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The Textile Magazine
MAY 2012
concerted efforts to strengthen its management
platform and raise corporate value. As immediate
tasks, it will also promote business and cost struc-
ture reforms to realize a solid management plat-
form so that it can respond quickly to the chang-
ing market needs. Specifically, it will maintain
a streamlined structure through the reduction of
fixed costs and enhance its business in established
markets in developed countries. In addition, it
will accelerate its business expansion into rapidly
growing emerging countries by thoroughly and
meticulously monitoring market conditions in re-
spective of regions and introducing products suited
to the characteristics and needs of each market.
Toyota Industries will also strive to establish
production and supply structures to realize opti-
mum product pricing and delivery, and to enhance
the value chain to provide a wide range of custom-
er services in each country and region.
Based on quality first, Toyota Industries regards
giving considerations to the environment and safe-
ty as well as increasing its competitive strengths
to be important issues to tackle over the medium
to longterm. It will promote product development
and advanced technology development to offer
high value-added products that anticipate customer
needs.
In October 2011, Toyota Industries formulated
and announced the Vision 2020 and Medium-Term
Management Plan that articulate action items for the
next 10 years. In the Vision 2020, it aims to support
industries and social infrastructures around the world
by continuously supplying products and services that
anticipate customers’ needs in order to contribute to
engendering a compassionate society and enriching the
lives of people around the world.
To this end, it will pursue the development of envi-
ronmentally conscious, energy-saving products based
on the key words of the 3Es – “energy,” “environ-
mental protection” and “ecological thinking,” – while
incorporating functions and services demanded by
customers (value chain) and delivering them to the
global market. Acting on these measures, it aims for
growth in three business units, namely, “solutions” in
the areas of materials handing equipment, logistics and
textile machinery; “key components” in the fields of
car air-conditioning compressors and car electronics;
and “mobility” in the domains of vehicles and engines.
With regard to the Medium-Term Management Plan,
the group has formulated a specific four-year activity
plan for each business unit until fiscal 2016. The entire
group will make a concerted effort to realize the Vi-
sion 2020. It will strive to nurture people who take the
initiative to learn, think and act and who will enhance
the power of the workplace.
In addition to placing top priority on safety, Toyota
Industries thoroughly enforces compliance, includ-
ing observance of laws and regulations, and actively
participates in social contribution activities. Through
these and further measures, it aims to meet the trust
of society, raise corporate value and grow in harmony
with society.
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