A century ago, Toyota, the global automotive giant, needed a supplier who could deliver quality components reliably and consistently. Enter Toyota Boshoku, a relatively small parts manufacturer at the time. They didn’t have the scale or infrastructure of larger competitors, but they had something more valuable – “Trust.”
When Toyota first partnered with them, there were no massive contracts or pages of legal documents. Just a handshake and a simple promise: “We’ll deliver what you need, when you need it, with no compromise on quality.”
Over the decades, that handshake turned into one of the most successful long-term supplier relationships in the automotive world. Toyota Boshoku grew alongside Toyota, becoming a global player with operations in more than 20 countries.
What made it work? Not just efficiency or price, but mutual trust. Toyota trusted them to deliver. Boshoku trusted Toyota to stay committed. Even when markets shifted, technologies evolved, and challenges arose, that trust stayed firm.
This story is a great reminder for leaders like us of the responsibility that we carry at a time when the economic, social, and technological environments are changing rapidly. As we endeavour to do the best for our customers, employees, business partners, investors and communities, trust will be the fabric that will bind everything together.
To our customers, trust means consistency, transparency and reliability. When a customer chooses our product or service, they are not just buying a solution, they are investing in an experience. Consider John Lewis Partnership in the UK, a retailer known for their “Never Knowingly Undersold” promise. Their commitment to fair pricing and exceptional customer service has built a reputation of trust over generations. Even as retail trends shift, their transparency and consistency continue to earn customer loyalty. In a time when consumer expectations evolve rapidly, staying true to what you promise creates is what creates long-term relationships, not just transactions.
To our employees, trust creates a culture of safety, empowerment and purpose. When employees feel trusted, they show up differently. There’s a story one of my directors once shared, a story that continues to resonate with me when I think about trust.
In 1983, during a difficult time in Sri Lanka’s history, a major factory of the Hirdaramani Group was burnt down. Everything was lost: machines, infrastructure, operations, and employee data. For many, this would have meant layoffs and cutbacks. But the Hirdaramani Group chose a different path. The leadership stood by their people and made a remarkable decision: every employee would continue to receive their full salary, using the previous month’s payslip as a reference point. At a time when others focused on losses, Hirdaramani focused on what truly mattered, “trust”. Trust in their people. Trust in doing what’s right.
To our investors, trust means responsible leadership, ethical decision-making and long-term thinking. Investors seek more than monthly results. They look for leaders and companies they can trust. Look at Novo Nordisk, a global healthcare company committed to fighting diabetes and obesity. Their consistent performance, clear ESG (Environmental, Social, and Governance) goals, and transparent reporting have made them one of the most trusted names among institutional investors. The lesson? Trust leads to stability, and stability attracts capital. In 2025, when uncertainty is often the norm, investor trust becomes your most valuable asset.
To our communities, trust is built through action, accountability, and meaningful engagement. A business doesn’t operate in isolation; it exists within a community. Take the Tata Group in India, a conglomerate known not only for its business success but for its deep commitment to community welfare. From education to disaster relief to rural development, Tata’s initiatives have helped millions. Importantly, these efforts are not performative; they’re deeply embedded in the group’s philosophy. Communities trust organisations that show up, listen and invest in long-term impact, not just short-term visibility.
As business leaders, we need to manage stakeholder trust with purpose and build a culture of trust in organisations. While recent geopolitical disruption has brought uncertainty, it also offers a defining moment to lead differently – to lead with trust.
In a world that’s constantly shifting, it’s easy to focus on speed and scale. But real, lasting success is built on trust, the quiet force that strengthens relationships, drives resilience and develops meaningful progress.
In 2025, trust is the real currency of business.
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