tal leadership by maintaining the performance of more than ... - Toyota
tal leadership by maintaining the performance of more than ... - Toyota
tal leadership by maintaining the performance of more than ... - Toyota
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
Didier Leroy<br />
President & CEO<br />
<strong>Toyota</strong> Motor Europe<br />
Managing Offi cer<br />
<strong>Toyota</strong> Motor Corporation<br />
<strong>Toyota</strong><br />
CSR Policy<br />
Contribution<br />
towards<br />
Sustainable<br />
Development<br />
TOYOTA MOTOR<br />
CORPORATION<br />
Social<br />
Performance<br />
Stakeholders<br />
Customers<br />
Employees<br />
Business partners<br />
Shareholders<br />
Environment<br />
Community<br />
It is in challenging times that a company like <strong>Toyota</strong> can<br />
best measure <strong>the</strong> return on its long-term investment in social<br />
responsibility. In good times, we followed our corporate<br />
philosophy and tried to build strong long-term relations with<br />
our customers, our employees, our business partners<br />
and <strong>the</strong> community at large. In hard times, following <strong>the</strong><br />
global fi nancial crisis, <strong>the</strong> recalls, and <strong>the</strong> recent Great East<br />
Japan Earthquake, we’ve had to call upon <strong>the</strong> trust and<br />
understanding <strong>of</strong> <strong>the</strong>se stakeholders. Thanks to our strong<br />
relationships, our partners and stakeholders have shown us<br />
tremendous support. The entire <strong>Toyota</strong> team is extremely<br />
grateful for this and I promise we will repay this support<br />
through through <strong>the</strong> continuation <strong>of</strong> our responsible business<br />
practices.<br />
Didier Leroy<br />
Corporate Social Responsibility (CSR) Performance FY10 and Focus for FY11<br />
The CSR assessment is an internally-developed measurement tool which<br />
enables us :<br />
To identify key mid-term issues<br />
To prioritise improvement opportunities<br />
To act upon <strong>the</strong>se opportunities and show progress over time.<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
Commitments<br />
Innovation<br />
Product safety<br />
Quality<br />
Customer First<br />
Respect and employee satisfaction<br />
People development<br />
Equality & no discrimination<br />
Health & Safety<br />
Respect for our business partners<br />
Mutual growth<br />
Building long-term relations<br />
Fair procurement<br />
Enhance corporate value<br />
Shareholders' benefits<br />
Ensure stable growth<br />
Disclosure<br />
Harmony with <strong>the</strong> environment<br />
Eco-friendly network<br />
Environmen<strong>tal</strong> technology promotion<br />
Environmen<strong>tal</strong> partnerships<br />
Compliance<br />
Philanthropy & contribution to society<br />
<strong>Toyota</strong> European Sustainability Report 2011 I Social Performance<br />
41<br />
Pe<br />
T<br />
CSR<br />
Polic<br />
CSR<br />
Policy<br />
Contribu<br />
toward<br />
Sustaina<br />
Developm<br />
Toyot<br />
E a