Accounting Financial Analysis Report on Toyota Corporation

This report discusses the environmental and social impacts of Toyota Corporation, including positive and negative impacts, GRI disclosures, and a comparison with BMW Group. It also includes a table outlining the major costs involved in ongoing operations.

Running ead ACC A C A A A S S R RH : OUNTING FIN N I L N LY I EPO T
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Accounting inancial Analysis ReportF

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 1
Executive Summary
Toyoto Corporation is Japanese automotive and the multinational manufacture of the
vehicles. The Toyota is the world's second-largest automotive manufacturer and the company
has produced more than 300 million vehicles up till year 2017. The below report indicates the
impact of the environmental and the social aspects which are going to be in motion due to the
operations of the Toyota and the development in the new smart vehicle and the infusion of
the balance scorecard approach and lastly the benefits and the necessity of the break-even
analysis has been discussed entirely.

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 2
Table of Contents
Executive Summary.............................................................................................................................1
Introduction...........................................................................................................................................3
Part A.................................................................................................................................................... 3
Overview of the environmental and social impacts...............................................................................3
The positive impacts..............................................................................................................................4
Negative Impact.................................................................................................................................4
Four key GRI disclosures......................................................................................................................5
Comparison of the quality and depth.....................................................................................................7
Evaluation of the GRI Reporting Standards by other Motor Vehicle Corporations.............................10
Conclusion...........................................................................................................................................11
Part B...................................................................................................................................................11
Part C...................................................................................................................................................17
Question 1.......................................................................................................................................17
Question 2.......................................................................................................................................20
References...........................................................................................................................................22

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 3
Introduction
The Toyota motor Corporation is the world’s biggest corporation in the world and is engaged
in the business of the vehicles, compressors and the textile machinery. The Toyota
Corporation in the month October was the fifth largest company in terms of the revenue. The
world’s market leader in the sales of the hybrid vehicles and a mass leader of the vehicle
producer is what Toyota makes a brand trustworthy. With the team of the 369124 employees
the company was able to achieve the operating margin of A$2399862 million in the financial
year 2018 (Toyota, 2018).
Part A
Overview of the environmental and social impacts
Toyota Motor Corporation Australia is the biggest brand and the manufacturer of the
vehicles operating under the Toyota and the Lexus brand. Since its founding, Toyota has
carried out the corporate activities based on the two major policies which are the customers
and the concern for the environment. With the operations considered by the Toyota it has a
dual effect positive as well as the negative. The impact of the environment and social factor
by the Toyota’s operations has both the sides of the coin such as positive as well as the
negative (Basavaraj, Ravi, Cranenburgh & Vikkraman, 2018).
GRI Standards are the first global standards for the reporting of the sustainability. The
designed a structure for reporting a wide range of the economic, environmental and the social
impacts. The global reporting standards are pioneers of the environment and help to
understand and communicate the impact of the business on critical sustainability issues
(Chiarini, Baccarani & Mascherpa, 2018).

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 4
The positive impacts
Toyota carries out the continuous ownership and the protection of the forests under
appropriate measures and initiatives. The activities that the Toyota was involved in were
Toyoto Shirakawa-Go-Eco-Institute, Toyomori, Toyota Mie Miyagawa Forest Project,
Toyota Environmental Activities Grant Program. Aprat from this the company was also
involved in the Smart Eco Drive in the other countries such as South Korea (Crane & Matten,
2016).
In the area of the social and the culture Toyota supports the music, dance and the
other programs which also helps to promote the local culture and also helps to support the
youth, and also helps to expand the social welfare and the independent support.
Toyota also helps to promote the development of the human management and aims to
realize the affluent society through consistent supervision. Keeping the environment clean
and safe the Toyota is also addressing the issues regarding the safety of the traffic with the
assistance of the integration of the people, cars and the traffic environment with the aim to
completely eliminate the traffic casualties (Epstein, 2018). To address the climatic change
and the water environment the Toyota Company is also engaged into the implementation of
the CDP Supply chain program and also helps in enhancement of the Annual CSR study
(Fang, et al 2016).
According to the sustainability report of the Toyota Corporation, 83 distributors and
the 4233 dealers from across 80 countries participated in the worldwide Dealer
Environmental Risk Audit (Globalreporting, 2016).
Negative Impact
The cars are beneficial yet the automobile industry has the few radical changes in
their operations and that affect the environment and the society as well. The strong

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 5
dependence on the fossil fuels and the heavy consumption of the raw material leads to the
environmental problems such as the pollution which ultimately creates the breathing
problems and global warming, greenhouse gases and the demand for the petroleum. Due to
increase in the prices of the gasoline the higher fuel car has been chosen and this definitely
impacts the social economic behavior and results in the environmental threat
(Globalreporting, 2016).
The number of the cars increased on the land in such a manner that they are relatively
creates the congestion and disturbs the mobility. The final disposal of the vehicles that are of
scrap nature becomes and evident problem and fleet increases and becomes more costly as
landfill. (Greenbiz. (2016).
Four key GRI disclosures
GRI 102 General Disclosures are defines the major reporting which discloses about
the Organizational profile, strategy, ethics and integrity, governance stakeholder engagement
and the reporting practice.
The GRI disclosures that are most likely to affect the stakeholders of the Toyota Motor
are
 Products and Services
 Emissions, Effluents and Waste
 Energy
 Customer Health and Safety
Products and Services

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 6
The Toyota Corporations is engaged in the wide variety of the businesses such as
manufacturing of the automobiles, air conditioning compressors, engines, electric as well as
non-electric car. It also offers the material handling equipment and the textile machinery.
This information is clearly available on the website of the Toyota Corporations on
https://www.toyota-industries.com/products/. The information is useful for the stakeholders
in order to gain an understanding of the business of the organization and what all products are
manufactured or produced along with the price range. (Haider & Kokubu, 2015)
Emissions, effluents and Waste
Setting up the business within the policies of the environment gives a clear indication
that the company is complying with all the GRI financial reporting standards from Disclosure
102-16 which deals with the values, principles, standards and norms or behavior. For
example the development of the Zero emission vehicle option along with the fast energy
filling stations will influence the stakeholders to invest in Toyota Corporations as the demand
is also high. (Insideevs, 2016).
Energy
Building energy efficient and the mobile society helps the governments and the
markets to choose the cars according to them and enables the customers to choose their
options of the cars which suits best to their needs and the preferences. The use of fuels and
automotive powertrain diversification process attracts the stakeholders and improves the
economy in the dominant market. The use of the Hybrid Vehicles, full cell vehicles enables
the stakeholders to grab greater market share (Isaksson & Mitra, 2019).
Customer Health and Safety

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The human support function helps to pick and fetch the objectives and is used for the
purpose of the safety of the customer and enhances the health management. The product
augments the functions of the body and provides the health support. Thus, the theme
encourages the stakeholders to gain an experience of the same and try to gain advantage on
the other motor corporations and enhance the sustainability (Bailey, Mancheri & Van Acker,
2017).
Comparison of the quality and depth
The quality and the depth of the environmental performance provided by the Toyota
Motor Corporation with the practices of BMW group are outlined below.
Particulars Toyota Corporations BMW Group
Carbon Disclosure Project A GRADE A GRADE
CDP for limiting water
pollution
A GRADE A GRADE
Promote Sustainable
Societies
AA GRADE AA GRADE
Economic and Social
Resources
Efficiently Efficiently and Effectively
Sustainable Value Nature Positive Closet to Positive
Sustainable Value €5.26 billion €3.26 billion
Best Environmental Car 2018 The Automotive Science
Group reports the Toyota’s
Prius Prime the best
environmental car of 2018
BMW gains the second
position in Best
Environmental Car
Performance of the year.
CO2 Emissions Earlier Toyota Prius boasted The BMW company helps in

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41MPG, increased its
efficiency to 56 MPG and
226 grams CO2-e emissions
per mile (Maginnis,
Hapuwatte & Jawahir, 2017).
reduction of CO2 Emissions
in the global new vehicle
fleet by 141 grams per
kilometer and in Europe the
company is sourcing
electricity free of CO2
(Mokhtar, et. al 2017).
Initiatives  Rainforest Restoration
Initiatives in Philippines
 Toyota Traffic Safety
Campaign
 Toyoto Teach
 Together Green in United
States, South Korea,
Philippines.
 Electronic Car
 Cell Vehicles
 Fast Energy Stations
 Electronic Cars
 BMW group’s HIV/ Aids
workplace programmed
 Inzell Initiative
 BMW group Supplier
Initiative Award
Strategy  Development of the
THUMS Model
 Eco Electrification
 Market Penetration
 Offers Product for every
market segment
 Renewable energy
resources
 Foster individual
responsibility and design
the working environment
 Increase diversity within

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 KAIZEN the company and enhance
the innovative strength.
 Comply with GRI G4 and
Sustainability Accounting
Standards
Achievements  Installation of the
Revealing Project Portal
 Recycling 92% of the
Waste Generated which
ends up to 922000 pounds
kept out of landfills
 Adding new Pollinator
Gardens
 Fleet Manufacturer of the
year
 European Fleet CO2
emission continue to fall
 Recycling and the
Dismantling model to
regulate the waste
management.
According to the Detroit Bureau Toyota Motor Corporation and BMW have earned
“A” grades from the report of the Carbon Disclosure Project, a not profit organization which
is based on the United kingdom which helps in reduction of the climate change (Toyota
global, 2017).
Both BMW and Toyota received A grades from the Carbon Disclosure Project for
ultimately saving the water from getting polluted. The performance measures can be evaluate
don the basis of the image below and the table above which considers all the factors from
sustainable value to strategies sand CO2 emissions.

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 10
(Source: Leading Environmental Performnace, 2017).
Evaluation of the GRI Reporting Standards by other Motor Vehicle Corporations
A key feature of the G4 is to make emphasis on the identification and the reporting of
the sustainability issues and the opportunities which are material to the business and the
shareholders. The material issues can create major difference on the performance of the
organisation and are also critical from the point of view of the stakeholders(Epstein, 2018).
The widespread compliance by the other motor organisations will definitely not
benefit the potential investors and the stakeholders of the Toyota Corporations. This on the
contrary will create the competition as the stakeholders like to have an assurance of the
company in which they invest. The group of the stakeholders involve a lot of members such
as customers, dealers, suppliers, shareholders, employees, media, government and the
community as a whole. If the other motor corporations are complying with the GRI Reporting
Standards, then the entire team of stakeholders will have an influence over it. The GRI

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 11
reporting helps to create the transparency and increase the credibility of the organisation
(Toyota global, 2017).
Standard Disclosures which are on the basis of the strategy and the profile for
understanding the performance of the organisation, management approach and the
performance indicators are the key reasons the GRI reporting standards are important and
useful to attract the customers and this will give assurance to the customers.
Conclusion
From the above report it can be analysed that the company needs to care about the social and
the environmental factors that are going to affect the organisation and to evaluate all the GRI
disclosures applicable that are compulsorily required to be followed by the company.
Moreover it is also recommended to constantly review the set benchmarks.
Part B
1 The major costs involved in the ongoing operations are outline below in the form of a table.
Electric Car Amount
Automated
Car Amount
Cathode
$
3,050.00 Engine
$
2,250.00
Anode
$
4,020.00 Gasoline
$
4,500.00
Electrolyte
$
4,500.00 Spare parts
$
3,260.00
Separator $ Accessories $

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8,900.00 7,540.00
Other Raw Materials
$
68,520.00 Raw materials
$
74,520.00
Labour
$
48,750.00 Labour
$
58,450.00
Overhead Overhead
FIXED
$
1,22,500.00 FIXED
$
1,48,560.00
Variable Cost
$
30,100.00 Variable cost
$
13,720.00
Total Cost
$
1,37,740.00 Total
$
2,99,080.00
Selling price
$
6,32,000.00 Selling Price
$
5,23,000.00
Profit
$
4,94,260.00 Profit
$
2,23,920.00
2 The costs which are highlighted in the bold are the fixed costs and which cannot be
avoided and are fixed for the annual year. On the contrary there are certain costs which are of
variable nature and which can be avoided or outsourced to manage and negotiate the costs for
example the accessories, the back sensor, the door glass, the Matts that are used inside the
cars are of variable nature. The cost which can be categorized as the fixed are the gasoline,
engines, spare parts in the automated car and in terms of the electric car the basic necessity is
the refill through he electrolyte powering a plug-in hybrid electric vehicle would cost the

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 13
equivalent of roughly 75 cents per gallon of gasoline—a price not seen at the pump for 30
years (Toyota, 2018).
3 Break even analysis is an important tool which is simple and easy to operate. The
calculation generally determines the level of break-even below which the company cannot
perform and will suffer losses. Introduction and manufacturing of any new product will
involve huge costs and the selling price must be set accordingly to cater the needs of the
customers and to gain the profit to recover the costs. The break even analysis is necessary the
Toyota Company so that they can figure out certain factors which will be beneficial from the
point of view of the cost analysis (Toyota, 2018).
The factors are price smarter, coverage of the fixed costs, to catch the missing
expenses, set revenue targets and also to act with smarter decisions.
Balanced Score Card: Manufacturing of the Smart Car
Customer
Objectives Measures Initiatives
To build a new image
and regain the trust of
the customer
The customer
base of the
Toyota will be
strong.
Analysis of quality problems and
employment of adequate controls
Improve the cash flow and search
for the market investment
opportunities.
Cater the needs of the customer
through different colours of the
Smart Car.
Provide the complimentary
Retain high value
customers and
improve the
communication
The price of the
electric car is to
be set according
to the purchasing
parity.

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 14
accessories on the first purchase.
To engage into the
new segment line and
develop ethical
approach towards the
customers
Internal Business Process
Objective Measures Initiatives
Productivity
enhancement and to
set up the internal
control systems.
To supervise the
revenue and to
build the
operating system
under the low
cost.
Elimination of non-value added
activities
Management Agility Operating profits Management information system
and generate the reports to find out
the variances.
On time delivery and
increased the R&D
results with the
sustainable products.
Keep a check of
the late
deliveries or
returns.
Daily Supervision and the regular
teamwork are mandatory.
The budget set for the Research and
the development shall be enhanced.
Learning and Growth
Objective Measures Initiatives
Experienced and
skilled expertise
% of skilled staff
to total
Change in HR policy and write
down the objectives to achieve the

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 15
required to fix the
Smart Car solutions
policy of the organisation and the
individual goals as well.
Process Innovations Increased output Modifications in organisational
policies and train the employees
with the practical environment.
Strategic
Communication and
the employee
recognition
Fast decision
making, and the
employment
satisfaction
Modifications in organisational
policies and introducing the policies
of the appreciation and the appraisal.
Finance
Objective Measures Initiatives
Accelerate the
revenues
Ratio to previous
year's revenues
Continuous Eye on the operations
needs to be in motion to get a result
of the variances if any
Maintain the cost
while differentiating
the product
Earnings to Total
assets
Daily Supervision
Optimal Utilization of
Resources
Net Profit
margin
To reduce the carbon emission and
set up a dismantle plant for the
purpose of the spare parts.
(Greenbiz, 2016).
5 The balance scorecard is the strategy performance tool which is also known as the
standard semi structure report that used by the managers to keep a track of the activities in
relation to the four major approaches which are the financial , customer, learning of growth

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 16
and the objectives and the internal growth. This tool is majorly used during the strategic
planning and to make sure that the goals of the organization are in achievement or to. These
measures are chosen basically to cover all the areas of the organisation and to keep an eye on
each area to find out the most potential ones and the most disturbing ones (Greenbiz, 2016).
The incorporation of the financial perspective in the balance score card is necessary in
order to review the financial performance of the Toyota and to figure out how much budget
and money is required for the new segment. Whether to source the money through loans or to
invest their own funds, all these questions are necessarily answered through the financial
perspective. The shareholders interest is also the critical factor for the organisation since any
new product if launched by the Toyoto will clearly be reflected on the stock board.
The customer perspective is choses to study the preference of the customer. In order
to introduce the Smart car the Toyoto Corporations need to assess which customers can
afford the car, what are their colour preferences, what comfort level is needed which is not
available in the normal cars. Moreover customers are like the mirror to the organisation as
they reflect the doings of the organisation and in return provide the feedback to the
organization (Greenbiz, 2016).
Internal Process is selected as a measure of the balance score card approach in order
to build the automated systems and to devise new ways to make the task easy and fast. The
On time delivery and increased the R&D results with the sustainable products is necessary if
the Toyota is engaged in the developing a smart vehicle as this department will help the
organization to unleash the strengths of the competitors. To increase the productivity of the
organisation the new automated systems are generated for example while developing the
Smart Vehicle the company can build a system which can increase the faster placement of the
gates and the individual body parts that can save time and energy (Globalreporting, 2016).

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 17
Internal growth is equally necessary as the outer growth is necessary. The market
performance of the company is not determined just by how much stock price the company
holds rather the internal performance and the team work also matters. The employees shall be
given the training within the practical platform. For example the employees shall be allowed
to observe the manufacturing of the Smart Car so that they can easily build the solutions and
can solve the queries of the customers. The key performance indicators shall se set so that the
main focus of the company remains in the right direction. The new and the innovative
products definitely raise the bar of the organisation and henceforth this perspective is equally
important and mandatory for the purpose of the organisation (Insideevs, 2016).
Part C
reakeven point from the point of view of the cost accounting is the point at which the amount of theB
total cost and the total revenue are equal and even in nature here is no profit or loss in case of the. T
breakeven point hrough the opportunity costs have been paid and the capital e penditure has. T x
been received through the risk adjustment and the e pected return he major purpose of thisx . T
analysis is to determine the minimum output that must e ceed the profit his method helps to setx . T
the relationships between the sales costs and the profits he process of the determining the, . T
breakeven point is a good method for the purposes of the investors and the shareholders to give an
insight of the accuracy of the prices set .
Question 1
Calculation of Break Even Point
BEP (in units) Fixed cost / Contribution
Blue Tooth Head Set
Demisting
mirrors
Self Cleaning
Mats
Sales 87.5 47 58
Materials 28.00 15.5 13.00
Labour 16.00 12.00 10.00
Overhead 0.70 0.60 0.50

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 18
Total variable cost 44.70 28.10 23.50
Contribution 42.80 18.90 34.50
Sales mix Cost
40%
$
17.31
28%
$
5.31
31%
$
10.85
Weighted Average CM per
Unit 33.48
Composite BEP
Fixed cost 4,45,000.00
Weighted Average CM per
Unit 33.48
BEP units 13,293
Sales mix 40% 28% 31%
Break even units 13,293 13,293 13,293
Product units at BEP 5,377 3,734 4,182

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Calculation of after tax
profit
Blue Tooth Head Set
Demisting
mirrors
Self Cleaning
Mats
Expected units 2057 2660 2414
Sales
$
1,80,000.00 $ 1,25,000.00
$
1,40,000.00
Less:
Labour cost
$
32,914.29 $ 31,914.89
$
24,137.93
Material cost
$
57,600.00 $ 41,223.40
$
31,379.31
Variable overhead
$
1,440.00 $ 1,595.74
$
1,206.90
Fixed cost
$
1,28,381.91 $ 1,65,978.39
$
1,50,639.70
Total cost
$
2,20,336.20 $ 2,40,712.43
$
2,07,363.84
Net profit/Loss
-$
40,336.20 -$ 1,15,712.43
-$
67,363.84
Tax rate 30% 30% 30%
NPAT
-$
28,235.34 -$ 80,998.70
-$
47,154.68
Equipment depreciation $

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 20
2,25,000.00
Rent
$
80,000.00
Marketing
$
1,20,000.00
Other
$
20,000.00
Total Fixed cost
$
4,45,000.00
Question 2
Memorandum
To: Sales Team,
Toyota Ltd.
Re: Financial Analyst
In the lieu of the above situation there are several steps which can be adopted by the
Toyota Corporation towards the new product concepts to enhance the breakeven point and
annual profit of the company.
The first major reason is the increase in the fixed costs such as Equipment
depreciation, rent and marketing costs which are to be borne annually every year. The second
best way to enhance the break-even is to reduce the contribution margin. Not only have
Toyota’s rivals such as Chrysler, Daimler, Ford, Honda, and General Motors developed TPS-
like systems and the strategy to reduce the contribution and to increase the break-even point.

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 21
Profit on the other hand is a critical aspect for nay organisation and maintains a consistent
growth in the automobile industry becomes very difficult as threat what they earn in terms of
the margin. TPS is a “hard” innovation that allows the company to keep improving the way it
manufactures vehicles, Toyota therefore invests heavily in people and organizational
capabilities, and it garners ideas from everyone and everywhere. Apart from this the other
reason for the change is the change in the products mix and the services delivered. Due to the
fluctuations in the contribution margin the company is consistently selling the same or the
total number of the units and adjusts the figure accordingly. Therefore the Toyota
Corporations needs to figure out the products from their segments which eventually lead to
the lower contribution margins. The proposed methods are increase in the selling price and
introducing the new sales mix policy to enhance the break-even point of the Toyoto
Corporation. Therefore the above Memorandum is the answer to all the initiatives that can be
adopted by Toyota Corporation to enhance the break-even point (Epstein, 2018).

ACC A C A A A S S R ROUNTING FIN N I L N LY I EPO T 22
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