Tomikawa
Even after the certification issues, I often saw you at the genba. Did you observe anything on the ground that you hope to build on moving forward?

President Sato
In my first year as president, I focused on exploring concrete ways to move toward Toyota’s goal of becoming a mobility company, and that was when the certification issues arose.

The advice I received from Chairman Toyoda was very simple:

“Sato, in times like these, the president must go to the genba.”

That was all. Having come up on the development side, to a certain extent, I thought I knew the genba. But going there, I realized I didn’t know anything. At every Toyota production plant and development site, the teams on the ground are working incredibly hard. We have so many unsung heroes.

It struck me that I had been saying I know the genba without actually knowing the effort everyone puts in. Over these past three years, I have been trying to figure out what I can do to help everyone give their best.

At the risk of sounding sentimental, I was recently invited to jump in the car with some junior colleagues at Toyota’s test course in Shimoyama, and we spent the day driving. The people working in development had a really beautiful sparkle in their eyes.

I apologize for getting personal, but in taking on this role, I said I wanted to be “a president who keeps on making cars,” and I wanted to enable these people to make cars to their hearts’ content.

The sparkle in everyone’s eyes really struck me, and when I think about what I can do, I realize that it’s not about jumping in as an engineer myself but rather creating an environment where they can do what they want to do.

Gone are the days when we could accomplish this by simply continuing to work hard within Toyota. Today, Toyota’s business exists within an array of interwoven factors, such as the industry, economy, and trade. This brings us to the idea of “ba,” or “place,” which Chairman Toyoda wrote as his calligraphy character for this year. This is what he meant.

The ba where our efforts are needed is expanding and changing. When I thought about the place where I ought to be, that brought me to this decision.

Tomikawa
You spoke about a love of cars, which is how Akio described himself—a guy who loves cars. Koji, you were the guy who loves making cars. And Mr. Kon, what kind of guy are you?

Incoming President Kon
I too love cars, but being in finance, I am particularly focused on the numbers, the money, and earnings that enable us to invest in making great cars.

Tomikawa
So, you’re a guy who loves money and numbers?

Incoming President Kon
I’m a guy who loves money.

Tomikawa
But when you say money, you don’t mean greedy for money, right?

Incoming President Kon
I don’t think I am, but when I was talking with the chairman, he brought up the name of Taizo Ishida.

Taizo Ishida was the banto who sustained Kiichiro’s automobile business, and he was also extremely money-conscious, never spending a penny on anything unnecessary. When it came to Kiichiro’s dream, however, I understand that he boldly undertook major investments.

I believe the same is still true now. When I say that I love money, I mean to use for the future.

What’s more, Toyota’s earnings do not come through our efforts alone. I believe Toyota must continue to make proper investments not just for ourselves but for others, for the entire automotive industry, and for Japan. In mentioning Mr. Ishida’s name, I feel that the chairman was underscoring the need to create a culture and earnings structure that makes this possible, and I will work hard to do that.