5 With 2800 people leaving the company and 1300 people remaining employed in Toyota, would there be an issue of managing the 'leavers' and the 'stayers' cultures during the last two years, and how should executives and managers best manage it? Executives in many organisations have been known to espouse statements such as 'People are our greatest resource' in speeches and even in annual reports. Yet how many of them actually turn such a fine sentiment into consistent actions? When Akio Toyoda, global president of the company, came to Australia in February 2014 to announce the closure of its manufacturing activities, one of the first commitments made by the company was to implement the major change in a respectful way, true to the principle of 'Respect for People' that had guided this company in its times of growth and prosperity. It was important in principle to continue to treat people well, and it was also important because Toyota executives knew that high levels of quality, productivity, continuous improvement and safety come from the actions of people, not machines or computer systems.