SUSTAINABILITY REPORT - TOYOTA SOUTH AFRICA MOTORS
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SUSTAINABILITY REPORT
T O Y O TA S O U T H A F R I C A M O T O R S
Challenge
2050
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Toyota South Africa Motors (TSAM) is a well-governed
South Africa’s
company which ensures the sustainability and
approach to
upliftment of the societies in which we operate as well
as providing robust environmental stewardship.
TSAM’s sustainability report aims to provide our stakeholders with a
transparent overview of our social, environmental and governance
Toyota
performance for the period 1 April 2018 to 31 March 2019.
REPORTING
TSAM is wholly owned by The report covers our operations in We are committed to improving
Toyota Motor Corporation Durban, Sandton and Atlas. It also the report’s quality and its
(TMC). As such we are guided outlines the performance of our accessibility to our stakeholders.
by the vision and strategy of brands (Toyota, Hino and Lexus) This report is available in print and
and our activities relating to our key online at www.toyota.co.za.
TMC and we encourage you to
internal and external stakeholders.
read further about how Toyota TSAM values feedback from its
There were no significant changes
embraces sustainability globally stakeholders on our Sustainability
during the reporting period to the
at: http://www.toyota-global.com/ Report. Any questions or feedback
size, structure or ownership of TSAM.
sustainability/report/sr/. regarding this report can be
The report’s structure and content
directed to:
is aligned with TMC’s Sustainable
Toyota Motor Corporation (TMC) Management Report and international Charmaine Reddy
best practices as set out by the Company Secretary and Legal Adviser
Global Reporting Initiative (GRI). creddy3@tsb.toyota.co.za
Toyota South Africa (TSA)
The performance data is reported to
facilitate comparability to our previous
Toyota South Africa Motors (TSAM)
year’s report.
Toyota_Page 1_28 November 2019_Proof 9
Toyota South Africa’s approach to reporting ...... IFC
Our performance summary .................................. 2
Toyota’s global vision ............................................ 4
24
SOCIETY
Customer and quality first ............... 26
Collaboration with business
partners ........................................... 32
Employees ....................................... 40
Social contribution activities ........... 50
56
An introduction to TSAM ....................................... 6
Chief Executive Officer’s message ....................... 8
Our brands .......................................................... 12
Our material matters .......................................... 22
Our material issues ............................................ 24
ENVIRONMENT
Our approach ................................... 57
Structure .......................................... 57
TOYOTA SOUTH AFRICA MOTORS
Emissions reduction ........................ 58
Resource efficiency ......................... 62
Society in harmony with nature ....... 64
69
GOVERNANCE
SUSTAINABILITY REPORT 2018/19
Approach and structures ................. 70
Board of directors ............................ 72
Committees ..................................... 72
Ethics ............................................... 74
Risk management ............................ 76
1
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our
PERFORMANCE
SUMMARY
Shareholders
2018 2017 2016
Total domestic sales: Toyota, Lexus and Hino (units) 133 603 129 073 117 071
Passenger car sales: Toyota and Lexus (units) 70 170 125 326 113 525
Light commercial vehicle sales: Toyota (units) 60 231 54 952 36 609
Medium commercial vehicle sales: Hino (units) 1 711 1 717 2 112
Heavy commercial vehicle sales: Hino (units) 1 491 882 1 367
Automark used vehicle sales (units) 50 399 46 545 45 083
Export units: Toyota 52 528 43 776 53 322
Customers and quality
COMPETITIVE CUSTOMER EXPERIENCE (%) 2018 2017 2016
Toyota 93.6 92.7 92.8
Lexus 95.1 92.1 91.6
Business partners
Suppliers
TOYOTA SOUTH AFRICA MOTORS
2018 2017 2016
Number of ISO14001-certified suppliers 149 132 112
Dealers
TOTAL DEALERSHIPS 2018 2017 2016
Toyota 194 194 1
198
Lexus 19 191 17
Hino 66 66 2
65
SUSTAINABILITY REPORT 2018/19
Automark 191 190 187
1.
Full dealers (South Africa, Botswana, Namibia, Lesotho, Swaziland (eSwatini))
2.
All dealers (South Africa, Botswana, Namibia, Lesotho, Swaziland (eSwatini))
2
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Employees
2018 2017 2016
Headcount (full-time employees) 7 378 6 690 6 927
Fatalities 0 0 0
Total injury frequency rate 1.50 1.64 1.62
Social contribution
2018 2017 2016
Total social investment (Rm) 22.9 23.2 17.3
Dti Broad-based Black Economic Empowerment (B-BBEE) contribution level 7 8 8
Environmental stewardship
2018 2017 2016
Production emissions (kilotonnes CO2) 129.5 130.6 140.7
Carbon intensity (kg CO2/vehicle manufactured) 930.49 966.96 1 014.78
Water intensity (kl/vehicle manufactured) 4.73 4.79 5.01
Waste intensity (kg/vehicle manufactured) 20.04 18.74 18.26
TOYOTA SOUTH AFRICA MOTORS
Volatile organic compounds (VOCs) emitted (g/m2 body paint applied) 18.44 17.92 19.90
SUSTAINABILITY REPORT 2018/19
3
V
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TOYOTA’S TSAM acts in accordance with TMC’s Guiding
GLOBAL Principles to produce reliable vehicles and to
sustainably develop society through constant
VISION innovation and the provision of high-quality
products and services.
Toyota is striving to go beyond automobiles
by becoming a mobility company. Our goal is
to provide mobility for all, bring joy and freedom of
movement to all people. Toyota will lead the way to the
future of mobility, enriching lives around the world with the
safest and most responsible ways of moving people.
Through our commitment to quality, constant innovation
and respect for the planet we aim to exceed expectations
and be rewarded with a smile. We will meet challenging
goals by engaging the talent and passion of people
who believe there is always a better way.
TOYOTA SOUTH AFRICA MOTORS
The Toyota Way The Toyota ReBorn
We conduct business-specific methods and values: strategy
Continuous improvement: We are never satisfied with where we are and During 2016, as part of a
consistently seek further knowledge to pursue higher values. worldwide TMC initiative, TSAM
launched the ReBorn strategy.
Respect for People: We respect all Toyota stakeholders and believe that the
This strategy is aimed at listening
growth of each employee will connect to the success of our business.
and responding to the ‘Voice of
Five values support the Toyota Way, namely: the Guest’ and living our guest-
SUSTAINABILITY REPORT 2018/19
Challenge: We form a long-term vision, meeting challenges with courage and
1. first value throughout everything
creativity to realise our dreams. we do, from sourcing components
Kaizen: We improve our business operations continuously, always driving for
2. to manufacturing, engaging guests
innovation and evolution. and after-sales service. Each
operation assumes responsibility
Genchi Genbutsu: We go to the source to find the facts to make correct
3.
decisions, build consensus and achieve goals at our best speed. for defining and implementing their
own ReBorn strategy and playing
Respect: We respect others, make every effort to understand one another,
4.
their part in contributing to the
take responsibility and do our best to build mutual trust.
success of TSAM.
Teamwork: We stimulate personal and professional growth, share the
5.
4 opportunities of development and maximise individual and team performance.
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Guiding Principles at Toyota
The Guiding Principles at Toyota reflect the kind of company that Toyota seeks to be, in light of the unique management
philosophy, values and methods that it has embraced since its foundation. TMC, together with its consolidated
subsidiaries, hopes to contribute to sustainable development through its corporate activities, based on understanding
and sharing of the Guiding Principles at Toyota.
1 5
Honour the language and spirit of the law Foster a corporate culture that enhances both
of every nation and undertake open and fair individual creativity and the value of teamwork,
business activities to be a good corporate while honouring mutual trust and respect
citizen of the world. between labour and management.
2 6
Respect the culture and customs of every
nation and contribute to economic and social Pursue growth through harmony with the global
development through corporate activities in their community via innovative management.
respective communities.
3 7
Work with business partners in research and
Dedicate our business to providing clean and
manufacture to achieve stable, long-term
safe products, and to enhancing the quality of
growth and mutual benefits, while keeping
life everywhere through all of our activities.
ourselves open to new partnerships.
4
Create and develop advanced technologies and
provide outstanding products and services that
fulfil the needs of customers worldwide.
Toyota’s Olympic Vision
Toyota is proud to be part of The Olympic Partner
programme (TOP) as a mobility sponsor for the Tokyo
CSR policy: Contribution towards sustainable development 2020 Olympic and Paralympic Games. We believe that
the Olympic Games personify our ambition to transform
our reputation from ‘car maker’ to a company that makes
a meaningful contribution to society through:
Medium- Annual
Toyota Toyota to long- directions: Regular Toyota • improved environmental responsibility that will
Way Global term man- global business Code of
Vision agement corporate activities see us lead the way in terms of hybrid technology,
TOYOTA SOUTH AFRICA MOTORS
2001 Conduct
plan policy vehicles with reduced CO2 emissions and meeting our
2050 Challenge (see page 10);
• bringing mobility for all. We want to be recognised as
a human movement company that brings personal
mobility, autonomous driving and out-of-the-box
TSAM and other TMC subsidiaries take initiative innovations; and
to contribute to the harmonious and sustainable
• improving transportation management, including our
development of society and the earth through all business drive for connected cars, transportation apps and
activities that we carry out in each country and region, better infrastructure.
based on our Guiding Principles. We comply with local,
SUSTAINABILITY REPORT 2018/19
national and international laws and regulations as well as Through our Olympic partnership we will awaken Ikigai
the spirit thereof, and conduct our business operations (a reason for being, the thing that gets you up in the
with honesty and integrity. In order to contribute to morning) through our ‘Start Your Impossible’ campaign.
sustainable development, we believe that management This campaign is rooted in our belief that everyone has
interacting with its stakeholders is of considerable an impossible, which we aim to unleash. In 2018 TSAM
importance and we will endeavour to build and maintain implemented a Start Your Impossible campaign for
sound relationships with our stakeholders through open employees to share inspirational stories or pledge to
and fair communication. We expect our business partners start a new challenge by simply sharing on one of three
to support this initiative and act in accordance with it. platforms, namely: internal mobility website (staff, dealers
and suppliers), our closed Facebook page for staff,
as well as a free SMS line. 5
I
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introduction to
TSAM is a key component of South Africa’s automotive
manufacturing sector. We play a pivotal role in driving
economic growth and creating employment.
Established in 1961
by Dr Albert Wessels
an
TSAM
Over
7 300
TOYOTA SOUTH AFRICA MOTORS
298 Dealers
in South Africa and employees
BLNS countries
(including satellites)
Botswana
Key competitive
advantages: Namibia
Swaziland
State-of-the-art assembly operations (eSwatini)
SUSTAINABILITY REPORT 2018/19
We believe that a large part of our success
is attributed to the way our value chain
collaborates and engages to form an
South Africa Lesotho
101
integrated ecosystem – from parts suppliers component manufacturers
to manufacturing, sales, our dealer
network and our valued customers
or guests.
Wholly owned by TMC
6
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Sandton, Johannesburg Head Office Marketing and Sales
Boksburg, Johannesburg Warehouse Distribution of After-Sales parts
Prospecton Plant, Manufacturing and Toyota Hilux, Fortuner, Ses’fikile, Corolla, Corolla Quest
Durban assembly operations Hino Dyna, Hino 300, 500 and 700-series
Imports We import an additional 22 models from our global Toyota affiliates. All Lexus models are
imported from manufacturing plants in Japan.
Exports We also export vehicles to 75 countries throughout Africa, Europe and Latin America.
Dealer network Our vehicles are distributed regionally through our network of independently owned and run
dealerships in South Africa, Botswana, Lesotho, Namibia and Swaziland (eSwatini). These include
full dealerships and satellite services (that only offer parts and services).
Our structure and business model
Import duty
Imported vehicles Vehicle cost
Parts suppliers Manufacturing Sales business Dealer network Customers
Parts volume Parts cost Production volume Market share
EXPORTS
TOYOTA SOUTH AFRICA MOTORS
RETAIL POINTS IN Swaziland
SOUTHERN AFRICA South Africa Botswana Namibia Lesotho (eSwatini) Total
Toyota Full dealers 173 6 12 1 2 194
Automark satellite 3 3
Parts, Service and Automark satellite 3 3
Parts and Service satellite 3 1 1 1 6
SUSTAINABILITY REPORT 2018/19
182 7 13 2 2 206
Hino Full dealers 45 3 2 1 51
Parts and Service satellite 13 1 1 15
58 3 3 – 2 66
Lexus Full dealers 17 1 1 19
Parts and Service satellite 6 1 7
23 1 1 1 – 26
298
7
C
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CHIEF EXECUTIVE
OFFICER’S MESSAGE
Andrew Kirby
President and CEO
Toyota South Africa Motors
2018 was a pleasing year in which we
managed to remain resilient and grow our
volumes and market share in a declining
market. We navigated the headwinds in an
operating environment that continued to be
characterised by low consumer confidence
TOYOTA SOUTH AFRICA MOTORS
and business uncertainty. As a business,
we remained robust and embedded vital
strategic advancements which will also lay a
good foundation for our business. These will
enable us to navigate the continually
changing landscape and evolve in the
coming years.
SUSTAINABILITY REPORT 2018/19
8Toyota_Page 9_28 November 2019_Proof 9
Increasing volumes in a TSAM’s journey to The demand for new vehicles in
the South African market has been
declining market global competitiveness declining over the years. Our exports
TSAM’s performance in 2018 reflects and exports into the rest of Africa have been
the strength of our brand coupled with We restructured our business to growing marginally while our exports
the diligent efforts of our dealer network enhance our efficiencies and, therefore, into Europe have remained stable. Sub-
as well as the results of the ReBorn move towards a higher level of global Saharan Africa is a key market which
strategy that was launched in 2016. competitiveness in the TMC network. has substantial growth potential for us
The strategy has evolved our approach Internal initiatives such as the Big 5 to tap into in the coming years.
to guest-centricity and helped us to competitiveness project, a benchmark
deliver improved vehicles that meet against Thailand, and our efforts to Countries in the rest of Africa have
the demands of our evolving customer rightsize the business have placed us identified the automotive sector as
profile. We have instilled the ‘Best in in a good position to progress towards a catalyst which could propel their
Town’ culture and mindset to assist our our October 2021 roadmap. industrialisation roadmaps and assist
dealers in delivering unrivalled guest them to decrease their balance of
experiences at every touchpoint. TSAM is also cognisant of further payment challenges. Numerous
initiatives which will need to be enablers, such as the African
In 2018, we increased our implemented to remain competitive Continental Free Trade Area (AfCFTA),
concentration on fleet sales and toward 2026, when the replacement have been deployed to facilitate this
servicing the demand for quality and of our IMV (Hilux and Fortuner) is development. TSAM and TTC are
reliable used cars through Automark. expected. collaborating with certain governments
This focus yielded good results and with the potential semi-knocked-down
played a key role in increasing our Big 5 kit (SKD) hubs in Africa (Ghana and
1
volumes in the declining market. Kenya) to support local manufacturing.
Manufacturing conversion This initiative is in line with TSAM’s
Our role in the taxi industry has been a
cost reduction long-term vision of becoming TMC’s
key part of our contribution to affording
2
mother plant for the continent.
mobility to South African communities.
We continued to satisfy the demand for Fixed cost
reduction The production of the Corolla sedan
the Ses’fikile in the taxi industry and the model at our Durban plant will cease
3
demand continues to increase. in December 2019. TSAM will start
Component/parts
cost reduction importing the new-generation Corolla
and will continue producing the current
TOYOTA SOUTH AFRICA MOTORS
4
model as the Corolla Quest. We are
Logistics cost
in the process of seeking approval
reduction
to produce a new passenger model.
5
The approval process has been
Increase domestic and challenging due to the constrained
export sales
South African market and the lack of a
volume-generating market in Africa.
SUSTAINABILITY REPORT 2018/19
9Toyota_Page 10_28 November 2019_Proof 9
CHIEF EXECUTIVE OFFICER’S MESSAGE (continued)
Transforming the TSAM along with six other original showcase opportunities and also
equipment manufacturers (OEMs) will promote Tier-2 supplier capability
South African be involved in the establishment of and growth. For South Africa to
automotive sector a R6 billion automotive industry fund expand localisation it is mandatory
TSAM believes it is essential to increase (AITF) through the National Association to develop and expand our Tier-2
the local content in South African of Automobile Manufacturers of supplier base. As TSAM, we believe
vehicles. South Africa (NAAMSA). The AITF gives that this is where we will start to see
us the opportunity to develop more a real competitive advantage and
Currently, the volatile exchange rate Tier 2 and 3 suppliers and to support enable growth with sustainability for
influences the cost of importing black ownership of vehicle dealerships. the future.
vehicles and components as well This will also enable us to achieve
the level 4 B-BBEE certification that • In 2018 Toyota became the proud
as our profit margins on exports.
is required for the second phase of partner of the South African Sports
Furthermore, import duties, ad valorem
the APDP. Association for the Physically
tax, VAT and the CO2 tax cumulatively Disabled (SASAPD) – a sports
account for 42% of the retail price of
vehicles in South Africa.
Some of our successes federation that develops and
promotes the sporting codes
Toyota Dundee reopened as a satellite
offered at Paralympic level for
In 2018 the Department of Trade dealer (part of the Mortimer and
athletes with physical disabilities
and Industry introduced an Thesele Group) in April 2018 and
and visual impairment. Furthermore
Automotive Masterplan which outlines was later approved as a full dealer in
we inducted Start Your Impossible
government’s objective to increase February 2019, with a 51% B-BBEE
challengers to continue driving our
local content in South African-made shareholding by the Thesele Group.
Start Your Impossible ventures and
vehicles. The master plan will come into Toyota Hyde Park opened in May of
help drive the momentum internally
effect from 2021 and run till 2035. It will 2018 and Toyota Citrusdal upgraded
in their respective areas.
build on the progress that has been to a full dealer on 1 January 2019.
achieved by the current Automotive
The Taxi Centre in Kuilsrivier, which
forms part of Prieska and Ulundi
Our commitment
Production and Development
satellite dealers, was approved as a to environmental
Programme (APDP) which expires in
full dealer. stewardship and
December 2020.
corporate citizenship
Engaging with our Toyota envisions a society where
Automotive sector
stakeholders people, cars and nature can coexist
Current Vision of the
Master Plan • The external affairs department has in harmony. At TSAM we are working
TOYOTA SOUTH AFRICA MOTORS
played a huge role in improving our on numerous initiatives through Future
• Employs • Employs engagement with key stakeholders, Toyota and other internal teams to
110 000 220 000
particularly with the government and achieve this vision.
• Contributes • Increase the regulators. TSAM, other OEMs and
7% to GDP proportion of
the Competition Commission are still TSAM is committed to TMC’s ambitious
• 30% of local content
in vehicles working to reach a solution which is goal to reduce vehicle CO2 emissions
South Africa’s
assembled in mutually beneficial to everyone on by 90% (based on 2010 levels) by
total
South Africa the right-to-repair (R2R) campaign. 2050. To sufficiently equip our leaders
manufacturing
output from 38.7% Our view is that this movement on environmental challenges we
to 60% threatens the profitability of franchised facilitated a four-hour training course
• 14% of total
exports dealerships and, most importantly, in collaboration with the University of
SUSTAINABILITY REPORT 2018/19
the safety of our vehicles. Stellenbosch. We are currently working
TSAM is committed to transformation towards the 2030 milestones (for more
• TSAM is an active supporter
efforts aimed at our dealer network, information view page 57). Alongside
of the National Association of
supplier base and senior leadership. the rest of TMC’s global affiliates,
Automotive Component and Allied
To support the transformation of Manufacturers (NAACAM) Supplier we are committed to having a zero
our staff and to provide a pipeline of show. The show promotes the environmental impact and achieving a
senior leaders we have revitalised South African Automotive Master net positive impact. TSAM is cognisant
our graduate programme and we are Plan (SAAM)’s pillars of localisation of the need to address the transport
focusing on improving our retention of and supply chain transformation. sector’s greenhouse gas (GHG)
African critically skilled employees. It also allows us, as OEMs, to emissions in South Africa.
10Toyota_Page 11_28 November 2019_Proof 9
Disappointingly, the uptake of EVs and HVs in the South African market has been Acknowledgements
low. This dynamic is due to infrastructure challenges and the lack of national
My gratitude goes to the TSA board
incentives to support sales. TSAM has several initiatives aimed at the public to
educate and raise awareness around fuel consumption and other environmental and our management teams for their
benefits that accrue from using eco-friendlier vehicles. diligent support and contribution to our
strong performance in 2018. The wise
TSAM actively contributes towards social upliftment and environmental initiatives. counsel of the global Toyota Tsusho
Protecting our wildlife heritage is close to our heart. In particular, the plight of rhinos, Corporation (TTC) leadership has been
as well as other endangered species, is a matter that requires our attention – hence instrumental in our transition to a new
our commitment to supporting SANParks. organisational structure.
Our employees are the backbone of
Outlook our company, I am grateful for their
unfailing support in ensuring that we
I am pleased that we made some very important strategic steps to position our
continue to deliver reliable vehicles and
business for the future. Although the automotive market has been subdued,
sustainable value to the society.
we are committed to make the most of the prospects in the vehicle and
non-vehicle products space, which we believe we are well positioned for.
Our priority is to ensure that TSAM remains a dynamic and agile company –
as such we are considering the introduction of a millennial board to ensure the
continued progression of our ReBorn strategy. TSAM’s progression will also be
supported by the new leadership behaviours which we launched in 2018: Andrew Kirby
President and CEO
Self-regulate Toyota South Africa Motors
Empower others to correct you
Speak last and let others present
Insist that the project leader leads
Add voices – facilitate all contributions
Our guest-centric approach will continue to be the source of our competitive
advantage and retention strategy. We will continue our emphasis on the ‘Voice
of the Guest’ and respond to their needs at every touchpoint. TSAM’s dealers
TOYOTA SOUTH AFRICA MOTORS
will continue driving the ‘Best in Town’ philosophy and the ‘Keep It Genuine’
campaign which is crucial to the safety and integrity of our vehicles. We are
looking forward to the revamped e-Toyota platform and the added benefits it
will yield.
Globally, Toyota is working towards becoming a mobility services provider
as opposed to merely being a provider of vehicles. We are in the process of
developing financing models to generate new revenue streams.
The outlook for the automotive sector, especially the premium segment will remain
challenging and volatile in 2019. Continuing to deliver affordable and quality vehicles
SUSTAINABILITY REPORT 2018/19
to as many customers as possible will preserve our sales record. We are committed
to demonstrating that we are globally competitive and capable of achieving the
required volumes to make the production of a new model at our Prospecton
facility viable. By successfully implementing the Global Toyota Parts Supply System
(GTOPAS), TSAM will continue with its drive to become the hub for parts in Africa.
Following the three-year wage agreement, which was signed in 2016,
the National Union of Metalworkers of South Africa (NUMSA) will begin
negotiations with OEMs in 2019. We aim to amicably reach a mutually viable
agreement with them.
1112
SUSTAINABILITY REPORT 2018/19 TOYOTA SOUTH AFRICA MOTORS
our
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BRANDS
BToyota_Page 13_28 November 2019_Proof 9
Our three brands – Toyota, Lexus and Hino –
serve to meet the needs of a broad spectrum of
customers, from entry-level passenger cars to
large commercial vehicles. Through Automark we
also offer customers reliable used cars. We treat
our customers as guests from the moment
they enter a dealership right through to our
after-sales service and we maintain our strong
reputation for quality, safety and reliability through
our Toyota Way which emphasises Kaizen –
continuous improvement and respect for people.
2019 2018 2018 2017 2016
SA SALES VOLUMES target target actual actual actual
CBU 42 481 39 873 39 196 38 588 41 479
CKD 85 636 81 620 82 822 79 952 70 316
Hino/Dyna 4 510 3 850 3 774 3 373 3 913
Total 132 627 125 343 125 792 121 913 115 708
Export volumes 43 249 41 664 46 307 53 322 45 043
Total sales 175 876 167 007 172 099 175 235 160 751
Total production 130 970 125 006 135 100 138 722 118 674
2019 2018 2018 2017 2016
TSAM MARKET SHARE (%) target target actual actual actual
Total domestic: Toyota, Lexus and Hino 24.2 23.8 24.2 22.9 21.40
Passenger cars: Toyota and Lexus 19.1 19.2 19.2 18.7 16.40
TOYOTA SOUTH AFRICA MOTORS
Light commercial vehicles: Toyota 32.2 29.5 32.2 29.4 29.40
Medium commercial vehicles: Hino 23.0 22.2 21.6 21.3 25.26
Heavy commercial vehicles: Hino 8.8 9.6 7.6 7.4 7.25
TOTAL
MARKET SALES SUSTAINABILITY REPORT 2018/19
TOYOTA
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
13Toyota_Page 14_28 November 2019_Proof 9
OUR BRANDS (continued)
TOYOTA
Toyota has been a well-loved, reliable and trusted brand in We move the public
The Ses’fikile holds a strong reputation
South Africa since 1961. Our vehicles are an integral feature of
for offering a safe and reliable mode of
the country’s social and business culture. We offer a vehicle for public transport. Ses’fikile contributes
13.27% to Toyota’s overall market
every requirement and taste.
share and is the second best-selling
model after the Innovative International
Multi-purpose Vehicle, or IMV (Hilux
Toyota reaffirmed its status as a brand We are strongly committed to and Fortuner). TSAM has been holding
of choice during 2018. We maintained ‘doing the right things’ consistently. well above 90% market share with the
our market-leading position in the sales TSAM aims to make the necessary Ses’fikile. In 2018 we introduced a taxi
market and increased our market share refinements to our vehicle models centre – Barloworld Toyota, Kuilsrivier
to 24.2% (2017: 22.9%). The Hilux, based on the ‘Voice of the Guest’ and a 60 000km service plan. We also
which has been South Africa’s best- to ensure that we improve our assessed the prospect of introducing a
selling vehicle for more than 40 years, customer experience and remain the Coaster minibus (17 – 35 seater).
sold 40 018 units. ‘Best in Town’.
Going off-road
Dealers drive our success A car for every person TSAM’s participation in the Dakar Rally
The contribution of our dealer TSAM’s ReBorn strategy has focused is an important business tool. The race
channel is a remarkable factor which on winning the hearts of first- provides a platform for us to showcase
contributes to our success. We are time vehicle owners and younger the durability of our vehicles and the
appreciative of their continued efforts, consumers as well as millennials/ “bold soul” of our local talent. In 2018
but we cannot become complacent Afrilennials. We are revamping our Toyota Gazoo Racing SA won the race
because there is always room for approach to purchasing, marketing which took place in Peru. The victory
improvement. We will continue our and product features accordingly came after achieving six podium places
drive to uphold our position as the to meet the needs of our changing since the Toyota Hilux’s debut in 2012.
TOYOTA SOUTH AFRICA MOTORS
brand of choice. demographics. Our proudly South African Hilux V8 has
become the Dakar vehicle of choice for
We value and prioritise the safety of the
both local and international competitors.
people who drive our cars. Our internal
safety specifications exceed national TSAM also supports the Fortuner 4x4
legislative requirements and we ensure Challenge. The competition, which has
that all our vehicles meet or exceed been running for three years, enables
these safety specifications. four public participants to team up with
celebrities and compete in a range of
tasks. The winning participant receives
a brand-new Fortuner.
SUSTAINABILITY REPORT 2018/19
2019 2018 2018 2017 2016
TOYOTA SALES (UNITS) target target actual actual actual
Production volume 130 363 118 998 126 463 131 068 116 042
Domestic sales 133 000 130 000 130 401 124 441 114 019
Light commercial vehicle sales 61 390 58 855 60 231 54 952 36 609
Exports 56 900 43 249 52 528 43 776 53 322
14Toyota_Page 15_28 November 2019_Proof 9
New Toyota product launches in 2018
2 0 1 8 / 1 9
A W A R D S April 2018 • Etios Limited Edition model
May 2018 • Hilux Dakar Limited Edition
Gold 2018 June 2018 • Corolla Special Edition
National Automobile July 2018 • New introduction Rush model
Dealers’ Association (NADA)
• Aygo (minor change)
Dealer Satisfaction Index (DSI)
awards • Prius (specification change)
• 86 (specification change)
Orchid for Rush Campaign – Jul 2018 • Prado (specification change)
Orchid for Corolla Beaded Billboard – Sep 2018 • C-HR (specification change)
Orchid for Corolla Hatch Campaign – Feb 2019 August 2018 IMV (Hilux, Fortuner) (Mini-minor change)
Sports Industry Awards 2018 – Fortuner 4x4 October 2018 Quest (specification change)
Challenge wins Social Media Campaign of February 2019 • New Generation Corolla Hatch
the Year – Aug 2018 • Corolla Special Edition
Adfocus Partnership of the • Yaris (specification change)
Year – Toyota & FCB – March 2019 • Prius (minor change)
Nov 2018
• New Generation RAV4
• Ses’fikile (specification change)
Toyota’s 5 Continents Drive Project a great success in Africa
Toyota has just completed its fifth experiencing first-hand the way vehicle The start-point for Team 2 in Namibia
consecutive leg of the 5 Continents performance is impacted by the wide treated the crew to some of the world’s
Drive (5CD) Project in Africa. The Africa variety of driving conditions around the most dramatic landscapes, including
leg comprised two routes: Arusha, world and to gather new insights”. sweeping deserts and glittering
Tanzania to Sandton, South Africa as salt pans. Namibia also lays claim
well as Windhoek, Namibia to Durban, “We were able to get valuable hands-on to the world’s highest sand dune
South Africa. The first drive, led by experience on different types of roads (the notorious Dune 7) and is one of
Team 1 Captain Bundo covered more in Africa, receive valuable comments the world’s most sparsely populated
than 4 000km including countries such from our customers, and have close countries.
as Tanzania, Zambia, Zimbabwe and communications between Japanese
TOYOTA SOUTH AFRICA MOTORS
Botswana. and African colleagues in one team.” “We trust that the experience was
both adventurous and rewarding.
The Team 2 drive, under Captain Before coming to Africa, the 5CD team But we know that the most important
Umeda, covered Namibia, Lesotho faced unrelenting dust and heat in the benefit will come from the valuable
and South Africa. The teams also Australian leg in 2014, freezing cold information you gathered from our
included members from TSAM and torturous passes in the Americas roads, which we know will be used
and representatives from other to help us make ever-better cars and
in 2015 and 2016, and the urban
African countries such as Tanzania, thus heed President Akio Toyoda’s
highways of Europe in 2017.
Zambia, Zimbabwe, Congo and Côte call to put our vehicles to the ultimate
d’Ivoire. The teams covered more Africa presented the team with a totally test, across every possible terrain and
than 10 000km from the two drives. new and varied set of challenges. Team climate on every continent worldwide,”
The project also included spot drives adds Kirby.
1 had to contend with unforgiving
in other countries such as Kenya,
SUSTAINABILITY REPORT 2018/19
terrain, high altitude in some parts, as
Morocco, Togo, Benin, Cameroon Team 2 of the 5CD was treated to
well as sharing some of the worst roads a warm African welcome with song
and Senegal.
in the world with some of our beautiful and dance upon arrival at the TSAM
In the words of President and CEO wildlife. In Tanzania the team got to Prospecton Plant in Durban. This event
of TSAM, Andrew Kirby, the main experience extreme dirt-road driving also marked the end of the Africa leg
purpose of 5CD is to “enable Toyota on their way to the Ngorongoro District. before the project moves to the next
technicians, engineers and a varied They came to understand that durability continent. Toyota believes that the
crew of white-collar as well as other has to be one of the most important data collected will be crucial towards
partners to get out from behind their aspects when building vehicles for making ever-better cars – not only for
work desks and actually feel the road, African conditions. Africa, but for all Toyota markets.
15Toyota_Page 16_28 November 2019_Proof 9
OUR BRANDS (continued)
LEXUS
Lexus offers exceptional customer experiences. We deliver
vehicles with an inspired design philosophy, relentless innovation
and uninhibited performance which becomes a passionate,
moving experience.
The challenging economic environment Our customer loyalty and retention Beyond the challenges presented
continued to negatively impact the has been very strong and will be a by the poor economic environment,
premium car market during 2018. catalyst for the brand’s sustainability in the premium brands market segment
Lexus’ sales decreased to 864 units the future. Our dealer network and our has become heavily incentivised.
(2017: 885). Despite the subdued employees played an instrumental role The relevance of the premium
market, Lexus maintained a market in maintaining our market share and market has also been challenged by
share of 1.7% (2017: 1.5%) and we remaining resilient in this challenging mainstream brands, which are also
remain in a much better position period. Therefore, it is essential to offering vehicles of a similar quality and
compared to other premium brands. ensure that we retain our employees. specification level at much lower prices.
Lexus is on a continued pursuit of We introduced a new-generation ES
Omotenashi (Japanese for and a new model (UX) during the last
‘hospitality’). Our guest-centric quarter of 2018. The UX is Lexus’
approach is premised on an 2 0 1 8 first model in the small SUV market,
approach of personalisation, A W A R D S which is growing in popularity.
attention to detail and delivering Our range also comprises clean/
exceptional service. Upon alternative energy vehicles. Although
purchasing a Lexus vehicle, each ES awarded the popularity of these vehicles is still
TOYOTA SOUTH AFRICA MOTORS
guest receives a personalised Premium Sedan of low, we are in a strong position to
gift. Lexus includes the input the year by Autotrader capitalise on their growing demand,
of psychologists to understand SA Guild of Motoring Journalists which will be driven by related
customer satisfaction and Car of the year legislation in the coming years.
enhance the brand’s customer
experience. Gold Award in Customer Service
Experience as rated by Ipsos – only
two premium brands achieved Gold
status, i.e. Lexus and Audi
Silver Award NADA
SUSTAINABILITY REPORT 2018/19
2019 2018 2018 2017 2016
LEXUS SALES (UNITS) target target actual actual actual
Production volume 1 000 874 897 942 1 111
Domestic sales 1 100 1 000 864 885 1 031
16Toyota_Page 17_28 November 2019_Proof 9
SUSTAINABILITY REPORT 2018/19
17
TOYOTA SOUTH AFRICA MOTORSToyota_Page 18_28 November 2019_Proof 9
OUR BRANDS (continued)
HINO
Hino is a committed provider of products and support We also aim to continue growing by
meeting our customers’ requirements.
services to professional truck users and freight operators in There is a growing shift in demand
the South African transport and logistics industry and broader from automated manual transmissions
(AMT) and manual gearboxes to
market. Our Total Support philosophy is ‘Keep On Trucking’. automatic transmissions in the
Hino 300 and 500 ranges.
In 2018 Hino worked on the
Hino South Africa (Hino SA) is an house will play an integral role in driving development of Hino Connect.
integral part of TSAM. We strive to our sales in the future. The telematics system will be released
enhance our marketing capabilities and in 2020 and fitted into all Hino models.
Through our 66 dealerships, Hino’s It is also customisable to suit specific
maximise our sales volumes. Despite
footprint in Southern Africa is customer requirements. Hino Connect
operating in a currently stagnant truck
the largest among truck brands. will be fundamental for our buy-back
market, Hino performed remarkably
Our production plant in Durban programme. The system will enable our
well in 2018. Our sales and production
produces 40 different derivatives of dealer network to monitor the usage of
volumes increased significantly
Toyota Dyna, Hino 300, Hino 500 and vehicles to ensure that they can be sold
compared to 2017. We sold
Hino 700 models, which cover the as reliable used trucks.
4 408 units (2017: 3 747) vehicles and
entire spectrum of commercial vehicle
achieved a production volume of 4 489
needs. We also offer a full range of
(2017: 3 407). Our total sales figure
buses from 25- to 65-seaters.
equates to 11.6% of the South African
truck market. Our Total Support philosophy
enables us to go the distance for our
This performance was largely driven
customers by delivering appropriate,
by the Dyna sales, which are now
durable and reliable trucks as well as
TOYOTA SOUTH AFRICA MOTORS
included in the light commercial vehicle
comprehensive after-sales services/
segment. Our light commercial vehicle
support and value-added services such
sales increased by 43.7%, while Hino’s
as the Hino Care programme. Building
heavy commercial vehicle sales, which
and maintaining trusted relationships
included the new Hino 500 Wide
between Hino Motors Limited, Hino SA,
Cab models, increased by 23.5%.
our dealer network and suppliers is
The establishment of Hino Financial
a priority.
Services as an accredited finance
SUSTAINABILITY REPORT 2018/19
2019 2018 2018 2017 2016
TOYOTA SALES (UNITS) target target actual actual actual
Production volume 5 447 4 387 4 489 3 407 3 772
Domestic sales 4 950 4 400 4 408 3 747 3 572
Light commercial vehicle sales (Dyna) 1 500 1 000 1 179 820 93
Medium commercial vehicle sales 1 790 1 710 1 734 1 717 2 112
Heavy commercial vehicle sales 1 660 1 690 1 495 1 210 1 367
18Toyota_Page 19_28 November 2019_Proof 9
We also worked on upgrading but also make a meaningful Customer retention is a key component
the e-Hino system to improve contribution to the community. of our sustainability approach.
communication between Hino SA Hino Shelly Beach was awarded the Our ‘Bring it Back’ campaign aims
and its dealer network. The system title of Hino Dealer of the Year for 2018 to encourage vehicle owners to
enables our dealer network to view an while Subbeshin Pillay was presented bring trucks in for servicing at our
integrated vehicle history from ordering, with the Hino Knight of the Year award. dealerships. We have a two-year
through to production, sales and after- warranty on parts and an extended
sales servicing. The system supports Training is a vital component of five-year vehicle warranty. Fleet owners
standardisation of dealer and customer meeting the challenges of trucking have already started yielding great
communication as well as quality in the future. The Hino Learnership benefits from ‘Keeping Your Hino
management throughout the vehicle’s Programme (HLP) aims to provide a Genuine’.
life span. pipeline of young sales executives for
our Hino dealer network. Through the Internationally Hino will maintain its
There has been growing demand nine-month programme learners will focus on customer retention, product
for Hino trucks in the export market. be able to tailor a requisite truck and line-up improvements, strengthening
We are targeting to continue servicing finance package in accordance with our dealer network and staff
the growing demand in Zimbabwe, the customer’s needs. In 2018 we development. We are committed to
Zambia, Mozambique and Malawi. introduced an accredited Supply Chain delivering a lower cost of ownership
The Southern African Customs Union Management course that employees and higher levels of customer
(Botswana, Lesotho, Swaziland from Hino SA and its dealers satisfaction. Hino has recognised
(eSwatini) and Namibia (BLSN embarked on. the growth potential of the extra-
countries)) has also shown great heavy commercial segment. We aim
potential, most notably in Namibia. to develop a dedicated department
For Hino SA to continue servicing this to ensure that we increase our
growth in demand we may be required market share.
to expand our production plant. 2 0 1 8
A W A R D Hino aims to move towards vehicles
TOYOTA SOUTH AFRICA MOTORS
We maintained our strong relationship which rely on four alternative fuel
with the farming community by sources: diesel-electric hybrids, plug-
delivering water donated by TSA to in hybrids, pure electric power and
Beaufort West during the drought hydrogen fuel cells by 2025.
period. We recognise Hino Knights, an
elite group within the dealer sales force Gold 2018 National
who are not only excellent salespeople Automobile Dealers’
Association (NADA) Dealer
Satisfaction Index (DSI) awards SUSTAINABILITY REPORT 2018/19
19Toyota_Page 20_28 November 2019_Proof 9
OUR BRANDS (continued)
AUTOMARK
Since its inception in 1982 Automark has strived to provide quality certified used vehicles. We thus
provide customers with peace of mind when purchasing a used car. Automark’s world-class focus
on customer experience, vehicle quality and safety remains aligned to the Toyota Way.
The demand for used vehicles has In conjunction with TTC we have made models are also eligible for the Toyota
grown in recent years. According to efforts to assess the prospects of Genuine extended warranty. This is
TransUnion, the ratio indicates that driving the Automark brand into the part of our ReBorn strategy, which
finance houses are financing 2.03 rest of Africa. aims to strengthen customer retention.
new vehicles for every used vehicle. We strive to reward customer loyalty
Our aim is to achieve a 1:1 ratio We guarantee that all Automark at a time of vehicle replacement by
between new vehicle sales and private vehicles have gone through a range establishing a used car service that
customer used vehicle sales. We have of tests to ensure the quality is provides ultimate customer experience
competed well in a highly saturated maintained. The Automark Promise and offers the best trade-in value.
environment, which has replaced direct also certifies that the vehicle is backed
customer engagement with online sales by Toyota. Our policy on all vehicles
and trade-in opportunities. In 2018 includes a seven-day return clause if
Automark increased its sales volumes the customer experiences a serious
to 50 399 (2017: 46 545). problem with the vehicle. All Toyota
TOYOTA SOUTH AFRICA MOTORS
1
High
High customer Continuous Car kept in
customer service
satisfaction genuine service good condition
in after service
Reason for used car as a customer retention tool
2
Good price Ultimate
Best trade-in Repurchase
offer for customer
price Toyota
trade-in experience
SUSTAINABILITY REPORT 2018/19
2019 2018 2018 2017 2016
TOYOTA SALES (UNITS) target target actual actual actual
Automark used vehicle sales 52 000 50 000 50 399 46 545 45 083
New vehicle domestic sales 133 000 123 800 130 401 124 441 114 019
20Toyota_Page 21_28 November 2019_Proof 9
TOYOTA FINANCIAL
SERVICES
Toyota Financial Services (TFS) is a key pillar of the TSAM ecosystem. We are a captive finance
company with the sole purpose of supporting and improving sales of Toyota, Lexus and Hino
vehicles. By offering finance to qualifying applicants we play a significant role in supporting the
dealer network, retail customers and TSAM to achieve their goals.
In 2018 we managed to maintain balanced with responsible credit TFS aims to continually develop
our presence as a financial institution lending practices. It is our intention to products and solutions which
despite the challenging macroeconomic always conduct our business ethically support TSAM’s brands. As the
environment. TFS financed 45 437 and in a legally compliant manner, business continues to transform into
vehicles at a conversion rate of 58.16%. acting to the best of our abilities for a mobility company, we are intent
Fewer people qualify for finance and the greater good of our business and on evolving our offering too.
the volume of finance transactions we our stakeholders. In conjunction with
are concluding has decreased due the BankSeta we upskill our teams
to the increasing levels of household and the dealer network through an
indebtedness linked to the slowdown in accredited training programme, which OM OF MO VEM E
is designed by TFS and facilitated EED NT
the economy. FR
TIO N PL AT F
through TALA, TSAM’s corporate SAC OR
TFS operates in a highly regulated training division. TFS is committed AN M
TR R ev o lutio ni se
environment and we apply sound to driving transformation. We run |
n tr a
corporate governance principles. a learnership which specifically ai
di
ch
ti o
The benefits of the rapidly evolving aims to develop the skills of
lue
na
financial services solutions must be people with disabilities.
E xpand va
l bu
TOYOTA SOUTH AFRICA MOTORS
sin e ss
TRADITIONAL
BUSINESS
Fleet Digital
Mobility
SUSTAINABILITY REPORT 2018/19
21M
Toyota_Page 22_28 November 2019_Proof 9
our
MATERIAL
MATTERS
TOYOTA SOUTH AFRICA MOTORS
SUSTAINABILITY REPORT 2018/19
22Toyota_Page 23_28 November 2019_Proof 9
Our material matters are predominantly aligned to TMC’s global approach to sustainability. To ensure that they remain relevant
in the South African context TSAM also reviews and refines the material matters regularly. Our senior management revisits the
matters annually. Additionally, we periodically conduct reviews of key documentation, detailed assessments based on surveys
as well as one-on-one discussions with key internal and external stakeholders.
Our material matters are segmented according to our sustainable business model’s three non-financial drivers: society,
environment and governance.
1 SOCIETY
Collaboration with
Material theme Material issue
Social contribution
Customer and quality first business partners Employees activities
• Ensuring customer • Suppliers • Performance • Community support
satisfaction • Dealers management • Employee involvement
• Service excellence • Enterprise development • Training and development • Initiatives for improving
• Resolving issues • Government • Diversity and inclusion traffic safety
• Ensuring quality • Unions • Safety • Creating an enriched
• Health and well-being society
• Respect for human rights
2
TOYOTA SOUTH AFRICA MOTORS
ENVIRONMENT
Emissions reduction Resource efficiency Society in harmony with nature
• Challenge 1: new vehicle zero CO2 • Challenge 4: minimising and • Challenge 6: establishing a future
emissions challenge optimising water usage society in harmony with nature
• Challenge 2: life cycle zero CO2 • Challenge 5: establishing a
emissions challenge recycling-based society and
• Challenge 3: plant zero CO2 systems
emissions challenge
SUSTAINABILITY REPORT 2018/19
3 Governance
GOVERNANCE
Ethics Risk management
• Approach and structures • Ethics • Risk management
• Compliance
23S
Toyota_Page 24_28 November 2019_Proof 9
society
TSAM’s business activities are designed to
deliver sustainable growth in society. We are
guided by values such as ‘safety and peace
of mind’, ‘environmental sustainability’ and
‘Waku-doki’ (excitement and exhilaration that
wows you).
TOYOTA SOUTH AFRICA MOTORS
Material theme Material issue
Material issues
Collaboration with Social contribution
Customer and quality first business partners Employees activities
• Ensuring customer • Suppliers • Performance management • Community support
SUSTAINABILITY REPORT 2018/19
satisfaction • Dealers • Training and development • Employee involvement
• Service excellence • Enterprise development • Diversity and inclusion • Initiatives for improving
• Resolving issues • Safety traffic safety
• Ensuring quality • Health and well-being • Creating an enriched
society
• Respect for human rights
26 32 40 50
24Toyota_Page 25_28 November 2019_Proof 9
The TMC Corporate The TSAM approach
Social Responsibility (CSR) policy TSAM’s approach to sustainable development
Since its foundation TMC has continuously striven to contribute is aligned to TMC’s CSR policy and Guiding
to the sustainable development of society by manufacturing Principles. We realise that we can play a positive role
and providing innovative and quality products and services. in the societies and environment in which we operate
Motor vehicles greatly expand the freedom of mobility, but through contributing to economic and social development
impact society and the environment. As such TMC and its and working in harmony with nature. We engage our
subsidiaries take ownership and initiative to contribute to stakeholders to build trust, meet and exceed expectations
the harmonious and sustainable development of society and and find innovative, collaborative solutions to address
the earth through all our local, regional and global business key sustainability risks and opportunities. Our team is
activities, based on our Guiding Principles. These principles committed to creating sustainable mobility for all –
express our engagement with stakeholders such as customers, in a safe and responsible manner.
employees, our business partners (suppliers and dealers), our
shareholders and global society/local communities.
We strive to comply with local, national and international laws and
regulations as well as the spirit thereof and we conduct our business operations
with honesty and integrity. In order to contribute to sustainable development,
we believe that management interacting with its stakeholders is of considerable
importance, and we will endeavour to build and maintain sound relationships with
our stakeholders through open and fair communication. We expect our business
partners to support this initiative and act in accordance with it.
TOYOTA SOUTH AFRICA MOTORS
SUSTAINABILITY REPORT 2018/19
Challenge
2050
25C
Toyota_Page 26_28 November 2019_Proof 9
CUSTOMER and quality first
Toyota adheres to the principles of putting the ‘guest first’ and
‘quality first’ in everything we do. By listening and responding to
the ‘Voice of the Guest’, we have a mechanism which enables
us to attract and retain customers.
Toyota’s guest-centric approach places effort on ensuring service excellence and
quality as well as effectively resolving issues where they arise. With our commitment
to Kaizen, continuous improvement is driven from our manufacturing plant
through to customer engagement. TSAM constantly re-evaluates and revitalises
HIGHLIGHTS its approach to customer service through continuous improvement. Our ReBorn
• Promotion of the ‘Voice of the strategy ensures that we continuously improve our guest relations as well as the
Guest’ and a +Alpha experience quality, safety and affordability of our vehicles.
to attract guests and drive
retention
• Enhancement of the MyToyota
app to incorporate more user-
friendly features and enhanced
functionality
TOYOTA SOUTH AFRICA MOTORS
CHALLENGES
• Adapting to the speed of change
• Tracing vehicle owners as part of
the Takata airbag recall campaign
SUSTAINABILITY REPORT 2018/19
26Toyota_Page 27_28 November 2019_Proof 9
Ensuring customer delivering what guests require. engagement. Toyota’s view on guest
We specifically recruit employees retention is not only focused on repeat
satisfaction with the right attitude and an business — our intention is to cultivate
The sustainability of TSAM is aptitude for hospitality. The Toyota love for the brand.
intrinsically linked to our ability to retain Touch programme develops Toyota
and expand our valued customer base. The MyToyota application enables
ambassadors who live the Toyota
Therefore, our key priority is to maintain owners to manage and monitor various
values. In 2018 we held 58 sessions
high levels of guest satisfaction which aspects of their vehicle ownership
for 3 568 employees and dealer staff
cultivates loyalty. digitally.
through the programme. TSAM also
Guest-centricity is a key component collaborates with the TMC global
In 2018 we listened to the ‘Voice of the
of our value proposition. Listening to network to establish and adopt
Guest’ and made our vehicles more
the ‘Voice of the Guest’ is a crucial best practices.
attractive by increasing our focus on
component which ensures that we accessories. Through interdepartmental
We aim to meet the ever-evolving
deliver a positive experience. This
needs of our guests. To stay relevant collaborations with the vehicle planning
philosophy underpins our approach
in a changing world, we have a team, we have introduced more
to guest experience and ensures that
‘Future Toyota’ team which focuses attractive accessories to our various
we listen, and we are responsive to
on building, identifying and driving models which are relevant to the
our guests’ expectations. It is built on
projects which focus on transforming lifestyle requirements of our guests.
the principles of convenience, fairness
our digital support capabilities and The introduction of Toyota-certified
and transparency, convenience,
guest-centricity. The ‘Voice of the accessories at our dealer network has
personalisation and collaboration.
Guest’ enables us to identify, develop made us a one-stop shop for authentic
Successfully delivering this experience and implement many new processes, parts and accessories. This also
requires an engaged staff complement, systems and technologies which contributes to our ‘Keep It Genuine’
committed to understanding and enhance our customer experience and campaign.
TOYOTA SOUTH AFRICA MOTORS
| B EST IN T
OW
AY N
W
TA |
YO
TO
TO
Guest-
YO
THE
TA T
centricity
O
|
UCH MO
ISI O N
Accuracy + Caring
RV
D
= Trust
SUSTAINABILITY REPORT 2018/19
OU
EL
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