As
a joint venture between Kirloskar
Group and Toyota Motor Corporation,
Toyota Kirloskar Motor Private Limited
(TKM) aims to play a major role
in the development of the automotive
industry and the creation of employment
opportunities, not only through
its dealer network, but also through
ancillary industries.
TKM's growth since inception can
be attributed to one simple, yet
important aspect of its business
philosophy - "Putting Customer
First". While managing growth,
TKM has maintained its commitment
to provide quality products at a
reasonable price and has made every
effort to meet changes in customer
needs.
TKM firmly believes that the success
of this venture depends on providing
high quality products and services
to all valued customers through
the efforts of its team members.
TKM, along with its dedicated dealers
and suppliers, has adopted the "Growing
Together" philosophy of its parent
company TMC to create long-term
business growth. In this way, TKM
aims to further contribute to progress
in the Indian automotive industry,
realise greater employement opportunities
for local citizens, improve the
quality of life of the team members
and promote robust economic activity
in India.
All
Toyota employees are expected
to embody these values in their
daily work, including environmental
protection activities. To "respect"
the environment, we go to the
source to identify and analyse
problems ("Genchi Genbutsu"),
move forward to "challenge" conventional
ideas and old habits, to improve
further ("kaizen") through "teamwork."
The
framework provided by The Toyota
Way enables our company to respond
to, among other things, the environmental
challenges at various stages of
the life-cycle of a vehicle. These
include greenhouse gas emissions,
waste reduction, increased recycling
and the banning of hazardous substance
use in parts and components. These
challenges will have inevitable
consequences for Toyota's organisation
and employees, and we must balance
them with our desire for future
growth. In 1992, the Toyota Guiding
Principles were established in
direct response to the international
initiatives agreed to at the Rio
'Earth Summit.' This summit focussed
on the potential for a clash between
trade and environmental rules,
and resulted in a statement of
principles about forest management,
conservation and sustainable development.
The
Toyota Guiding Principles are
a cornerstone of our corporate
management philosophy. These principles
were updated in 1997, to ensure
they continue to provide Toyota
with a clear path towards achieving
sustainable development.
These
principles have been explored
and developed in Toyota's Global
Vision 2010, adopted in April
2002, which proposes a series
of long-term policies on the theme
of "Innovation into the Future."
Toyota's Global Vision 2010 guides
management in its response to
long-term social changes, combining
consideration for the environment,
the benefit to our customers of
value-added products and the encouragement
of our employees through shared
prosperity and social involvement.
Based
on the Guiding Principles, which
codify Toyota's business spirit,
the Toyota Earth Charter (adopted
in 1992 and revised in 1997) embodies
a comprehensive approach to global
environmental issues. It outlines
Toyota's basic policy and action
guidelines towards effective environmental
management and improvements. The
Toyota Earth Charter underlines
a commitment to environmental
excellence, not only through broad
principles, but in concrete examples
of what can be done through action
guidelines. In connection with
the Toyota Guiding Principles
and the Toyota Earth Charter,
a European Environmental Policy
was developed as a means of linking
principles, goals, targets and
action plans with management structures
and systems.
Empowering
employees.... to achieve perfection
TKM
firmly believes that employees
are the main source of strength
for the organisation. The human
resources management in Toyota
seeks to create a corporate culture
where values such as "Continuous
Improvement" and "Respect for
People" are fully reflected in
all actual corporate and individual
activities. The company takes
maximum care to ensure stability
of employment and strives to improve
working conditions.
To develop human resources and
improve the technical skills of
its employees, TKM's young team
members are regularly sent to
Japan, Indonesia and Taiwan for
training programs. More than 425
team members have benefited from
such programs at various Toyota
plants worldwide. TKM also believes
in continuously improving its
products and practices. Every
team member is encouraged to give
suggestions to improve the product,
efficiency of processess or working
conditions. They are also appropriately
rewarded for the same. Thus TKM
seeks to progess by empowering
its employees.
Pursuing
the greater good
Recognition
At
TKM, we look to continuously improve
not only our products but also
our processes and service. Our
obsession with perfection has
been recognised by various institutions
such as JD Power and TNS Automotive,
as well as automotive publications
like Overdrive, as the reason
for the success of Toyota products
in India and across the globe.
Local
Community Development
At
TKM, every effort is made to contribute
to society. A residential school
at Bidadi, reconstructed by Toyota,
now houses 75 students, mainly
belonging to backward communities.
In the aftermath of the tragic
earthquake in Gujarat, TKM and
its dealers played a major role
in distributing food, clothing
and relief in remote affected
area. TKM also takes a lead role
in contributing to the community,
distributing books and bags in
local school etc.
Toyota
Kirloskar Motor Pvt. LTD
| Date
Of Establishment |
October
6, 1997 |
| Chairman |
Mr.
Ryoichi Sasaki |
| Vice
Chairman |
Mr.
Vikram S Kirloskar |
| Managing
Director |
Mr.
H. Nakagawa |
| Deputy
MD's |
Mr.
Sandeep Singh
Mr. S. Tomonaga |
| DMD,
Commercial |
Mr.
Shekar Viswanathan |
| Paid-In
Capital |
Rs.
7 billion |
| Shareholders |
Toyota
Motor Corporation (89% equity)
Kirloskar Group (11% equity) |
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