Akio Toyoda's 12-year commitment to mission-oriented leadership through hands-on approach in the workplace

Toyota's Akio Embraces a "Genba"-Oriented Approach Amidst Uncertainty

In the midst of the ongoing COVID-19 pandemic, Toyota's President Akio held the Ordinary General Shareholders' Meeting, focusing on the future rather than short-term issues. Akio expressed his gratitude towards the long-term support of shareholders and asked for their continued warm support.

Akio believes that purposeful passion and action can change the future and create a carbon-neutral world. He highlighted the social contributions made by Toyota over the past 12 years, including cumulative sales of 300 trillion yen and payments to suppliers of 230 trillion yen.

The weekly meeting at Toyota is not for reporting to top management, but for free discussion on topics ranging from the latest developments to long-term management issues. Akio emphasizes the importance of sustainable growth.

Akio considers general shareholders' meetings to be an opportunity for self-reflection and a reflection of the close relationship between Toyota and its shareholders. He spoke about a change taking place at Toyota, stating that the company has transitioned from a function-oriented organization to a more unified one.

Akio holds a weekly meeting with executives to align perspectives and values as a management team. He believes that a mission should be demonstrated through work and action, not just words. He encourages working for the betterment of the world rather than personal gain.

Last year, Toyota established the Toyota Philosophy, with "producing happiness for all" as its unwavering mission. Akio emphasizes that a united management team is not sufficient to accomplish all work; it is also necessary to align the awareness of different functions at the workplaces.

At Toyota, various stakeholders are working together on tasks of the present, past, and future. Those working on present tasks are building power for future work, while those on past tasks are making improvements to avoid negative carryover. Those working on future tasks are taking on new challenges in uncharted areas while sometimes making mistakes.

Akio believes that the driving force behind this unity is the mission: "Let's make ever-better cars" and "Let's aim to be the best-in-town, not the best in the world." He encourages this spirit of continuous improvement and local focus, aiming to be the most "genba"-oriented president.

Despite the lack of information about the persons present at the last Toyota shareholders' meeting or who supported Toyota and Akio with a long-term perspective over the past 12 years, it is clear that Akio's vision for a sustainable, unified, and locally-focused Toyota is gaining traction.

Akio Toyoda's 12-year commitment to mission-oriented leadership through hands-on approach in the workplace