President of Toyota has the best cost-benefit ratio

Known for having revolutionized the production of cars after the conclusion of World War II, with the Toyota Production System, which divided the phases of Assembly of vehicles and thus blinking stocks, Japanese amontadora did not stop innovating. Now due to the posture of remuneration adopted by its President, Akio Toyoda. Last year, Toyota produced the highest return among the five largest automakers in terms of sales, with 9.75 million vehicles sold – a high of 22.6% for 2011.
However, its President, Akio Toyoda, 57, receives the lower remuneration of all the leaders of that group-less than a tenth of that win your pair better remuneration. Toyoda pocketed just under $ 1.9 million, which is equivalent to 184 million yen, in 2012, an increase of 35% over the previous year, according to a document presented yesterday by the Ministry of Finance of Japan. The prospect of higher profits in the future led the company to approve the largest bonus to its employees since 2008.
When he took office in June 2009, Toyoda reactivated the profits of the company soon after the global recession and the Yen's appreciation meant that Toyota reported the first annual loss in 59 years. The Executive also helped the company to recover from an earthquake and a tsunami in Japan and the recall of millions of cars. "He was tested like no other President of Toyota in the last 30 years," said Maryann Keller, Director of consulting firm Maryann Keller Associates automotive industry, based in the United States. Compared with him, "the competitors ' compensation is excessive".
In 2010, Toyoda refused to accept their bonuses after a recall of more than 8 million cars on the world market. So, his annual compensation was below 100 million yen-the smallest one of the three major Japanese automotive companies that year. After the recall, came the tsunami and the flooding in March 2011, Toyoda had led the company to overcome the crisis of the recall and elaborated a plan to restore profits and Toyota's reputation for quality. At that moment, an earthquake of nine degrees of intensity reached Japan, stopping production for months. Before the company could fully recover, flooding in Thailand-the center of Toyota in South-East Asia-have aggravated the lack of auto parts, hindering further recovery.
Toyoda redesigned the company's business continuity plan gathering detailed information of suppliers in order to ensure alternative sources of spare parts. The return to full production capacity, six months after the earthquake and before the expectations, marked Toyota's recovery and boosted the value of its shares. Much of the company's earnings due to investments in shares of Japanese exporters, hoping to take advantage of the 14% drop in the value of the yen against the dollar in the past six months promoted by Japanese Prime Minister Shinzo Abe.
However, although Toyota has sold the most cars in the world last year, Volkswagen's annual profits were more than double that of Japan. In September, a territorial dispute caused a boycott in China against Japanese cars; Toyota's sales in the country fell and those of Volkswagen and increased GeneralMotors even after the end of the protests.
In a sense, investors are less optimistic now about the Toyota. to help deal with the problems of the company, Toyoda named an old colleague and veteran of GM as a Board Member, Mark Hogan, who is the first non-Japanese Director of the company since 2007. Hogan worked for decades with Toyoda and "know our management" loca ", said the President at the beginning of March. "As he also worked for other companies, I'm sure that will help us make better management decisions," added the President of the carmaker.