Toyota Motor Corporation

Ladies and gentlemen, thank you very much for joining us today, taking time out of your presumably busy schedule. Now, we would like to begin TMC's FY26 Q2 Financial Results Briefing. I am Irie from Corporate Communications. Pleased to be your emcee today. Now, I would like to invite our Chief Financial Officer, Kenta Ko, for his presentation. Konsan, over to you. Good afternoon, ladies and gentlemen. Thank you for the introduction. I am Koro. Before I begin, I would like to start by sincerely thanking our customers around the world who love Toyota cars, our shareholders who support our efforts, our dealers and suppliers and other stakeholders. Here is a summary of Q2 results. Our operating income for the first half of this fiscal year was 2 trillion yen. Despite the impact of U.S. tariffs, strong demand supported by the competitiveness of products has led to increased sales volumes, mainly in Japan and North America, and has expanded value chain profits. The full year operating income forecast is 3.4 trillion yen, Despite the impact of the US tariffs, we have continued to build upon our improvement efforts, such as increasing sales volume, improving costs, and expanding value-to-profits. We are steadily translating comprehensive future investments into improved productivity and increased returns, with a strong focus on improving the breakeven volume. As for shareholder returns, to reward our long-term shareholders, The interim dividend is raised to ¥45 per share, and the full-year dividend forecast is ¥95 per share. As announced at the Japan Mobility Show 2025, we will clearly define the five brands of the Toyota Group with clear directions. A diverse range of products meet the needs of each individual customer, thereby expanding choice for our customers. I will now delve into our financial results for the period ended September 2025. Consolidated vehicle sales for the first half reached 4,783,000 units or 105% of the same period last year. Toyota and Lexus vehicle sales totaled 5,267,000 units or 104.7% compared to the previous fiscal year. Thanks to a strong demand from customers around the world, vehicle sales increased, mainly in Japan and North America. The ratio of electrified vehicles rose to 46.9%, driven mainly by strong HEV sales in regions such as North America and China. Consolidated financial results. Sales revenues of ¥24,630,700,000. Operating income ¥2,005,600,000. Income before income taxes, ¥2,478.1 billion, and net income of ¥1,773.4 billion. The factors that impacted operating income year-on-year are shown on the slide. The geographical operating income. In Japan, operating income decreased mainly due to the impact of exchange rate fluctuations and increased expenses. In North America, It decreased because of the impact of the U.S. tariffs. Other regions saw an increase, mainly due to higher sales volume, improved model mix, and other factors. Our China business saw increase in operating income and share of profit of investments accounted for using the equity method. Operating income in the financial services segment increased, largely due to an increase in loan balances. Now we will move on to the shareholder returns.

We will raise the interim dividend by 5 yen compared to the previous fiscal year to 45 yen per share. The forecasted full-year dividend will also be increased by 5 yen, reaching 95 yen per share. We will continue to increase dividends in a stable and continuous manner to reward our long-term shareholders. As for share repurchases, In June of this year, we passed a resolution to establish a repurchase program of approximately 3.2 trillion yen as part of taking Toyota Industries Corporation private. Therefore, no new share repurchase program will be established at this time. We will continue to conduct flexible repurchases of shares considering factors such as common stock prices. Next, I'll explain the forecast for the fiscal year ending March 26th. Consolidated vehicle sales remain unchanged from the previous forecast. Toyota Lexus vehicle sales have been revised upward by 100,000 units to 10.5 million units. Through the strong competitiveness of our products, we will capture even more robust demand, particularly in North America. Next, let me explain the full-year consolidated forecast. We have adopted the full-year Forex rate assumptions of 146 yen per dollar and 169 yen per euro. Our forecasts for the full-year consolidated performance are sales revenues of 49 trillion yen, operating income of 3,400,000,000 yen, income before income taxes of 4,150,000,000,000, sorry, 180,000,000,000 yen, and net income of 2,930,000,000,000 yen. The factors impacting operating income year on year are as stated on the slide. Despite the impact of U.S. tariffs amounting to 1.45 trillion yen, improvement efforts such as increasing volume, model mix, cost reductions, and expanding value chain profits are expected to result in a positive impact of 0.9 trillion yen. To maintain and strengthen our earning power, we will work with all stakeholders, including suppliers and dealers, to leverage results of the strengthening of our operational foundations to further improve productivity. I believe everyone here has seen the models we unveiled at the Japan Mobility Show. These cars speak more for themselves than I ever could. Each and every product is something that could not be created overnight. Toyota is a company managed through its products, which are the results of long-term efforts built up by many people. Our products were created by our development teams, production teams, suppliers, dealers, and of course, our customers and the market. The first half financial results reflect these efforts, and our cars have generated solid profits. And now, in addition to Toyota products, Lexus, Daihatsu, and GR, we are able to introduce the new Century brand. By having each brand take on clearer roles within the Toyota Group to form complementary relationships, we can expand customers' choices even further with a diverse range of products that meet the needs of each individual. We hope you will continue to have even higher expectations for the Toyota Group moving forward. A diverse range of products supported by such strong brands has led to 150 million units owned by our customers worldwide, and the value chain business has expanded to the order of 2 trillion yen in operating income. This is the result of efforts by teams on the front lines in service, sales finance, used car sales, insurance, and others to maximize the value of each vehicle supported by product strength, such as ease of repair and strong supply of parts, as well as high residual values. The new RAV4 is the first to adopt IRENE, a platform designed to efficiently develop software. RAV4 is our best-selling global model with an annual sales of 1 million units. We deliberately chose to lead with this challenging model. By utilizing the vast amount of data collected from roads and vehicles around the world, we will develop and refine SDVs together with our customers. By adding our SDV strategy to the virtual cycle of new cars and value chain businesses, we will further strengthen our profit foundation. Over the past two years, we have grappled with certification issues and lack of capacity head-on, carrying out activities to reinforce our operational foundation. As a result, we are thoroughly focused on safety and quality while securing additional capacity, leading to a stable production. On the other hand, investments in human resources and future-oriented investments have expanded, and combined with the impact of US tariffs, our break-even volume has risen significantly. To bring our break-even volume back onto a downward trend, we are launching company-wide initiatives. We will review the allocation of people, materials, and capital, and turn the results of the reinforcement of our operational foundations into earning power. We will pursue waste-free value-added work and improve productivity and also continue to focus on improving the break-even volume. This concludes my explanation of the financial results. Thank you.

Thank you very much, Kansan.

Now we would like to open the floor for questions. Let us prepare the stage. Thank you. Thank you.

Thank you.

Thank you for your patience.

Now, let us start the questions and answers session. Your questions will be addressed by our Chief Financial Officer, Kenta Kong, as well as our COO, Takanori Azuma, from the accounting group. Please allow them to be seated as they respond to your questions. Now, I would like to open the floor for questions. If you have any questions, please raise your hand and indicate and wait for a microphone to be brought to you. And please limit your questions to two so that as many people as possible can ask questions. In the second row in the middle section, please.

Thank you.

I am Kawaguchi from Nikkan Kogyo Shimbun. Two questions. Number one, first of all, for the past several years, you are focusing on earning power. There must have been various external factors, but how have you raised your earning power with those efforts, and how has that been reflected in this Q2 results? Now, 15% in September is something that we heard about the U.S. tariffs as determined, and for the throughout the year. How do you plan to minimize the impact? I am sure you're working in various funds, but probably you can tell us your directions. Thank you. Thank you very much for your questions.

Well, earning power.

So the first question was how our efforts have delivered, and that certainly is a question about our financial results themselves. As I mentioned in my presentation, 2 trillion yen and 3.4 trillion yen in operating income is what we have announced. We do have external factors, of course, but we do have global customers with very strong demand for our products. And we feel that day in, day out because of the high quality and the power of our products, which has been the result of our accumulated efforts. Recently, North America, as you know, because of the impact of the tariffs, the situation is now rosy, although I cannot share with you other than North America, for example, China, Europe, Asian markets, and Africa. These markets, although the situation is not easy, but in terms of both revenues and sales volumes, we have seen some healthy situations. Brazil experienced some typhoons and hurricanes, but yesterday we announced the restarting of the production. Actually, That has been brought forward by tremendous efforts made in the front line of our business, and that certainly is a part, a very important part of our earning power. In terms of our value chain, 2 trillion yen annually is the revenues that we can expect. For 150 million cars being owned, of course, is the basis of that. value chain revenues. But once again, that represents the power of our products. The residual value of used cars, for example, is maintained very high. And also, Toyota vehicles are often said as being very easy to repair because that concept is already built in in the design. of the cars. The repair personnel is involved in design so that easy to repair is an important part of our product, although it is not visible from outside. All of those components put together have been integrated into our earning power, thus That's for the second question of yours about the impact of the U.S. tariffs, how we responded successfully. I think I showed you some slide about that.

Did I?

Well, 1.45 trillion yen is the impact from the U.S. tariffs.

At the beginning of the year, our president, Sato-san, talked about this. We really should not panic and try and respond hastily by raising prices of the cars. That's not our way.

for each vehicle, each model, each region, we will scrutinize the competitive landscape and the market, and we carefully determine the price point. And as you can see on this slide, and of course, the efforts were not solely made to respond to the tariffs, but as you can see on the right-hand side, our improvement efforts

amounted to 90 million yen. Excuse me, 900 billion yen.

900 billion yen. And, of course, that includes store sales reflecting the store capacity of the product as well as the value chain revenues. Do you have anything to add? Probably not. Thank you for your question.

Thank you very much. Next question. So next to that previous questioner. Mizuno from Yomiuri Newspaper. Thank you for your presentation. My question is to Kon-san. Chinese semiconductors are the next area, the issue of next area. What sort of countermeasures are you taking against that shortfall has it impacted you and what sort of measures do you intend to take going forward, please? Misuno-san, if you could ask two questions at once, or are you satisfied with just one? Just one is fine, okay.

Thank you.

Well, recently, we have not seen any impact so far, but we do know that there's a risk. Therefore, we're trying to scope the impact and the areas where the impact would be felt. and we're currently monitoring the situation very closely. And, of course, this is not only for Toyota, but I think for the entire supply chain, and we're looking for alternatives and what other options we have available. We are researching such alternatives and also monitoring very closely the impact and situation. Thank you.

Now the person with the white jacket in front.

Thank you. I'm from TV Tokyo. I have two questions for Kon-san. Number one about the U.S. market forecast. For the entire year, you have made some changes. No, you have not made any changes. But according to researches, after October, because of the tariffs, car prices could rise in the general U.S. market. So how do you view the North American market going forward? The second question is about what you mentioned in the second part of your presentation, earning power. In order to regain the downward trend, the all-out efforts will be made. What sort of efforts will you be making in terms of breakeven volumes, for example? What level would you like to bring it back? By what time frame? Thank you. Thank you very much for your questions. As for the North American markets going forward, as you mentioned, and very rightly so, the volumes that we expect have not been changed from the previous announcement. As we hear from the U.S., we see lots of very strong demand for our products.

You may know this, the sales incentives

tend to be very low reflecting the strong value of our products. Still, we can barely cover the demand and our inventory level tends to be rather low. And, of course, on the front line, they are doing their very best in producing the number of cars needed. In terms of sales, therefore, we expect very healthy situations going forward. Now, about the break-even volumes in our earning power, I said that we will be making all our efforts involving different and various activities and initiatives There are so many. I don't know which one should take the highest priority. But enhancing the value at work, eliminating wasteful tasks, for example, wasteful time of meetings with lots of people involved without much contributions. And, of course, we'll be very careful in determining price point and value. Increased sales certainly reduces break-even volumes, our value chain revenues as well. We do not have the clear goals in terms of quantities, but we have seen this trend of increasing break-even volumes, and we would like to say it declined. Thank you.

Second or third row from the back, yes. I have two questions as well. First question about hybrid. Hybrid is growing quite rapidly. So going forward, do you have any expectations about the future growth of hybrid going forward? As for EV, in 2030, 3.5 million units, I think, is your base volume. And you don't intend to change that base volume? That's the first question. The second question is about hybrid. the price pass-through of tariff costs. Tariffs, basically speaking, or in essence, should be borne by the U.S. side. That is my recognition. If so, well, You mentioned that there's a strong demand for Toyota, which means that perhaps 15% of the entire tariff could be passed through to prices. And then for Toyota and for your cooperating companies, that would lead to increased profit and would be beneficial for both. So would you say this is not as simple as that? Could you tell me your thinking on this point, on this issue?

Yes. May I?

Regarding hybrid vehicles, it is growing very rapidly, and with that continue going forward, I guess, is the gist of your question. Well, we believe that growth will continue, and I can't say, you know, but from what I hear of, from my observations of the market, the requests for increased production toward hybrids, and the demand from customers for hybrids is very strong, so we would like to accommodate such requests through production, through increased production, and accommodate the customers' requests, thereby increasing our volume for hybrids, I believe. For BEV, well, we're looking at the actual demand, and it seems that Compared to our initial estimations, things are actually declining. That is, there's a shortfall against our expectations, and therefore we have to look at the customer and market situation to, at an appropriate timing, deliver good products that meet their needs. And the next one was about the price pass-through of tariff costs. Well, if you say that because you have such competitive product, if you increase your prices by 15%, it will be beneficial for all, you said. But for many years, in the case of Toyota, we have many cars that have really been loved and used by our customers. For example, Corolla Hilux Surf. or 4Runner in the United States or Highland Cruiser. We have many, many different models, and many customers are loyal to these brands. They continue to use them many, many years, and many of our customers are fans of our cars, which means that for us to price these vehicles, out of the expectations of customers is very difficult for us to do. So we want to enhance the value of these cars in order to charge the customers an appropriate price that meets that value. Because if you outprice the customer's expectations, you can really lose their loyalty. So our method would be to take it step by step. As for hybrids, In 2025, I think somebody said it will reach 5 million units. Perhaps it was a goal that somebody mentioned. I'm sorry, I'm not quite sure about this, but 5 million in 2020-something, do you have a goal like that, a numerical target?

You mean hybrids? Yes, hybrids. Really?

Well, at least I don't have any numbers firsthand on when we'll reach 5 million, but the hybrid ratio amongst our... Oh, sorry. 4.46 million. This year, that's about 200,000 units up from last year. So this pace of growth, I think we should maintain this pace of growth going forward. Yes, thank you.

Thank you very much for your questions. Now, this person in the second row. in this section, please. Thank you very much. I am Nakano from Nishi Nippon Daily. Now, I have two questions. The first question is about Kandamachi in Fukuoka Prefecture, the battery plant for EVs. In April, you were to be to sign the MOU with the prefecture, but now it has been prolonged and postponed to autumn. What is the progress? And also, 2028 start of operation that has been planned as well as the production capacity. Have there been any changes to your original plans? The next question is about taxes. Under Takaiichi, Prime Minister Takaiichi, the A tax treatment minister has been appointed, and some special measures could be taken in terms of taxes. And what is the view on that situation? And also, were there outlook for any preferential tax treatment? Do you have any outlook for that? Thank you very much for your questions. As for the first question, Fukuoka Kanda Battery Factory, ongoing study continues. So I heard, that is.

Well, we are talking with

the Fukuoka government and stakeholders in Fukuoka prefecture currently. As for the taxation, well, we have seen the changes in the administration in this country. Now, there are various taxes involved in automotives and revising and changing of those taxes have been something that JAMA and other organizations have been advocating towards the government. Well, when it comes to taxes, we have to consider how we may be able to maintain monozukuri and production in this country in a healthy way. It's very important for the entire industry, not only for the automotives, I hope. Any form of taxes will be able to enhance domestic demand for their industrial products. Therefore, it is my belief that JAMA will continue to advocate for that. Thank you very much. Thank you.

And then the person in white at the very back of the room. From Kyoto, my name is Tokumitsu. Thank you for your presentation. I also have two questions. First question, the Japan Mobility Show is now on, and I saw the exhibit there, and the century branding has come to a milestone, I think. But I think that some of these pilot cars, are also a view toward mass production. So do they represent the future production plans of Toyota? The second question is about the impact of tariffs. You said it was 1.4 trillion yen, but now that's been increased to 1.45 trillion, so a slight increase. And in August, you had calculated on a reduction in auto tariffs, But you did make that modification after the imposition of the actual tariffs in September. Is that the reason for this slight increase? Yes, thank you. Regarding the Japan Mobility Show, thank you very much for coming to our booth at the Japan Mobility Show. As you said, I don't know if we intend to mass produce all of them, but of course several of these models will be marketed in the future. at least I believe they will be. And I think this attests to the strength of our product competitiveness. That's it in a nutshell. But especially the Century brand was launched. We were able to launch a totally new brand called Century, which I thought was a very big step forward. Because currently, you know, car names, new models are very hard to come by, but to start from starting a totally new brand, I think was a major initiative in the company, and it's also a big message from us. The launch, you may have heard the presentation to launch Century. Our chairman, Toyoda, said this is the pride of Japan. He said Century, the car, and the brand is the pride of Japan, he said. So from that perspective, it goes beyond just a car model. I mean, I think in Toyota, it represents not just a model, but something beyond that. So I do hope that you will take it as such. Thank you. Regarding the second question, may I address that question? In the first quarter, it was $1.4 trillion, but now we've added $5 million, and as you said, from mid-September, there was a 15% tariff. That is, the tariff level was decreased, and so this is based on a recalculation of the impact of tariffs. And the tariff impact will hit not only Toyota, but also our suppliers, and about 70% of parts and components. Well, the components and parts manufacturers count for 70% of the market, so we want to work together with them to overcome this. When I visit the suppliers, each supplier has, for example, embarked on labor saving and also changing their processes, et cetera, to challenge new initiatives to address the impact. So in addition to the product competitiveness, we would like to muster our forces together as a manufacturing industry to overcome the tariff issue. Thank you.

Thank you very much for your interest. A person in black, please. I am Toyoshima, WBS TV Tokyo. Kon-san, I have some questions for you. As a result of the U.S.-Japan tariff agreement, what do you think of it? Well, actually, the end result was, as Toyota had expected, 15%. But now you are expecting the 5 million yen in negative increase. Is it because you have taken the very conservative way of revisiting your numbers? Or is the situation really, really difficult? Well, shortly after the announcement of your Q2 results, your stock price went up a little bit, but now it began to decline. Probably the market expected more of the improvement in revenues and profit, but how do you view that? Are there any risks of downward revisions going forward or upward revisions in your view? Thank you very much for your questions. Well, to be honest with you, what we review the situation, well, striking the agreement itself is something that we are extremely thankful to the government officials. Without anything being decided, we really cannot plan on production in the automotive industry, which certainly is a very big industry. So uncertainties would not lead us to focus, cannot plan on cost reduction, cannot plan anything. Therefore, I really would like to thank all those people who are involved in the negotiations. And it is not a small improvement, and certainly we will have to work on what we can do both short term and mid to long term in order to make further improvement, not only North America but procurement, production, sales and marketing, all of us have to work together to bring about some positive results. Are you relieved or do you still see the situation to be rather difficult? Well, I would say both. Well, upward revision or downward revision possibilities. Actually, we are often called being very conservative in our projections, but I do believe we are being pretty neutral about this. But, of course, toward the end of the year, we certainly do make efforts so that we can provide children with the opportunity

even the slightest upside thank you very much for your questions now we'd like to entertain questions from participants online and after that we'll come back to the people in the audience for questions so those of you with questions online if you could push the hands up button on your screen and then we will call out your names then turn on your cameras and your microphone and ask your question, please. Okay, Terasaki-san from Best Car, please. So we'll switch screen to you. So please do start speaking when you see your image shown projected on the screen. Can you hear me? Yes, yes, we... hear you and we also see you thank you this is sarasaki from the editorial department of base car thank you i have two questions first question well it's been mentioned several times about the value chain and that it takes up a big portion of your operating profit and looking at the graph from 2020 for five years you've probably increased You're operating profit from value change by double. You're doing many things. I think, of course, the value of used cars is increasing. But five years ago, I believe the residual value of your used cars was still very high. But the operating profit doubling, I think, is something, really a tremendous feat. So specifically, what pushed up the operating income so much? And you have 150 million cars in a position. That's quite a large number. But five years ago, I think you had similar numbers. So what changed to boost the operating profit in the value chain so much over the past five years to the extent that you can disclose? That's the first question. Second question, if this is a good opportunity. You talked about the Japan Mobility Show, but at your booth in the Southern Hall, it was very popular, and Centuri, there was a 40-minute waiting line to view the Centuri. And so for the Mobility Show as a whole, I think the Japanese market will be boosted and galvanized. So if you could, Kon-san, talk about your impressions about the heat at the Mobility Show.

Yes. Thank you.

First question will be addressed by myself, Azuma. The value chain, well, about seven years ago, for the employees and to the outside, The then president talked about the leveraging on the ownership and 6,000 stores and overseas 16,000 dealership network, leveraging that strong dealership network communicate on a one-to-one basis with our customers. And that declaration was made in 2017 or 2016. And then we started Kinto. And about five years ago, the car ownership was a little more than $100 million. But over the past five years, thanks to you, the new car sales have been increasing at $10 million a year. And also, our ownership of our cars has also increased. And against that backdrop, in Europe, we extended our guarantee period so that we can entice customers to come to our dealers more often. And as the years go by, we lose contact with our customers, but we wanted to recapture that contact to have them come to our dealers. and purchase supplies and accessories and that cycle has now begun to turn and that's now expanding from Europe to the other regions so that's one major initiative that led to this and in Asia we offer second parts that is more inexpensive accessories and supplies and also financial services are provided So we want to utilize the dealership network to extend our touchpoints with the customers. And just the head office telling these regions what to do, you'll not come up with good ideas. But such good practices are now being leveraged across various regions. And we're building on these good practices, sharing these good practices, and that's leading, I think, to the very good results we're seeing today.

Thank you.

About the Japan Mobility Show, thank you very much for your attendance. And my question about the Japan Mobility Show was your question. Well, we had such a large turnout. so many customers who were viewing our cars with joy, and I was very, very happy to see the delight on their faces, the Japan Mobility Show, Motor Show. Well, I think all across the world, you see regions where the scope or scale of these mobility shows are being reduced, and they're shifting toward the electronics and the electrical components on cars. But in Japan, we call this a mobility show. It's a show for mobility. And to have so many people come and delight in these exhibits and have fun, you know, we were really encouraged and heartened by them. And looking at the smiles on the faces of customers, we were very, very happy. Thank you.

Terasaki-san, thank you very much. Now, let's come back to the on-site journalists. In the middle section, the second row, from the front, Ayamatsumi from Junichi Daily. Thank you. About the United States, I have two questions. President Trump, the other day, It talks about $10 billion investment for Toyota to build a new plant in the United States. So what is your take on what he has said? And have you made any changes to your investment plan in the United States? So that's the first question. The second question, the U.S.

government...

talked about Toyota expanding a Steelers network to sell other bronze cars. Is it true? And if it is, when are you starting that effort? Thank you. Thank you for your questions. For one thing, $10 billion, I read that in news.

Well,

The United States really wants to see employment increasing and customers should be served with next generation of cars and services. Therefore, we do plan sizable investment plan going forward. I cannot really say it's $10 billion, but I would say Toyota will continue to make a sizable investment in the United States. I have to limit myself to that. Now, in terms of Toyota's dealership to sell imported cars, Well, Toyota makes cars in the United States, so we are considering doing something about the Toyota cars made in the United States. Now, how about other OEMs? Vehicles being sold in Toyota's dealers network. Well, it is not for us. to decide, but if there are any demand or requests for that end, then we may consider it. Thank you.

Here's the person in front of the microphone with the spectacle. Ohira from Asahi Newspaper. It's related to that issue. I have two questions on tariffs. First question. Toyota, you're considering selling U.S.-made cars in Japan, and that was announced when President Trump came to Japan. But considering the briskness of the U.S. market and also the U.S. and Japan production capabilities and cost of transportation, it doesn't seem to be very economically rational. So what would be the goal or what would be the motivation of doing this if you're going to do it? Also, second question in relation to that, for the cars assembled in the United States, commercially, you are procuring parts from across North America. Now, these parts may be replaced by U.S. domestic-made parts. Are you considering such a shift, or have you already started such initiatives? Yes, thank you. First question. I would like to address the first question about the economic rationale and what's the meaning or rationale behind engaging in reverse imports. As you say, when you look at the economic situation currently, it may not be such an economically rational situation. initiative. But it may deliver to Japanese customers products that are not easily available in Japan. And, of course, the model segments, et cetera, and how to price these models, what sort of supply structure we will take. There are many challenges. So we will consider all these challenges to consider what sort of business we can make out of that offering. So we're currently making preparations now. So that's it for the first question. Thank you. Regarding the second question about the local production in the United States, and of course, this is not just limited to the United States, but in all regions of the world, we want to produce locally and procure locally so that we can manufacture cars. on that basis in each region for example this year in north carolina we have built a battery plant which was a major decision and this led to increasing the local procurement rate in north america so our plan to produce locally as much as possible remains unchanged that we would like to move or make efforts for that and going forward. How about Mexico? How about replacing with Mexican parts? Are you considering such a possibility? Well, currently we have no concrete plans to do that yet, but when we consider the suppliers who have already made forays into the local market and the manufacturing they do there. And, of course, they are hiring employees, and they have to, of course, create livelihood of their families as well. Therefore, I think we'll have to take all that into consideration when we make such decisions.

Thank you very much, Rokia-san, for your questions. The two people who have raised their hands will be the last two to ask questions. Let's begin with you.

Thank you.

I am Fukui from Nikkan Jidousha Daily. I have two questions. So, your sales. remains brisk because of your product competitiveness. Even the ever-better cars that you have advocated for the past 10 years certainly delivered the results. Now, at the mobility show, you announced a new brand strategy, which sounds a bit futuristic. In 2024, you experienced the certification irregularities, And at the time, you revisited your product plans altogether. And you launched various projects to sell, revisited them, and some projects, I understand, have been either delayed or canceled. What sort of impact do you see now out of that? Because development takes two to three years. Your healthy product portfolio towards the latter half of 2020s Do you think you will be able to maintain momentum, and that would impact your profitability? So I would like to learn your mid-term view. In relation with that, your investment in the United States has been mentioned this year for the year. You increased the number to about 100 by 130 units, but then your production plan remains at around 10 million. And in the United States, you have a very low inventory level because your cars are selling so well. So how do you plan on your capacity increase in terms of production? Because just increasing the capacity would only increase your fixed cost. So how do you plan to go over 10 million vehicles? Do you plan to enhance your alliance within the group and to be more efficient in procurement of components? So what's your plan going forward? Thank you very much for your questions. About the product competitiveness for the midterm future, it seems that you may have a question about... Well, two years ago, we did experience the certification irregularities, and we put on lots of efforts in reinforcing our foundation. Well, sometimes we had to halt our production lines. So two years ago, one year ago, we experienced that quite frequently. That is not about the product competitiveness, but it was about the production. But certainly, those hiccups we experienced in the past, they have been decreasing very rapidly. It is true, increasing the fixed cost rapidly will have a future impact. Therefore, we really have to be careful when we plan for that. For example, It may be an impact of one second or two seconds on the production line, but we have to make steady efforts in order to enhance our productivity step by step. We are not talking about thousands or hundreds of thousands of vehicles or millions of vehicles to increase in our production. So when it comes to the product competitiveness, In the mid-term, we will make sure that we will maintain that going forward. That's all from myself. Anything you would like to add? Thank you.

Final question, the person in the very front row.

Thank you very much.

Yao from Nihon Keisai newspaper. I have also two questions as well. First question. Your management is based on product and region. So one of your actors is, of course, the region, and you want to be the best in town.

So compared to other manufacturers,

you have a revenue structure that's not biased in particular countries or regions. So what sort of impact do you feel from the tariffs on this regional-based sales operation? And another is related to this. About the maintaining the production capacity of 3 million units a year domestically in Japan, In the previous financial results, you also announced about the new construction in Toyota City of a factory, but due to increased tariffs by the United States, your export costs will increase. And I believe that you announced that you will adjust destinations just for that. So how do you intend to work toward maintaining the 3 million units production capacity in the domestic market in the sense? So I'd like to address the first question. Well, we manage our company based on product and also region, and we are also managing company based on that. And about 10 years ago, we were skewed on North America. More than half of our sales was from the United States, and the remainder... from the rest of the world. But if we had been imposed such tariffs with the same sort of situation, then the impact would have been much larger. So we have to think first about the customers in each region to engage in our business operations. And that's done by the regions, the same for revenue, Lexus customers, GR customers and the many car companies each are attended to by each of these divisions or regions so the regions are working hard not against each other but in a balanced manner and that's why we have a very good revenue structure for example in Africa in the past Africa was part of the other the rest of the world also Latin America was the same But these regions have been referred or transferred to Toyota Tsusho and with Zephyr. I think it's being run by, that business is run by people who think first about Africa. So they support very high revenues in Africa. And in the earnings report, Japan, Asia, Europe, Africa, and the other regions, and the other regions are actually leading the revenue for us. And within Asia, India, and also in Europe, there were some very difficult regions where Toyota were using these markets to polish our products. But now these regions are seeing an increase in revenue. So we're very well balanced in terms of regions. And so all of Toyota is making a global effort to accommodate the U.S. tariffs. So we would like to ask each of the regions to actually focus on their respective regions and the businesses there. Regarding the 3 million production capacity and our strategy vis-a-vis local production, well, 3 million units domestically is a very, very important goal for Toyota. We have the field, the genba, right next to the production facilities, which enables us to turn that cycle very rapidly And that would help monozukuri or manufacturing prowess in Toyota. And so that becomes a source of our global competitiveness, I believe. Of course, to safeguard monozukuri or manufacturing in Japan, we need to maintain or retain a significant amount of domestic production. Because if that declines, then the supply chain will also weaken. That could lead to or impact jobs and others. And so we have to earn foreign currency and purchase resources to run the domestic business. I think that's how we survive. And so domestic production in Japan must be safeguarded and protected. On the other hand, local production is important too. in many ways. And I think to manufacture where the customers are, to sell where there is a market for the product, or to produce where there is a market for the product, and also we must develop components and parts or vehicles that match those needs. And then that's best produced locally. So in Japan and non-Japan areas, perhaps we can allocate the production of different models. That sort of adjustment is done. But we don't intend to transfer something drastically from Japan to the United States or overseas to Japan. We're not discussing such drastic measures. We will continue as we have.

Thank you. Thank you very much, ladies and gentlemen.

It is now time to close the session. Thank you very much for being with us today.