Yuta Tomikawa
Hello to all our Toyota Times News listeners. I’m Yuta Tomikawa.

Today, we bring you a special “audio only” edition. Why audio only? I’ll let my guest explain that in a moment.

On January 30, Toyota outlined the Group’s new vision. In the morning, Chairman Akio Toyoda led a briefing and Q&A session for representatives from 17 Group companies, followed by an afternoon press conference.

Many of you will have seen the reports on Toyota Times or in the media, but with this audio content, we hope to delve deeper and go into more detail. For example, I want to know the thinking behind this vision, the reasons for bringing the announcement forward two weeks, and more about Chairman Toyoda’s response to a certain question.

With that, let’s talk to Chairman Akio Toyoda. Akio, thank you for joining us.

Chairman Akio Toyoda
Hello everyone. Thank you for having me.

Tomikawa
For this edition of Toyota Times News, we’re going with a radio-style format. Firstly, why choose audio only?

Akio
For a year, I did a weekly radio show called DJ Morizo Handle the MIC, and I learned a lot through that experience.

On the radio, you don’t have any visuals. When I tried to describe the JPN Taxi (Japan Taxi) before it came out, I was told frankly, “Morizo, we can’t understand your explanation.”

When I said, “A tall taxi with sliding doors for easy entry,” that made for a clearer description.

It also makes me more eager to be understood. I think that’s the benefit of audio.

And another thing: being able to see faces completely changes the situation. Recently, I’ve been visiting elementary schools, and the kids say, “You’re the guy on TV.”

That’s fine, but I’m not really the TV guy. I’m a car guy.

Tomikawa
You’re certainly well-known, though.

Akio
Personally, to speak more candidly, I would rather not bring appearance into it. And on top of that, the preparation is much easier. For instance, to do a radio show I once recorded in Morocco. You can only do that with sound. Having video involved makes it much harder.

I think timing is also important in answering your questions. You should be able to ask me whatever you like, anywhere, anytime. I think that’s key—that’s what makes it like genuine news.

Tomikawa
That means if I carry this microphone around, we might be able to set up these radio-style interviews whenever we want.

Akio
When I feel like it (laughs).

Tomikawa
That’s true‚ you have a busy schedule (laughs). Well, given these advantages of radio, I hope that today, the audio format will lead us to many unique discussions.

Tomikawa
To begin, we set up today following your announcement of the Toyota Group vision. Prior to that, you led Toyota Motor for 14 years before passing the baton to President Koji Sato last year.

We thought you might be slowing down somewhat, but watching you over the past year, it felt like things have only gotten busier.

Since the start of this year, you’ve been constantly on the move as Chairman Akio Toyoda, as Morizo, and as an ordinary car-lover.

I’m sure it must be tough physically, so what keeps you going like this?

Akio
You might call it a sense of mission. When there’s something I need to do, I can’t help but say, “I’ll do it.”

Since becoming chairman, I’ve come to feel that my decisions are firstly about choosing what I will do.

As president, you don’t really choose—the person who holds that title must do what is necessary for the company.

On this front, our CEO, President Sato, is surpassing expectations, which allows me to choose the things that only I can do and that I feel I need to do. There have been quite a few such things in the past year.

Tomikawa
There were occasions when, even if your name wasn’t initially included, at the last minute, I would hear, “Akio is going to be there.”

Akio
Auto Salon was like that, wasn’t it? And I attended various other events in which I wasn’t included at first.

Another time for me to step in is during crises. In emergencies. Under normal circumstances, I think the people with titles can handle things better than me.

But in times of crisis or difficult situations, I feel that I should do it.

For better or worse, my presidency and my experience since joining Toyota, has been far from uneventful.

It may seem that way, but in reality it has been tough going, dealing with one crisis after another. For that reason, if I may say so myself, I feel I can draw on a slightly different range of knowledge and experiences.

In such circumstances, I feel that I am doing what I can to be of service and to show my gratitude to Toyota Motor and the auto industry that I cherish.

Tomikawa
It’s true that when you came out at Auto Salon as just a regular car-loving guy, everyone was smiling and excited, sharing their appreciation. Looking on, it’s tempting to simply think, “Everyone’s having fun, everyone’s happy that Morizo is here.”

But you also have a message about adopting a multi-pathway approach and not doing away with engines. Pursuing carbon neutrality is not just about battery EVs or hydrogen.

Thinking about the 5.5 million people in Japan’s auto industry and saying that you will work to “keep car lovers happy”—these words were clearly spoken in response to a crisis.

Akio
Let’s go carbon neutral and prevent global warming. This is an idea everyone in the world can get behind. No one is objecting.

However, when it comes to deciding the means of doing so, people started by creating regulations that narrow our choices down to a single option, which is why I spoke up about things being done in the wrong order.

It felt as though electric cars were being presented as the only option.

But if you properly consider carbon neutrality, the enemy is carbon, not the internal combustion engine.

If we think of producing, transporting, and using energy, cars are on the “use” side. On the production side, most of Japan’s energy currently comes from thermal power. To drive electric vehicles, we will need to generate more electricity.

Doing that emits CO2. If that’s the case, this approach doesn’t make any sense.

Instead, I continued to suggest that there are many paths toward carbon neutrality, which depend on a country’s energy situation. That’s all I was saying.

At the same time, because I often talk about liking cars that smell of gasoline, I have come to be seen as anti-BEV.

When someone like that says, “We’re going to build engines,” it becomes news.

I’m not out to wreck anything. Some of our suppliers who make engines can’t even get banks to lend them money.

I don’t mean to sound arrogant, but if influential people such as myself can help others whose voices are less able to move the world, then I want to be proactive in speaking out.

I think part of my character is having a clear purpose for using my influence, and that’s what keeps me moving in this way.

Tomikawa
That brings us to the series of wrongdoings within the Group. This is what led you to singlehandedly conduct the Group vision briefing, which was originally planned for February 14, Sakichi Toyoda’s birth date. Could you again share the reasons for moving it forward two weeks?

Akio
Let’s start with why I decided to set a Group vision in the first place.

My father passed away last year on February 14. My father and my uncle Eiji Toyoda were the son and nephew of Toyota Motor Corporation’s founder.

They were seen as the Toyota Group’s flagbearers. With these flagbearers gone, I wondered what would happen next.

Today, Toyota’s capital arrangements mean that the founding Toyoda family is not investing in the Group. I think we exist as a symbol, so to speak, or rather as the people responsible for Toyota.

The flagbearers show Toyota’s stakeholders what they need to do to feel that the company is truly theirs.

With both flagbearers gone, as a Toyoda, I was expected to fill their shoes. But being from the third generation, I felt I could not play that role.

Despite people’s expectations, I have not personally observed the company from its founding. I have seen and heard from others, but I cannot be the flagbearer. Yet, we need a flag to rally around.

That led me to think about a Group vision. This was around last April before there was even any hint of wrongdoing.

In addition, as part of taking on the chairman role, I wanted to focus my attention a bit more on the Group.

Until now, I’ve had my hands full simply running Toyota Motor. I was also serving as JAMA Chairman and in other roles, so I couldn’t handle the entire Group.

Despite our shared origins, we had grown into vast, separate companies that respected each other. It’s not that I wasn’t interested, but I had reservations about stepping in.

Against this backdrop, the question of what the Toyota Group is and where it originated led me to begin considering the need for a vision to serve as our flag. That was my starting point.

During the year or so I spent preparing, many of those issues came out.

By that point, however, I had already stepped down as president. If things were done my way, I think the press conference would have taken place earlier.

Tomikawa
Responding to the problem as soon as it arises.

Akio
No longer being president, I think I was reluctant. But as with the quality issues in the past, the story shifted from us being “slow to explain” to “cars running out of control.”

Certification is about obtaining permission to mass-produce a vehicle by meeting certain safety and environmental standards under the given rules, but there were irregularities in this process.

That said, these irregularities do not mean that every car on the road right now is dangerous.

Tomikawa
That aspect was the most unclear.

Akio
Unfortunately, when the explanation is late, and the problems are identified through third-party reports, people start to worry that the affected models are dangerous and cannot be driven.

Even at the time of the public hearings, the media told Toyota drivers to immediately stop using their cars.

We ran all sorts of “worst case” tests to try and pin down the true causes, but of course, this takes time.

I think it makes a difference whether you spend time learning the causes before giving an explanation or you start by communicating what happened and announcing an investigation.

With the public explanation coming late, I felt the Toyota Group was starting to lose trust, so when the news of the three major irregularities broke, I immediately stepped forward and said, “I am the person responsible. Watch my actions moving forward.”

Tomikawa
When you returned from the U.S. following the problems that occurred in 2009, the first program you appeared on in Japan was Hodo Station, where I was working.

Thinking back to that time, I watched the events unfold as both a Japanese person and the son of a Toyota employee—which certainly had an influence—but seeing you attend the hearings, answering questions, and being slammed by the press, I sensed that you were shouldering a tremendous burden.

When I heard you would be coming on Hodo Station, I canceled all my outside reporting for that day. As a Japanese person and the son of a Toyota employee, I wanted to make things at least a little easier for you.

I had the chance to attend to you in the brief period from the dressing room to the studio.

That was the first time we met, and as a Japanese person I wanted to help in whatever small way I could, such was the massive weight you were carrying all by yourself. And yet, for this Group vision, you again stood up alone. What drives you to bear this burden singlehandedly?

Akio
The person responsible needs to have a proven track record recognized by the public, taking responsibility for the past, present, and future, and to have a visible face.

If you have a handful of people offering explanations to the outside world, it will seem like, “Well, who’s really responsible?”

That’s why I went into the public hearings alone. In the same way, I felt that having one person step up again this time would make the situation clearer.

Searching for causes to prevent recurrence means conducting something like a manhunt, for lack of a better word. In this situation, I believe it’s best to turn myself in from the outset and say, “I am the culprit.”

Then you can get on with examining circumstantial evidence and all the rest, but if you come out with a handful of people, the question will remain: “Who is the real culprit?”

I feel that news reporting can itself become something of a manhunt. However, the more important thing is to give people a correct understanding of what happened.

I also think it’s crucial that we are able to clearly explain what the wrongdoing was, where we stand now, and that there is no need for excessive concern.

Tomikawa
With the recall issues, however, you yourself were not involved. Indeed, you were in the reverse position.

This time too, it happened at Group companies, after you had already stepped down as president and become chairman. And yet you personally take responsibility. Ordinarily, you would be forgiven for thinking this is not your concern.

Akio
This traces back to my life in general. When I started out, I was the president no one wanted, seen as unfit for the job.

Until I attended the public hearings, the company told me not to share more than necessary, which is why I didn’t give any press conferences.

Having done as I was told the whole time, I was then called to the public hearings and took the stand all alone. From that moment, I began to realize that part of my role was ensuring accountability.

I may have been the president no one wanted, but at that moment, I was spurred on by a feeling of joy and delight at knowing that, for the first time, my work could serve Toyota.

From that point on, I did the explaining. It’s natural to take responsibility for what you have done. However, the head of an organization takes responsibility for outcomes.

I don’t say I didn’t do it, nor do I quit in response. The situation affects many people, from the customers who were inconvenienced to the people who gave their all in their jobs and those who feel, “I’ve been working diligently; why do I have to deal with this?”

It’s arrogant to say that I’m protecting these people, but if no one steps up to say, “I’m the culprit” in times like these, we can’t move forward.

Tomikawa
So, you turn yourself in even if you aren’t the culprit.

Akio
The head of the organization is inevitably the culprit. At least in terms of outcomes. I don’t think going around saying “so-and-so did this” achieves anything.

Tomikawa
Listening to you just now, I feel that this might help answer a question I had about one of your responses during the Q&A session.

You were asked what you see as the causes of successive irregularities uncovered within the Toyota Group, to which you gave a thorough response, including the following comment:

“Exactly one year has passed since I stepped down as president. In some respects, the fact that all these issues have come out at this turning point might be a good thing.”

Hearing that on the day, I wondered how it could be a good thing. What did you mean? I hope we can dive deeper into that.

Akio
Certain information did not reach me when I was the president. The turning point of stepping down allowed me to see these issues clearly.

As such, I felt it may be a good thing. Now, when we learn about such matters, we can all stop and work to fix them. If the public can forgive us, we will fix and rebuild.

Because of the many people this affects, we are simply asking if we can be given some time.

Tomikawa
In a sense, you may not have been able to do as much if you had remained president.

Akio
Even as president, I would have done this. But I don’t know if these issues would have come up.

A change at the top is a major turning point that transforms how we see the world and the way we do things.

I see companies as living organisms that are constantly evolving. As part of that process, the president made way for new leadership, and these issues came to light. That’s why I felt it may be positive.

Tomikawa
I see. You also used a chart showing Toyota’s lineage as a way of tracing back to the Group’s origins.

One thing that struck me was your explanation of how the Group grew vertically before expanding horizontally.

This interweaving of vertical and horizontal threads calls to mind an automatic loom and even links to the futuristic Woven City. I felt that it showed the invaluable presence of the Group’s past, present, and future partners.

You spoke about “purpose” and “like-minded partners,” both of which share a common kanji character in Japanese. This character means “will” or “ambition”—the desire to move in a certain direction, a mental attitude, conviction—but it can also represent thinking of or acting for others.

What I mean is that you have always sincerely sought happiness for others by working “for someone other than yourself,” being “best in town,” and producing “happiness for all.”

I felt these Akio-isms reflected in that one character, but did you mean that intentionally?

Akio
You really make me sound good (laughs).

Tomikawa
So it came out naturally, then?

Akio
I guess you could say naturally—horizontal is like-minded partners, vertical is purpose. I think both were essential for us to grow.

Akio
With only horizontal or vertical threads, there is no potential to expand. We have to evolve in both directions. Becoming a mobility company offers a great opportunity to revisit this idea. I wanted to start the discussion to get everyone thinking about it.

It comes down to the question, “What is a mobility company?” But before that, I set out our vision: “Inventing our path forward, together.”

As we engage in all these different discussions, you often end up feeling, “What was that discussion even about?”

When that happens, I hope having this vision—“Inventing our path forward, together”—can direct our thoughts and help us take a step forward.

Tomikawa
You don’t often see the words “inventing,” “path,” and “forward” used together, do you? They sum up your vision very succinctly.

Akio
I also felt that, as a vision for Toyota Motor, “Let’s make ever-better cars” was very simple and easy to understand.

Initially, however, people told me it was hard to grasp. “What are you talking about?” “Be more specific.” “What are ever-better cars?”

I’m glad that I didn’t provide any answers at that point. While I myself don’t have a clear idea of what the “path forward” we invent together will look like, I did have an image of “ever-better cars” in my mind.

Had I shared that image, we would not have the Toyota Motor of today.

Tomikawa
People may not be able to look beyond that.

Akio
And if building to that image earns praise, that’s all that would get made.

But instead, everyone thought about how to make ever-better cars. People came up with their own ideas of what that means, and that shaped the company.

I may have been the one to start talking about a full global lineup, but everyone at Toyota Motor made it happen.

Tomikawa
This approach of everyone exploring and creating ever-better cars also applies to carbon neutrality.

Akio
In Japanese, the character “道” can refer to several different concepts. The “way” of flower arrangement, tea ceremony, judo, and kendo. Or simply a “road”—as I like to say, “roads build cars.”

But in the English version of our vision, it is not “road” but “path.” I think that leaves even more room for people to wonder what it means.

“Forward” points to the future, and the Toyota Group would not exist without Sakichi Toyoda “inventing” his loom. In this way, “inventing,” “path,” and “forward” stand in for our past, present, and future, and I hope we can start from there.

Tomikawa
This is also founded in the idea that, to look to the future, we must respect our starting point.

Akio
To face the future, we need to understand where we came from and how we got here. I think things will look completely different if we create a future that builds on this individuality rather than ignoring our strengths and weaknesses.

Tomikawa
The English version also includes the word “together.”

Akio
The English translation is great. It slipped my mind at the press conference (laughs).

Tomikawa
Sorry, I didn’t have it on hand either (laughs). People can watch the full press conference to find out.

Akio
After all, smiles and “thank you” are magic words and actions.

A smile never puts people in a bad mood, and no one is sad to receive a thank you.

We should create a world where people smile and say thank you more often. People would be happier, and shouldn't we wish for that kind of world?

No matter how old I get, I want to keep showing that even as adults, we can continue to hope for such a world.

Tomikawa
As the saying goes, good fortune comes to those who smile.

Akio
Right now, we live in a world of conflict and vilification, where this has become the wiser approach, but I would like to hope that many people want a different way and that it will come to be.

Tomikawa
The power of smiles is precisely what you see in the world as Morizo, isn’t it?

Akio
That’s right. I was told off the first time I got behind the wheel as Akio Toyoda, so I adopted the Morizo name to conceal my identity. Lately, however, Morizo has often proved very useful.

Ever since, when dealing with crises, it is always Morizo who saves me. That was true at the public hearings. When I said, “I love cars,” that was Morizo.

And this time again, at the apology press conference, I spoke about being a master driver. When the topic came up, I could feel the warmth of those who know how Morizo acts and what he does.

I may have been by myself at the press conference, but I wasn’t alone. I could feel that many car lovers in the auto industry and beyond were rooting for me.

Tomikawa
You really embody and put into practice the idea of making ever-better cars. As I go around reporting for Toyota Times all over the world, I hear about points needing improvement being discovered, the prototypes being driven, and people tell me, “We have these cars because we were able to get feedback from Morizo and professional drivers.”

It really is connected. Morizo is a familiar figure because people see you behind the wheel at races and rallies, making everyone smile. They see you not as the head of a big organization but as Morizo.

Akio
At the press conference two days ago, they saw me as the string-puller at the top.

That’s how the malicious media writes it up. Yet I feel that surprisingly few people saw it that way.

Also, more people seem to recognize that, even at such press conferences, I speak the same way I always do. I think the number is definitely growing, at least compared to when I started out as president 14 years ago.

Tomikawa
A more formal president would not suggest that the reporters play rock-paper-scissors (to decide who asks the last question). (Laughs)

Akio
At that point I said, “Last two,” and four people raised their hands, so I agreed to take all four.

When I did, a fifth hand went up. I told them, “That’s sneaky—rock-paper-scissors for it.”

Tomikawa

During the Q&A session, I appreciated the true-to-life honest response that you had the third-party committee reports explained by someone who had read them thoroughly (laughs).

Akio
I would read them if I could. But they’re incredibly dense. It’s not because I am too busy—I think it’s definitely better for the world if someone who understands them properly reads everything and gives me the essence.

Tomikawa
I think such responses helped to convey your sincerity.

Akio
That’s because I speak honestly. What we have lost right now is trust. The first step in regaining that trust is acting honestly.

If we can start by getting people to recognize these efforts, I think we’ll be given the green light to move forward, and hopefully, people will support an honest Toyota Group.

Tomikawa
I hope people will keep an eye on your honest actions. The day after the Group vision briefing, you attended a dealer meeting and shared your thoughts. That was yesterday.

Today, once again, you’re speaking your mind in this radio-style format. You’re taking immediate action as the person responsible for the Group—making good on your word, as it were.

Akio
You could say that, but I’m not sure whether such action is what the public expects from the person responsible.

Tomikawa
Do you mean it differs from public perception?

Akio
I think it does. Normally, you would form and lead a committee, drawing on expert opinions as you right the ship. However, I believe that having my own way of doing things is what allowed me to survive Toyota’s crisis 14 years ago.

As the person responsible, nothing will change unless I make up my mind based on what I have seen and heard with my own eyes and ears and move forward one step at a time.

That’s why I do things this way. I think it differs from what everyone has in mind.

At the same time, I also want to return authority to the people. It would be great if Toyota Times could also be involved in tracking governance for this to happen.

I announced that I would attend all of the Group’s shareholder meetings in June, and I really intend to do so (laughs).

Tomikawa
From where I stood as MC, I could see more than a few people looking uncomfortable (laughs).

Akio
But that’s June. It’s February now, so we have four months. What matters is how you use that time.

What each company will do, including the selection of master drivers. I hope you will follow that up.

Tomikawa
In my two years since joining Toyota, I have watched how you return authority to the people. Earlier, I spoke about making good on your word, but you often put action before words.

This time, too, I’ve seen you quietly getting things done without saying too much.

Akio
I have spoken about it a little, haven’t I?

Tomikawa
The way you go about carrying out your word is to put action before talk. Your words spur action, and once you get moving, your actions speak louder than words. That’s how I see it, but are you conscious of that?

Akio
Not at all. But I do think a lot about how I use my influence. I have finely tuned sensors when it comes to that.

Tomikawa
I’m not sure whether I should be sharing this, but you once told me clearly, “I have power.” I was taken aback until you said, “What matters is how I use it.”

Not many people would come out and say that so openly.

Akio
But I do have influence. So, it’s about how I choose to use it.

Tomikawa
And you use it to return authority to the people.

Akio
Using it for my own benefit wouldn’t feel right.

Tomikawa
Why is that?

Akio
I don’t know. That’s the kind of guy I am.

Tomikawa
People in important positions usually come to see themselves as important, right?

Akio
For lack of a better way of putting it, I was in a privileged position from the day I was born. But I have a good character (laughs).

Tomikawa
I see, so you turned out alright. You could have ended up no more than a spoiled son...

Akio
I am super spoiled (laughs). That’s why I don’t like things that are not complete or half-hearted. The joy of obtaining things is one that I have known since birth.

Yet more than that, I want ordinary experiences. When others feel joy, I am happy. That’s what brings me happiness, which is great.

Tomikawa
That truly sounds like Morizo. It is often hard to see the happiness of others as our own, even when we want to be useful.

Akio
I absolutely believe that making others happy ultimately brings you happiness. Don’t you agree?

Tomikawa
That is true, but when you consider what it means to continue working and acting for the happiness of others in this way, restoring the Group’s essence will take time, just as it took you a long time at Toyota.

Akio
In that case, I was serving as president. Now, in terms of the Group, I am neither president nor chairman.

I am simply the person taking responsibility, and I will be exploring the different approaches we can take, so stay tuned.

Tomikawa
And unconsciously, you will continue to act, as always?

Akio
I’m sure I will.

Tomikawa
Will you keep going, no matter how long it takes?

Akio
Well, you know I have a shelf life too (laughs). For this, we need to find someone better than me. No doubt there is a person more capable and even more driven than I am.

In that case, this person should take on the task and keep moving forward.

Tomikawa
I imagine it must be quite difficult to find someone who possesses all that—the mindset, actions, and character...

Akio
Surely, someone will emerge one day, right? That’s what I hope Kiichiro will commend me on.

I wonder if Kiichiro would praise anyone who has come after him. I want to earn his praise, and I work hard for that every day.

Then recently, he appeared in my dream, and instead of praise, I got those comments...

Tomikawa
Which you shared in your New Year’s address.

Akio
That only wound me up all the more (laughs). I want to be praised, just as everybody does. I want to be praised by my grandfather.

Tomikawa
Kiichiro’s bar seems very high, but the day you announce that you have accomplished everything to earn his praise will probably be the end of Akio. Apologies for putting it in such an odd way (laughs).

Akio
I’m not sure, but it is Kiichiro’s praise I desire.

Tomikawa
You also said as much on your final day as president, at home in front of Kiichiro’s photograph.

Akio
This stems from the certification irregularities. Certification is based on a set of environmental and safety standards, with cars tested to ensure they meet numerous requirements before they can be mass-produced. Daihatsu stopped production because of irregularities in this process.

When the testing was redone, the vehicles were deemed to fulfill the requirements, and so production resumed.

As each company stated at the press conference, we acknowledge that fuel efficiency irregularities have caused trouble in the form of additional air pollution and additional fuel costs.

In terms of safety, given that vehicles carry people’s lives, I don’t think it is enough that they are merely “safe.” They need to provide “peace of mind.”

Even if re-testing shows that our cars are safe and production is permitted, I think we need to figure out how we are going to make people feel that peace of mind.

Tomikawa
How do you go about that?

Akio
You start by ensuring that everyone understands the difference between safety and peace of mind. We used to say that peace of mind is a mother’s homemade onigiri (rice ball). Safety, meanwhile, is one bought at the store.

They’re safe, and everyone knows that when they eat them. But for comfort and reassurance, you can’t beat a rice ball made by your mother. Cars must give people that same feeling.

Tomikawa
To move people’s hearts.

Akio
Of the countless industrial products that exist, only cars are spoken of as “beloved.” They possess an emotional dimension. A car is a companion with which we develop deep bonds.

Even if cars are simply a means of transportation or a partner on the daily commute, unless there is a sense of trust and peace of mind, people would not entrust them with their lives.

Tomikawa
How will you address this as a mobility company?

Akio
That’s a good question, but I don’t think it is for me to say—everyone involved must embark on a journey to find their own answers.

Tomikawa
Not just Toyota, or the Group companies, or the auto industry, but everyone.

Akio
That’s why I hope the Toyota Group’s horizontal threads will continue to spread further as we become a mobility company, and I believe we have a great deal of talent for achieving this.

My role is to offer such people a sense of security that gives them the courage to act.

Tomikawa
This conversation has been very candid, and I hope our listeners have enjoyed it.

Doing away with the visuals seems to open up the discussion in new ways. It would be great if we could have more of these opportunities on Toyota Times News.

Akio
For me personally, it has been a year of mourning, but when I feel the need to share something, I would appreciate it if you provided me opportunities like this on Toyota Times.

I think that when people hear these conversations, they will feel that it is just one person talking to another. After all, no matter how large a company may be, it is still run by people.

That’s why even in a corporation you find warmth, kindness, and light. To that end, as long as I am the one responsible, I would love to be able to step back from time to time to have a place where I can honestly share my thoughts as an individual.

Tomikawa
I, too, am not doing this for PR or as part of the Public Affairs Division but for the opportunity to ask the questions I want to ask as a journalist on behalf of Toyota Times News.

Akio
That’s why I think this is the perfect arrangement.

Public relations or company announcements are more about trying to convey what we want to say. I think my style is better suited to answering what people want to know as honestly and clearly as possible.

In that sense, the question-and-answer format opens up many areas I had not considered, and if we can delve into them for the listeners to engage with, nothing would make me happier.

Tomikawa
We have several people here today, some diligently taking notes, others trying to stifle their laughter so it doesn’t interfere with the recording. A raw, unvarnished radio-style platform...

Akio
Please make it happen.

Tomikawa
We just have to decide whether to run it as a regular feature or when you have something to share.

Akio
Why not make it regular, to begin with? We don’t know when changes are going to arise, so it is best to start on a regular basis.

The concept of scheduling based on quantity or time is part of the Toyota Production System.

The quantity approach is about acting when problems accumulate, in which case you don’t know when the next occasion will be. With regular time intervals, on the other hand, you more or less know.

Our most pressing issue right now is the irregularities and how to return authority to the people, so why don’t we do it on a regular basis?

No doubt some of the questions will be related to the irregularities.

If we go with quantity, your team will instantly start thinking up topics, right?

Tomikawa
That’s what we do (laughs).

Akio
Instead, I think starting with a regular schedule is better for having timely and relevant conversations.

Tomikawa
In terms of ever-better carmaking, it’s like having a set race schedule and preparing your car accordingly.

Akio
That’s how the hydrogen engine has managed to come so far in three years.

Tomikawa
The progress has been incredible. We can do something similar with Toyota Times.

Akio
And being racing, we are competing against other cars in front of other spectators in an open laboratory.

Likewise here, if our voices are heard by many people, this becomes not just a conversation between us two but a way to greatly boost transparency, which will result in better governance and compliance. So, let’s make the most of this opportunity.

Tomikawa
Thank you. Then it’s settled—this will be a regular feature!

Akio
I’m not sure if I can make that decision.

Tomikawa
I think of you as the owner of Toyota Times (laughs).

Akio
Has a nice ring to it (laughs).

Tomikawa
I am simply the producer and host of Toyota Times News, so I need to ask the owner.

Akio
I want to try asking the questions one time. Maybe at the shareholder meetings.

Tomikawa

You mentioned that at the labor-management discussions as well.

Akio
Because I’m always the one answering.

Tomikawa
But this time, you will be asking the questions as the person responsible for the Group. At each company’s shareholder meeting. We look forward to following your questions on Toyota Times.

Akio
It’s going to be interesting if I really do ask questions (laughs).

Tomikawa
We’ll make sure everyone has a chance to see it, so please look forward to that (laughs).

Akio
After having chaired these meetings for so long, I will be on the side asking questions.

Tomikawa
I feel sorry for those up on stage (laughs).

Akio
And many of them are new faces. That’s something to look forward to in itself.

Tomikawa
Then, we just need to come up with a title. I’d like to include “Morizo” in there, but we’ll also be hearing from you as Akio.

Akio
Might be best to stick with Akio Toyoda. Keep the title simple.

Tomikawa
We’ll have a think about it.

Akio
I hope it becomes a popular show.

Tomikawa
We’ve gone past the hour mark. Sorry to take so much time out of your busy schedule. Thank you very much. And thank you to everyone who stayed with us until the end. We’ll see you all next time.