders’ equities’ amount at the end of each period by the number of  
shares issued and outstanding, excluding treasury stock at the end of the corresponding period.  
Basic net income attributable to  
Toyota Motor Corporation per  
common share···································  
Effect of dilutive securities  
¥
1,717,879  
(1)  
3,177,445  
¥ 540.65  
Assumed exercise of  
1
,217  
dilutive stock options·····················  
Diluted net income attributable to  
Toyota Motor Corporation per  
common share···································  
Yen in  
millions  
Thousands  
of shares  
U.S. dollars  
in millions  
Yen  
U.S. dollars  
Shares issued  
and  
outstanding Toyota Motor  
¥1,717,878  
¥ (436,937)  
3,178,662  
¥ 540.44  
¥ (139.13)  
For the year ended March 31, 2009  
Toyota Motor  
Basic net loss attributable to  
Toyota Motor Corporation per  
common share···································  
Toyota Motor at the end of  
Corporation Toyota Motor Corporation  
Shareholders’ Corporation Shareholders’  
Corporation  
Shareholders’  
equity  
the year  
(excluding  
treasury stock)  
3
,140,417  
̶
equity per  
share  
Shareholders’  
equity  
equity per  
share  
Effect of dilutive securities  
As of March 31, 2009  
¥10,061,207  
3,135,882  
¥3,208.41  
Assumed exercise of  
dilutive stock options······················  
Diluted net loss attributable to  
Toyota Motor Corporation per  
common share···································  
(0)  
As of March 31, 2010  
10,359,723  
3,135,995  
3,303.49  
$111,347  
$35.51  
¥ (436,937)  
3,140,417  
¥ (139.13)  
For the year ended March 31, 2010  
Basic net income attributable to  
Toyota Motor Corporation per  
common share···································  
¥
209,456  
3,135,986  
¥ 66.79  
$ 2,251  
$ 2,251  
$ 0.72  
$ 0.72  
Effect of dilutive securities  
Assumed exercise of  
̶
12  
dilutive stock options·····················  
Diluted net income attributable to  
Toyota Motor Corporation  
per common share ··························  
¥209,456  
3,135,998  
¥66.79  
TOYOTA ANNUAL REPORT 2010  
97  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
U.S. dollars in millions  
March 31, 2010  
2
6 Fair value measurements:  
Level 1  
Level 2  
Level 3  
Total  
In accordance with U.S. GAAP, Toyota classifies  
fair value into three levels of input as follows  
which are used to measure it.  
Level 1: Quoted prices in active markets for  
identical assets or liabilities  
Level 2: Quoted prices for similar assets or  
liabilities in active markets; quoted  
prices for identical or similar assets  
or liabilities in markets that are not  
active; inputs other than quoted prices  
that are observable for the assets or  
liabilities  
Assets  
Cash equivalents·································································  
Time deposits········································································  
$ 7,281  
̶
$
749  
$
̶
$ 8,030  
1,865  
1,865  
̶
Marketable securities and  
other securities investments  
Level 3: Unobservable inputs for assets or  
liabilities  
Government bonds·················································  
Common stocks························································  
28,534  
9,166  
401  
̶
$ 45,382  
̶
̶
3,987  
3,757  
̶
̶
141  
209  
28,534  
9,166  
4,529  
3,966  
$ 56,090  
Other···············································································  
Derivative financial instruments·································  
Total······················································································  
$ 10,358  
$ 350  
Liabilities  
Derivative financial instruments·································  
Total······················································································  
$
$
̶
̶
$ (2,786)  
$ (2,786)  
$ (146)  
$ (146)  
$ (2,932)  
$ (2,932)  
The following table summarizes the fair values of the assets and liabilities measured at fair value on a  
recurring basis at March 31, 2009 and 2010:  
Yen in millions  
The following is description of the assets and liabilities measured at fair value, information about the  
valuation techniques used to measure fair value, key inputs and significant assumptions:  
March 31, 2009  
Level 1  
Level 2  
Level 3  
Total  
Assets  
Cash equivalents·································································  
Cash equivalents and time deposits  
assets to measure fair value of these securities.  
¥ 1,473,407  
¥ 115,339  
¥
̶
¥1,588,746  
Cash equivalents include money market funds  
and other investments with original maturities  
of three months or less. Time deposits include  
negotiable certificate of deposit with original  
maturities over three months. These are highly  
liquid investments, and quoted market prices  
are used to determine the fair value of these  
investments.  
“Other” includes primarily commercial paper.  
Generally, Toyota uses quoted market prices  
for similar assets or quoted non-active market  
prices for identical assets to measure fair value  
of these securities. Marketable securities and  
other securities investments classified as Level 3  
primarilyincludedretainedinterestsinsecuritized  
financial receivables, which are measured at fair  
value using assumptions such as interest rate,  
loss severity and other factors.  
Marketable securities and  
other securities investments ···································  
Derivative financial instruments  
2,273,294  
̶
¥ 3,746,701  
187,236  
369,572  
¥ 672,147  
19,581  
17,958  
2,480,111  
387,530  
¥4,456,387  
Total······················································································  
Liabilities  
¥ 37,539  
Derivative financial instruments·································  
Total······················································································  
¥
¥
̶
̶
¥ (427,109)  
¥ (427,109)  
¥ (23,692)  
¥ (23,692)  
¥ (450,801)  
¥ (450,801)  
Yen in millions  
March 31, 2010  
Level 2 Level 3  
Level 1  
Total  
Marketable securities and other securities  
investments  
Marketable securities and other securities  
investments include government bonds,  
common stocks and other investments. As of  
March 31, 2010, government bonds include  
Assets  
Cash equivalents·································································  
Time deposits········································································  
¥ 677,442  
̶
¥
69,702  
¥
̶
̶
¥ 747,144  
173,500  
Derivative financial instruments  
173,500  
See note 20 to the consolidated financial  
statements about derivative financial instruments.  
Toyota estimates the fair value of derivative  
financial instruments using industry-standard  
valuation models that require observable inputs  
including interest rates and foreign exchange  
rates, and the contractual terms. The usage of  
these models does not require significant  
Marketable securities and  
other securities investments  
Government bonds·················································  
2,654,829  
852,775  
37,296  
̶
̶
370,933  
349,556  
̶
̶
13,134  
19,437  
2,654,829  
852,775  
421,363  
368,993  
¥5,218,604  
Common stocks························································  
Other···············································································  
Derivative financial instruments·································  
Total······················································································  
7
6% of Japanese government bonds, and 24%  
of U.S. and European government bonds. As  
of March 31, 2010, listed stocks on Japanese  
stock market represent 88% of common stocks.  
Toyota uses quoted market prices for identical  
̶
¥4,222,342  
¥ 963,691  
¥ 32,571  
Liabilities  
Derivative financial instruments·································  
Total······················································································  
¥
¥
̶
̶
¥ (259,184)  
¥ (259,184)  
¥ (13,545)  
¥ (13,545)  
¥ (272,729)  
¥ (272,729)  
TOYOTA ANNUAL REPORT 2010  
98  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
FNinoantceiasl SetcotioCn onsolidated Financial Statements  
U.S. dollars in millions  
For the year ended March 31, 2010  
Marketable  
judgment to be applied. In other certain cases  
when market data is not available, key inputs to  
the fair value measurement include quotes from  
counterparties, and other market data. Toyota  
assesses the reasonableness of changes of the  
quotes using observable market data. Toyota’s  
derivative fair value measurements consider  
assumptions about counterparty and our own  
non-performance risk, using such as credit  
default probabilities.  
securities  
and other  
securities  
Derivative  
financial  
investments instruments  
Total  
$149  
Balance at beginning of year····················································································  
Total gains (losses)  
$211  
$ (62)  
Included in earnings ···························································································  
Included in other comprehensive income (loss)·································  
Purchases, issuances and settlements····························································  
Other·································································································································  
Balance at end of year ··································································································  
(7)  
(1)  
(69)  
7
269  
̶
(146)  
2
262  
(1)  
(215)  
9
The following table summarizes the changes in Level 3 assets and liabilities measured at fair value on a  
recurring basis for the periods ended March 31, 2009 and 2010:  
Yen in millions  
For the year ended March 31, 2009  
$141  
$ 63  
$204  
Marketable  
securities  
and other  
securities  
In the reconciliation table above, derivative  
financial instruments are presented net of  
assets and liabilities. The other amount primarily  
includes the impact of currency translation  
adjustments.  
($27 million). This fair value measurement on a  
nonrecurring basis was classified as level 3.  
Derivative  
financial  
investments instruments  
Total  
¥ 49,317  
During the year ended March 31, 2010,  
Toyota measured certain investment in affiliated  
company at fair value of ¥119,821 million ($1,288  
million) based on the quoted market price  
resulting in impairment loss of ¥63,575 million  
($683 million). This fair value measurement on a  
nonrecurring basis was classified as level 1.  
Balance at beginning of year····················································································  
Total gains (losses)  
¥ 23,818  
¥ 25,499  
Included in earnings ···························································································  
Included in other comprehensive income (loss)·································  
Purchases, issuances and settlements····························································  
Other·································································································································  
Balance at end of year ··································································································  
586  
(1,398)  
(1,665)  
(1,760)  
¥ 19,581  
(38,538)  
̶
7,026  
279  
(37,952)  
(1,398)  
5,361  
(1,481)  
¥ 13,847  
Certain assets and liabilities are measured at  
fair value on a nonrecurring basis. During the  
years ended March 31, 2009 and 2010, Toyota  
measured certain finance receivables at fair value  
of ¥25,932 million and ¥13,343 million ($143  
million) based on the collateral value, resulting  
in loss of ¥10,011 million and ¥2,485 million  
¥ (5,734)  
Yen in millions  
For the year ended March 31, 2010  
Marketable  
securities  
and other  
securities  
Derivative  
financial  
investments instruments  
Total  
Balance at beginning of year····················································································  
Total gains (losses)  
¥19,581  
¥ (5,734)  
¥13,847  
Included in earnings ···························································································  
Included in other comprehensive income (loss)·································  
Purchases, issuances and settlements····························································  
Other·································································································································  
Balance at end of year ··································································································  
(641)  
(99)  
(6,376)  
669  
25,057  
̶
(13,582)  
151  
24,416  
(99)  
(19,958)  
820  
¥13,134  
¥ 5,892  
¥19,026  
TOYOTA ANNUAL REPORT 2010  
99  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Management ’s Annual Report on Internal  
Control over Financial Reporting  
Financial Section  
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:  
pertain to the maintenance of records that in reasonable detail, accurately and fairly  
reflect the transactions and dispositions of Toyota’s assets;  
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 authorizations of  
Toyota’s management and directors; and  
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, 2010.  
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, 2010, as stated in its report included herein.  
TOYOTA ANNUAL REPORT 2010  
100  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Report of Independent Registered Public  
Accounting Firm  
Financial Section  
statements for external purposes in accordance with generally accepted accounting principles.  
To the Shareholders and Board of Directors of Toyota Jidosha Kabushiki Kaisha  
(“Toyota Motor Corporation”)  
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 dispositions 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 expenditures  
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.  
In our opinion, the accompanying consolidated balance sheets and the related consolidated  
statements of income, shareholders e quity and cash flows present fairly, in all material respects,  
the financial position of Toyota Motor Corporation and its subsidiaries at March 31, 2009 and  
2
010, and the results of their operations and their cash flows for each of the three years in the  
period ended March 31, 2010 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 31, 2010, based on criteria  
established in Internal ControlIntegrated Framework issued by the Committee of Sponsoring  
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.  
Organizations of the Treadway Commissio n( 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 Companys  
internal control over financial reporting based on our integrated audits. We conducted our audits  
in accordance with the standards of the Public Company Accounting Oversight Boar d( 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 disclosures 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 provide a reasonable  
basis for our opinions.  
Nagoya, Japan  
June 25, 2010  
A company s internal control over financial reporting is a process designed to provide reasonable  
assurance regarding the reliability of financial reporting and the preparation of financial  
TOYOTA ANNUAL REPORT 2010  
101  
Consolidated  
Top Messages  
Special Feature  
Business Overview  
Corporate Information  
Financial Section  
Investor Information  
Performance Highlights  
Investor Information  
As of March 31, 2010  
Corporate Data  
Major Shareholders (Top 10)  
Ownership Breakdown  
Company Name:  
Established:  
Toyota Motor Corporation  
August 28, 1937  
¥397,049 million  
March 31  
Number of Affiliates:  
[Consolidated Subsidiaries]522  
Number of Shares Held  
35.4%  
Name  
(
Thousands)  
17.5%  
Financial institutions,  
Brokerages  
[
Affiliates Accounted for by the Equity Method] 56  
Other corporate entities  
Japan Trustee Services Bank, Ltd.  
Toyota Industries Corporation  
355,468  
Number of Employees:  
Corporate Web Site:  
71,567 (Consolidated: 320,590)  
Common Stock:  
Fiscal Year-End:  
Public Accounting Firm:  
[Corporate Information]  
http://www.toyota.co.jp/en  
[IR Information]  
201,195  
191,402  
130,469  
87,827  
86,649  
79,850  
The Master Trust Bank of Japan, Ltd.  
Nippon Life Insurance Company  
State Street Bank and Trust Company  
Trust & Custody Services Bank, Ltd.  
PricewaterhouseCoopers  
Aarata  
http://www.toyota.co.jp/en/ir  
2
2.6%  
Individuals, etc.  
2
4.5%  
Stock Data  
Foreign corporate  
entities and others  
Number of Shares Authorized: 10,000,000,000 shares  
Note: Individuals, etc. includes shares of 312 million treasury stock.  
The Bank of New York Mellon  
as Depositary Bank  
for Depositary Receipt Holders  
Number of Shares Issued:  
Number of Treasury Stock:  
Number of Shareholders:  
3,447,997,492 shares  
312,002,149 shares  
660,922  
Tokio Marine & Nichido Fire Insurance Co., Ltd. 77,431  
Mitsui Sumitomo Insurance Company, Limited 65,166  
Number of Shares per Trading Unit: 100 shares  
Stock Listings:  
[Japan] Tokyo, Nagoya, Osaka, Fukuoka, Sapporoꢀꢀ[Overseas] New York, London  
[Japan] 7203  
DENSO Corporation  
58,678  
Securities Code:  
American Depositary Receipts (ADR): [Ratio] 1ADR=2 common stocksꢀꢀ[Symbol] TM  
Transfer Agent in Japan: Mitsubishi UFJ Trust and Banking Corporation  
1
0-11, Higashisuna, 7-chome, Koutou-ku, Tokyo 137-8081, Japan  
Toyota’s Stock Price and Trading Volume on the Tokyo Stock Exchange  
Japan Toll-Free: (0120) 232-711  
Stock price (¥)  
Depositary and Transfer The Bank of New York Mellon  
10,000  
Agent for ADR:  
101 Barclay Street, New York, NY 10286, U.S.A.  
Tel: (866) 238-8978ꢀꢀU.S. Toll-Free: (888) 269-2377, (888) BNY-ADRS  
8,000  
[
Depositary Receipts] http://www.adrbnymellon.com  
Transfer Agent] http://www.bnymellon.com/shareowner  
[
6,000  
4
2
,000  
,000  
Contact Points for Investors  
Trading volume  
(
Million shares)  
Japan  
Toyota City Head Office  
0
400  
1
, Toyota-cho, Toyota City, Aichi Prefecture 471-8571, Japan  
3
2
1
00  
00  
00  
0
Tel: (0565) 28-2121ꢀ Fax: (0565) 23-5721  
Tokyo Head Office  
4
-18, Koraku 1-chome, Bunkyo-ku, Tokyo 112-8701, Japan  
Tel: (03) 3817-7111ꢀ Fax: (03) 3817-9092  
U.S.A.  
U.K.  
Toyota Motor North America, Inc.  
FY 2006  
6,560  
3,790  
6,430  
FY 2007  
8,350  
5,430  
7,550  
FY 2008  
7,880  
4,810  
4,970  
FY 2009  
5,710  
2,585  
3,120  
FY 2010  
4,235  
3,140  
3,745  
6
01 Lexington Avenue, 49th Floor, New York, NY 10022, U.S.A.  
High (¥)  
Tel: (212) 223-0303ꢀ Fax: (212) 759-7670  
Low (¥)  
Toyota Motor Europe  
Curzon Square, 25 Park Lane, London W1K 1RA, U.K.  
Tel: (020) 7290-8500 ꢀ Fax: (020) 7290-8502  
At Year-End (¥)  
Note: Fiscal years ended March 31  
TOYOTA ANNUAL REPORT 2010  
102  


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