President Kon

In terms of my vision for making cars, ever-better carmaking has been at the very core of this company since our current chairman, Akio Toyoda, became president in 2009.

Back in 2009, his words were, “Let’s make ever-better cars.” At that time, 17 years ago, most people within the company were probably wondering what he meant by “ever-better cars.”

And yet, over the next 17 years, we all worked together to figure out what makes a good car, and how we can build better cars, with Akio always at the genba and behind the wheel. I believe that’s how Toyota became the carmaker it is today.

I want to carry that legacy forward. As you mentioned, my background is in accounting. But throughout the company, I work alongside colleagues who are giving their all in the genba to build ever-better cars.

I often visit the genba, and I believe my role is to listen carefully to what our employees are saying, understand what they need to take on their next challenge, and give them the supportive push they need.

As someone who also loves cars, I want to keep working alongside my colleagues to pursue the question, “What makes an ever-better car?”—thinking deeply about it and putting those ideas into practice.

Vice Chairman Sato

Toyota has become a company where a great number of people work tirelessly on the front lines to make ever-better cars.

Looking back, in 2009, while I was building cars as an engineer, Chairman Toyoda stood at the very center of that carmaking process as our master driver.

He always reminds us that “the value of a car lies in the things that can’t be quantified” and to “focus on the fundamentals.”

I have been making cars under Akio for 17 years, and he has never wavered in his philosophy. Focusing on the fundamentals is not about dressing cars up to look good; a solid foundation is what creates real value in a car.

In my mind, this has been the unshakeable core of Akio Toyoda’s carmaking as a master driver.

Today, we have many colleagues who remain true to that philosophy, working diligently every day to make cars that reach people on an emotional level.

Akio is a guy who loves driving cars. As for me, I love making cars. What does President Kon love about cars? Having observed his actions since taking office, I’ve noticed that he really spends a lot of time at the genba. In his case, he seems to love the people who make cars.

Toyota is home to people who love many different aspects of cars. We hope you will continue to warmly support our carmaking efforts.

(as a follow-up to President Kon’s comments about ever-better carmaking)

Chairman Toyoda

I think some people might be concerned about Kon’s finance background, and the comment he made in his first press conference as president: “I love money.”

In fact, I was the one who told him to say that. The reason I bring this up is that Kon is not someone who only looks at money. Behind the financial numbers lie the ideas and efforts of people at the genba, including those of previous generations.

I think Kenta Kon understands this better than anyone. Through the numbers, he is able to see the hard work and dedication of those on the front lines. I believe Toyota is in safe hands.

(when asked about remarks related to the certification issue)

President Kon

The term “mobility company” can be traced back to the 2018 CES event in the U.S., when then-President Toyoda announced that Toyota would transition from making cars to being a mobility company.

By contrast, in 2009 he had said, “Let’s make ever-better cars.” At the time, the reaction was, “What do you mean by ‘ever-better cars?’ Tell us what to do.” That’s what the company was like.

And yet, from there, I think Toyota became a true carmaker.

As for the question of “What is a mobility company?”, at this point I still don’t have an answer. What I can say is that, now, no one at Toyota is responding by saying, “What do you mean by ‘mobility company?’ Tell us what to do.”

Previously, when I was working at Woven by Toyota, a colleague from Myanmar once told me, “In the town where I was born, the places you could reach on foot made up your entire world.”

But then I also heard her say, “Fortunately, I was able to come to Japan, where I discovered mobility, met many people, and saw many things. Mobility granted me the dignity of living as a human being.” The same situation would no doubt exist in many countries and regions.

Sakichi Toyoda, originator of the Toyota Group, invented the automatic loom. Later, Toyota Motor Corporation founder Kiichiro Toyoda began making automobiles.

While the products may differ, Toyota’s commitment to working for others, for society, and for the future has always remained the same.

We will continue to support people everywhere through various forms of mobility, including land, sea, air, and space, expanding the possibilities for individuals and society, and producing happiness for all.

That, I believe, is Toyota’s mission. All of us, executives and employees alike, will do our best to ensure its success.

President Kon

There are many moments from my time as Akio’s secretary that have stayed with me. I could spend an hour going through everything, but I will mention just a few.

Today, Akio is presiding over this meeting as chairperson. I still remember the first time he sat in that seat, back in 2010. That morning, he showed me the notebook he always carried with him.

Under the heading “What kind of growth should Toyota seek?” it read, “It’s not simply about pursuing expansion and seeking to become the world’s largest company; growth is about being able to continuously change ourselves in response to the ever-changing needs of customers and society.”

It also said, “I want Toyota to keep growing.”

During this period (2009), in the aftermath of the global financial crisis Toyota reported its first loss since the company was founded. For Akio, being in the red meant he could not support employees in taking on new challenges, and he was forced to make decisions that ended projects and caused others to suffer.

I believe this has allowed us to become a company that, rather than putting on the brakes when we want to invest in growth, for example, can keep its foot on the accelerator.

The words he struggled to find that day, and the way he carried himself, have stayed with me ever since. The principle that guides me as president comes down to one question: What would Akio Toyoda do?

He would always say, “When making a decision, picture the faces of those who will be most saddened by it,” and “The role of those at the top is to make decisions and take responsibility.”

In terms of taking responsibility, right now there is only one person responsible for Toyota Motor and the Toyota Group—Akio Toyoda.

I will continue to devote myself to this role in the hope that one day, Akio will say to me, “You've become someone who can take responsibility.”

Together with my colleagues, I will work hard to achieve sustainable growth for Toyota. I sincerely ask you, our shareholders, for your continued support.