CFAO Mobility is excited to sponsor the 3rd Eagle Nationals 2024 Zambia, happening from July 18th to 20th at Bonanza Golf Club. This three-day event combines great golf with an opportunity to see our latest Toyota models.

Showcasing Our Top Models

At the clubhouse, you’ll find a display of our finest vehicles:

• Toyota Corolla Quest: Reliable and stylish, perfect for everyday use.
• Corolla Cross GR: Sporty and robust, ideal for adventure seekers.
• Corolla Cross Hybrid Electric Vehicle: Eco-friendly, offering excellent fuel efficiency and performance.
• RAV4 Hybrid Electric Vehicles: Spacious and versatile, blending performance with sustainability.

Special Offers You Can’t Miss

We invite customers and golfers to visit our stand to learn about special offers on these models. Our team will be available to provide detailed information and answer any questions. Whether you’re looking for a new family car or an eco-friendly option, we have something for everyone.

About the Event

The 3rd Eagle Nationals 2024 Zambia is set to be an unforgettable event, featuring:

• Golf Tournaments: Enjoy three days of thrilling golf matches with 174 players from Botswana, Zimbabwe, Kenya, South Africa, and Zambia.
• Networking Opportunities: Connect with golf enthusiasts and players from different countries.
• Automotive Showcase: Explore the latest advancements in automotive technology at our display.

Why You Should Attend

Attending the Eagle Nationals is a great way to enjoy top-tier golf while exploring the latest Toyota models. Here’s why you should join us:

• Exclusive Offers: Take advantage of special deals on our vehicles.
• Expert Advice: Our knowledgeable team will help you find the perfect car.
• Community and Networking: Enjoy the event with fellow golf lovers and make new connections.
• Beautiful Venue: The Bonanza Golf Club provides a stunning setting for both golf and relaxation.

Invitation

Join us from July 18th to 20th at Bonanza Golf Club. Don’t miss out on three days of fantastic golf, great deals and a much more

See you on the green at the 3rd Eagle Nationals 2024 Zambia!

Diplomats/Expatriates : Discover Automark’ s When Buy Bye Become a Win Win.

For diplomats and expatriates stationed in Zambia, purchasing a vehicle can be a practical necessity, but what happens when it’s time to relocate? Automark has the perfect solution with its Easy Buy-Bye program, designed to provide peace of mind and a hassle-free experience. When you buy a car from Automark and later decide to resell due to relocation, Automark guarantees to offer to buy it back. WIN when you BUY and say BYE!

The Easy Buy-Bye Advantage

Automark’s Easy Buy-Back program is straightforward and beneficial. If you maintain your vehicle with CFAO Mobility Toyota Network according to the manufacturer’s recommended schedule, Automark will buy it back at the prevailing market price when it’s time for you to leave Zambia. This program ensures that you can easily transition out of the country without worrying about selling your vehicle independently.

Accident-Free History and Rigorous Inspections

Every vehicle sold by Automark comes with a certified accident-free history. Additionally, each vehicle undergoes an 81-point inspection to guarantee it meets the highest quality standards. This rigorous inspection process covers all critical aspects of the vehicle, ensuring reliability and safety for your journeys.

Automark Warranty for Peace of Mind

Automark vehicles come with a comprehensive warranty of 6 months or 5,000 kilometers, whichever comes first. This warranty covers essential components and provides you with the assurance that any issues within this period will be taken care of, giving you peace of mind as you drive.

Nationwide Service Network

Toyotas extensive service network across Zambia ensures that you have access to reliable support and genuine parts, no matter where you are in the country. Our professional service centers are equipped to handle all your maintenance needs, ensuring your vehicle remains in top condition throughout your stay.

To Diplomats and Expatriates

Automark’s Easy Buy-Bye program is tailored to meet your unique needs. By purchasing a vehicle from Automark and maintaining it through the CFAO Mobility Toyota Network, you ensure that when it’s time to leave Zambia, you can sell your vehicle back at the prevailing market price. With an accident-free history, thorough inspections, a solid warranty, and a reliable nationwide service network, Automark provides a seamless and stress-free vehicle ownership experience. WIN when you BUY and say BYE with Automark

TOYOTA GAZOO Racing won the 6 Hours of São Paulo to ignite its 2024 FIA World Endurance Championship (WEC) title challenge on a dramatic day at Interlagos.

For the final part of our series on the 2024 General Shareholders’ Meeting, we look at Toyota’s carmaking perspective through the comments of Operating Officer Kazuaki Shingo and Hydrogen Factory President Mitsumasa Yamagata.

“How are you going to keep developing products that excite car lovers?” In the wake of certification issues and other events, there is concern among Toyota’s shareholders. Shingo, who serves as Chief Production Officer, fielded the question, drawing on his experience leading the development of the Prius.

The never-ending pursuit

Operating Officer Shingo

Allow me to share some of my thoughts on car development.

Having spent a long time developing cars at Toyota, I think that in the last 15 years or so (the company’s carmaking) has changed drastically.

I strongly feel that Chairman Akio Toyoda’s calls to “make ever-better cars” and become the best in each region were a major turning point.

Until then, the company was organized by function, with production plants wanting to make cars that were easy to build and the accounting department pushing for cars that made more money. We were divided by functions.

Yet when we received the challenge to “make ever-better cars,” we all got to thinking: how do we make our cars better?

What is needed to create ever-better cars from the customers’ perspective?

While we were figuring this out, Toyota started its in-house company system, and we shifted from that function-oriented mindset to everyone thinking about products—some people concentrating on commercial vehicles, others exclusively Lexus, while still others thought only about compact cars. I believe this product-focused approach gradually established the ever-better carmaking we have today, creating vehicles that delight customers in each region.

I would like to share an episode from the development of the current Prius. Since hybrids have become a widespread commodity, the Chairman suggested, “Why don’t we make the next Prius a taxi?”

By contrast, as developers, we thought that hybrids reaching maturity gave us the chance to take on the challenge of ever-better carmaking that could only be done with the Prius.

It was more of a discussion than a dispute, and when the Chairman saw the car that came out of it, he responded, “If that’s what you all want to make, then let’s make it.”

I think that through the pursuit of ever-better carmaking, we became a company where leaders and frontline members can have such conversations.

The making of ever-better cars through honest dialogue between company leaders and the genba. Like the Prius, this process also gave rise to the new Crown series, unveiled in 2022.

Later that year, on the first episode of Toyota Times News, host Yuta Tomikawa, Chairman Toyoda, and Executive Vice President & Mid-size Vehicle Company President Hiroki Nakajima reflected on the development of the Prius and Crown. They revealed that the new Crown started out with just a Crossover, but after a test drive, Chairman Toyoda placed an additional order for a Sedan—on top of which the development team proposed the Sport and Estate variations.

Chairman Toyoda said they “had gotten carried away,” and he was “honestly surprised.” “I think it was an eruption of energy from the development team, made possible by a relationship that allows for these kinds of conversations,” recalled Vice President Nakajima. “I finally understood what the president had been saying all this time about ‘making ever-better cars.’”

Such is the origin story of the latest Prius and Crown. During a Toyota Times Sports livestream from Rally Hokkaido 2023, Chairman Toyoda cited these two models as examples of ever-better carmaking.

Chairman Toyoda

Photo:Noriaki Mitsuhashi/N-RAK PHOTO AGENCY

I won on the Crown, but the Prius was claimed by people who didn’t want to side with me. I think it’s good that we became a product-centered company capable of having such discussions for the sake of making ever-better cars.

When I said we’re going to make ever-better cars, I was often asked, “What is a good car to you, Morizo?” My only response was, “You’ll have to figure that out for yourself.”

Yet, even though it took us 14 years, I feel we’ve become a company that produces many of what I consider to be ever-better cars. I believe we need to ensure that our product-centered approach and commitment to the genba continue to be passed down.

“Making ever-better cars” was established as a core concept by Chairman Toyoda and passed down to the current leadership team. At the shareholder meeting, Operating Officer Shingo wrapped up his response with the following words:

“I see ever-better carmaking as a never-ending pursuit. We will continue working as one to create cars that bring even greater happiness and make our customers feel they were worth the wait.”

Like flowers and bees

Shareholders also voiced concerns that, despite alternative fuels being developed, the lack of progress in providing refueling stations could leave gasoline vehicle users unable to drive their cars in the future.

Hydrogen Factory President Mitsumasa Yamagata said he foresees “a shift from fossil fuels to an era of electricity and hydrogen” before adding “However…”

President Yamagata

However, this process will involve effectively using various fuels, including synthetic fuels and biofuels, in combination with electric capabilities. We believe that depending on the circumstances of different people around the world, hybrids and plug-in hybrids can also help achieve carbon neutrality more quickly.

I believe your question was, “What are you going to do about stations for all these different fuels that are being developed?” Take for example Brazil, which uses ethanol, a biofuel made from grains. In fact, gasoline in Japan already contains a certain percentage of (ETBE synthesized from) this ethanol.

Here, we believe work can be done with the fuel industry to gradually increase ethanol use.

Similarly, refueling stations pose a major challenge for hydrogen and must be developed in tandem. We make the Mirai, the world’s first mass-produced fuel cell vehicle, which runs by converting hydrogen into electricity.

By expanding the use of this technology more broadly to heavy-duty trucks and commercial vehicles, we hope to spur the spread of refueling stations as well.

Stations and mobility always go hand in hand, like flowers and bees. I ask for your understanding so that we can work together to create that relationship and advance a carbon-neutral future.

As Toyota strives to provide “Mobility for All,” President Yamagata highlighted the importance of developing not only fuels but also the accompanying infrastructure.

In this final article of our four-part feature on the 2024 General Shareholders’ Meeting, we shared responses by Operating Officer Shingo and President Yamagata, as they sought to allay shareholder concerns about the future of cars.

“We will continue working as one to create cars that bring even greater happiness.” (Operating Officer Shingo)
“We can work together to advance a carbon-neutral future.” (President Yamagata)

Even as the auto industry undergoes a once-in-a-century transformation, their words seem to reflect Toyota’s commitment to ensuring no one is left behind.

Source: https://toyotatimes.jp/

As part of our feature on the 2024 General Shareholders’ Meeting, this time, we’re highlighting a dialogue with shareholders about the redistribution of profits centered on comments by Executive Vice President Yoichi Miyazaki.

He spoke about the business foundations inherited from Chairman Akio Toyoda and his determination to make the auto industry an even more exciting sector.

Is Toyota only looking out for itself?

A month prior to the general meeting, Toyota announced an operating income of 5.3529 trillion yen for the fiscal year to March 2024. While a weak yen also played in the company’s favor, this result stems from the product- and region-centered management established together with Toyota’s stakeholders.

At the meeting, shareholders wanted to know how profits would be passed on to those stakeholders.

Vice President Miyazaki

Toyota is working to strengthen its business foundations and produce happiness for all through our product- and region-centered management.

On a personal note, prior to receiving my current role, I spent many years supervising our overseas business and was based abroad as Chief Officer for the Asia region. During that time, I had the experience of working with suppliers, dealers, and local communities as we supported and helped each other through the challenging circumstances of a pandemic, chip shortages, and natural disasters.

I believe it is thanks to these relationships of mutual gratitude in each country and region—along with the ongoing support of the 100 million global customers who choose Toyota vehicles and our shareholders, who have now grown to number 1 million—that the company has achieved sustained growth to this day.

At the same time, our consolidated staff has increased by 60,000 employees. Based on average annual salaries in Japan, this amounts to generating additional returns of some 300 billion yen per year. With the rise in our stock valuation, Toyota’s market capitalization is currently nearing 50 trillion yen. Once again, I would like to express my deepest appreciation for your support.

As pointed out, our consolidated results for the past fiscal year included sales of 45 trillion yen, with 5 trillion yen in income. The difference of 40 trillion yen consists mainly of the costs we paid to our suppliers for parts and equipment, returns to employees, and contributions to national and regional governments in the form of tax payments. In addition, the year’s income helps to fund the dividends paid to you, our shareholders.

The auto industry is known for having very widespread roots, with its economic ripple effect said to be 2.5 times greater than the industry itself. We believe that we have contributed to economic ripple effects totaling nearly 100 trillion yen. Even as Japan’s GDP remains stagnant, Toyota’s returns to stakeholders have tripled (over the past 20 years).

It gives me great pleasure to know that Toyota’s hard work and growth can be used to give back and repay all those who support us, helping Japan become a more vibrant country.

Over the past 15 years, I have been entrusted with the genba where products evolve and where members have regained their smiles and confidence. I have also witnessed the growth of our overseas colleagues.

Similarly, regarding the current certification issues, all of our employees are united as one, working to make sure that the results speak for themselves. As the past 15 years, we will strive to maintain our unique growth and returns, ensuring you can all be proud to stand by Toyota for a long time to come. We look forward to your continued support.

The “15 years” that Miyazaki spoke of overlap neatly with Akio Toyoda’s term as president (2009-2023).

In responding to the shareholder’s question, Vice President Miyazaki touched on his own genchi-genbutsu experience during that time, while also providing figures on employment, tax payments, and Toyota’s other economic ripple effects.

When the company reports strong performance, it is often criticized as only looking out for itself. Indeed, at this year’s general meeting, shareholders again commented that the financial results had sparked talk of a “winner-takes-all” attitude.

For Toyota, however, “winning” means redistributing profits to the auto industry and, thereby, the countries and regions where it operates.

Take the following words, spoken at a general shareholders’ meeting by then-President Toyoda. He was responding to a suggestion that suppliers and dealerships might be unhappy with the way Toyota alone was raking in profits.

Then-President Toyoda

I’ve heard people talk of Toyota’s “winner-take-all” attitude, but what would happen if this country had no winners at all?

And what use would winning be for that sole company?

I believe that Toyota is transforming into a company capable of using this strength not for our own sake, but to benefit the people who continually support us and the wider world.

Without any winners, I don’t think this industry nor this country can be sustained.

We couldn’t even sustain our goal of being “best in town.”

(2020 General Shareholders’ Meeting)

This time, too, Vice President Miyazaki emphasized that Toyota had grown through mutual support with various stakeholders and asked the shareholders to acknowledge the significant role it plays in the economy and society.

Achieving sustainable growth

What, then, must be done to sustain growth for Toyota and the auto industry as a whole?

As the manufacturing sector grapples with chronic worker shortages, how is Toyota approaching this problem? Once again, Vice President Miyazaki took up the microphone.

Vice President Miyazaki

I believe that, in order for a company to grow sustainably, it must create a vibrant, fun, dynamic environment where every employee can apply themselves to their work while harnessing their individuality.

To do that, first we need to create conditions that make us a company people want to join and work for. From there, we must firmly establish systems and infrastructure that ensure individuals remain fulfilled and highly motivated to continue giving their best for a long time. That’s what we are currently working on.

To create a supportive work environment where diverse individuals can flourish regardless of age, gender, or physical ability, we are enhancing toilets, dormitories, and company housing, and promoting childcare leave for both male and female employees. Efforts are also underway to reduce workloads by redesigning vehicle structures and production line processes.

At the same time, given the auto industry’s extremely broad roots, the labor force issue affects not only us but also our suppliers and the industry as a whole. To boost the entire sector’s appeal and inspire people to join our 5.5 million colleagues, we are focused on ensuring that the effects of wage increases reach our primary, secondary, and tertiary suppliers and far beyond.

At Toyota, we believe people are priceless and employees are family. Toyota cannot create the auto industry’s future alone. We want to work with many others to build the future, pass on our skills and technologies across the industry, and continue developing Japanese monozukuri. To that end, we will keep investing heavily in people. I hope we can count on your continued support.

“Investing in people” was also a key topic raised at this year’s labor-management discussions. At the third round of talks in March, participants shared issues related to heat management in production plants and working conditions for logistics area contractors. Then, in April, dealers and suppliers joined in the first “expanded labor-management roundtable” as part of improvements targeting the entire auto industry.

As for the idea that “employees are family,” this stems from the words of Kiichiro Toyoda, who founded the Toyota Motor Corporation. The company’s Five Main Principles* include the following:
“Always strive to build a homelike atmosphere at work that is warm and friendly.”

^{＊The teachings of Group founder Sakichi Toyoda, compiled by Kiichiro Toyoda and others.}

Vice President Miyazaki’s responses revealed a commitment to building on not just the company’s business foundations, but also their underlying spirit, for the benefit of future generations.

Source: https://toyotatimes.jp/

“It’s been 15 years since the chairperson last called on me—I forgot how nerve-wracking it is…”

So remarked Akio Toyoda as he was put on the spot by President Koji Sato, speaking from the chairperson’s seat at Toyota’s General Shareholders’ Meeting. After a string of questions about certification issues and shareholder returns, the room’s tense atmosphere lightened for a moment.

Akio was appointed president of Toyota at the general meeting in 2009 and chaired every subsequent session until 2023. Now, at last, he is back to simply being a respondent. His calm expression belied his talk of feeling nervous.

Among the questions raised at this year’s General Shareholders’ Meeting, Chairman Toyoda provided two responses. In this article, we highlight those moments.

A city built on a history of passion

――What efforts are being made to implement autonomous driving in Woven City, and how will they be commercialized?

First came this question.

The Woven City concept was unveiled at CES 2020. Chairman Toyoda has a strong attachment to the project, going so far as to personally invest in the company behind it, Toyota Research Institute-Advanced Development (now Woven by Toyota) ^* .

^{*In September 2023, Toyota Motor Corporation announced that Woven by Toyota would become a wholly owned subsidiary. As part of this move, Akio Toyoda also relinquished his shareholdings. At the time, he emphasized that “my feelings toward Woven by Toyota, which I consider like my own child, have not changed.”}

This connection explains why, in response to the shareholder’s question, President Sato passed the microphone over, saying, “I would like to call on Chairman Toyoda, the owner and founding member of the Woven City project.”

Chairman Toyoda

I’m Akio Toyoda. Allow me to answer your question.

It’s been 15 years since the chairperson last called on me—I forgot how nerve-wracking it is.

Thank you greatly for continuing to choose Toyota cars over so many years. And thank you also for taking an interest in Woven City.

Although I was just introduced as one of the project’s founding members, the idea for Woven City, in fact, originated from a question from an employee at the former Kanto Auto Works (now Toyota Motor East Japan).

When we made the decision to close the Kanto Auto Higashi-Fuji Plant, many of the employees were concerned about what would become of the facility.

I visited the site, and while speaking in front of the entire plant staff, the words just slipped out: “I want to turn this into a test course for the future.”

I believe that’s where the idea for Woven City began. Over the six years since, countless people have contributed to making it a reality.

The first phase of construction will be completed next year. However, Woven City is not being built on vacant land but upon half a century of history, during which our colleagues worked passionately for the benefit of the community and the auto industry.

In that sense, this is the site of carmakers’ dreams. I hope that Woven City will be a place where those who come after us can think, deliberate, and fail together as they keep striving to create the future.

And being a carmaker down to my bones, I hope the city will give birth to new forms of mobility that can astonish a car guy like me.

The Woven City project is being led by young people. We are making this investment in the future certainly not because we know the right answers, but in the belief that our actions today will change how the future looks.

I also believe that such future investments are made possible only through the support provided by you, our shareholders. Next year, as the city becomes home to inventors and other residents, I hope Woven City will continue to receive your interest and endorsement.

At Toyota, we want to show that the future can be created right here in Japan. As our shareholders, I would like to ask for your ongoing support, understanding, and encouragement.

The corner of Susono City, Shizuoka, where Woven City will stand, was once home to the Kanto Auto Works Higashi-Fuji Plant. After Kanto Auto merged with Central Motor and Toyota Motor Tohoku to become Toyota Motor East Japan, the Higashi-Fuji Plant closed its doors in 2018, ending a 53-year history.

Source: https://toyotatimes.jp/