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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