Tomikawa

This exciting city is being built at the base of Japan’s Mount Fuji. Of course, that partly stems from the former Higashi-Fuji Plant, but I think it could also have been done in another country. Yet you chose Japan. What is the significance of that?

Toyoda

Although the feeling has waned a little recently, I love Japan.

I was determined to show that something like this could be done in Japan. Like other companies, Toyota has been moving all of its advanced initiatives overseas.

People say that Japan should just stick to the old things, that innovation is not possible here, but is this really true? Does everyone really believe that? Isn’t it just that we’re lacking such projects and opportunities?

I’m not saying let’s do this with only Japanese people. I really wanted to show that futuristic projects are possible in Japan.

In people’s minds, Mount Fuji equals Japan. If you can see Mount Fuji, there’s no need to explain that we are in Japan. Making a city like that at the base of Mount Fuji would be a statement to the whole world.

People overseas will see that exciting things are happening in Japan and be drawn here. We can get people interested. Woven City is that kind of project, with a mission to lead the transformation of Toyota and the auto industry.

Tomikawa

The trailblazer, the future symbol.

Toyoda

I see it serving as something of a spearhead.

Tomikawa

Indeed, the images of the Joby flight in front of Mount Fuji were incredible.

Toyoda

That’s the clearest example. First flight outside America, and without any explanation you can tell, “Ah, it was in Japan.” In the same way, I think a city built in that location will send a clear message.

Tomikawa

In terms of laws and regulations, however, there are also formidable hurdles.

Toyoda

There is some bureaucratic red tape, but to achieve innovations in this area, I think we need new rules, new formulas.

In order for us to say that projects like Woven City are possible in Japan, I think it should be a platform where everyone involved can create new formulas for future lifestyles.

Tomikawa

You have been referring to such people as “friends” or “partners.” Although your presentation didn’t mention names, at a Woven by Toyota roundtable, five companies were listed as “inventors”: Daikin, DyDo, Nissin, UCC, and Zoshinkai.

Looking at them individually, it’s exciting to imagine what the likes of Daikin, a leader in air conditioning, or DyDo, a beverage and vending machine company, will do.

Then there is Nissin, which makes the Cup Noodles you enjoy eating at rally events, along with UCC coffee, and Zoshinkai—all these companies coming together to work for the future, for someone other than themselves.

Toyoda

I believe more companies have come on board. The names you gave are all Japanese firms, but I think we have been approached from abroad as well.

Still, I believe these five companies have come forward as trailblazers, sharing the same values of working for someone other than themselves and creating the future.

Tomikawa

That’s why you refer to them as “friends.” At the end you said, “Join us!”, extending an open invitation to like-minded organizations.

Toyoda

I hope that others do join us. By putting the call out, what started as Toyota’s solo project has now drawn these five companies, who have come together to create the future. I have a feeling there are many more, even though they haven’t been named.

Tomikawa

The more you attract people who are driven by a desire to work for others and for the future, the greater the possibilities for that future.

Toyoda

I believe so. If today’s adults can at least do that much, the future is sure to look different. That’s what I want to bet on.

Tomikawa

The question is, what today’s adults can do for the sake of our children as they grow into adults, right?

Toyoda

I don’t want people to say, “What were the adults doing back then?” As someone who loves Japan, it saddens me to think of a world where young people increasingly leave the country because they feel that way, and I wanted to show them that opportunities to grow and to challenge yourself also exist here.

Tomikawa

For anyone listening who wants to take action for the benefit of others, but doesn’t know how to go about it, we invite you to join us.

Tomikawa

For a long time, you have also talked of “producing happiness for all,” and this guides the actions of everyone at Toyota.

Watching your presentation on Woven City, I noticed you instead said, “well-being for all.” What is the meaning behind that?

Toyoda

Initially it was “happiness.” However, at Woven by Toyota the common language is English, and there are many English speakers. Quite a few pointed out that the “happiness” I talk about is probably more like “well-being,” and so I went with that.

Tomikawa

“Well-being” feels more sustained, doesn’t it?

Toyoda

I don’t know about that; I was just going on the advice of native English speakers.

Tomikawa

But it feels right.

Toyoda

It does. I wanted to stick with “producing for all” because, even though it’s not about the numbers, I think it conveys our strengths in mass production and the expectations of Toyota as a provider of affordable transportation.

We are not a company that offers mobility for a select few, but rather products accessible to all. That’s what we mass produce—many mobility solutions for many people. I believe that has been our mission since the company’s founding.

These days anything and everything is mass-produced, so it might sound obvious, but at the time that’s why we added it in.

Tomikawa

You explained that the Woven City project is not concerned with making money; is that linked to this idea of producing “well-being for all” rather than products?

Toyoda

If I said this had to make solid profits, that’s all people would focus on.

Tomikawa

Then it becomes all about “How do we make money?”

Toyoda

Earlier we mentioned being “vision driven”—instead of producing profits, focus on producing well-being for all.

However, everyone understands that we can’t sustainably produce well-being without a certain level of returns to keep us going. If we set profit as the goal, it will inevitably end up being a short-term project. For that reason, I don’t give straightforward metrics.

Now there might be people who abuse this, who assume that not having to make money means they can use as much as they want. I’ve made it clear that is not the case.

But I’m sure the team members are thinking things through without me spelling it out.