Toyota Environmental Sustainablity Report

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Toyota European Sustainability Report 2011 I Environmental Performance 40 A Low Carbon Company in a Low Carbon Society Takao Aiba, Willy Tomboy, Ronny Denis Environmental Affairs & Corporate Citizenship The EU has introduced a signifi cant number of sustainability initiatives into the market on the sustainable use of resources and resource effi ciencies. These include a White Paper on Transport, an Energy Effi ciency Plan, a Resource Effi ciency Flagship, a Roadmap for a Resource-effi cient Europe, a Roadmap towards 2050, a Climate Change Policy towards 2050 and a Raw Materials Initiative, to name a few. Linked to these EU initiatives, a number of EU Directives and Regulations have also come our way such as the EU Emission Trading Scheme (EU-ETS), chemical substance legislation REACH, CLP, RoHS, regulations on industrial emissions, air quality, recycling and end-of-life, electronic waste disposal and CO emissions for passenger cars and commercial 2 vehicles. On top of this, many of these legislations require detailed product information to users and customers, with which we comply. The number of statements on low carbon, resource-effi ciency, sector-specifi c reduction pathways, cost-effi cient scenarios, targets towards 2020 and other related ones can be overwhelming. However, they play an important role in acting as a call for action to reduce our environmental impact and increase resource effi ciencies and we fully support them. At Toyota Europe, we conduct a Green Month campaign each year which coincides with World Environment Day in June. For 2011, our theme is “Resource Effi ciency: using less, living better.” The theme was selected to emphasise how we need to go back to basics. This simple catchphrase describes the most fundamental step to take towards becoming a low carbon company in a low carbon society, namely “not using,” or “using less.” This is the fi rst action towards sustainable development. Is this something new or hype? Not at all. Back in 1979, a Dutch politician, Ad Lansink, launched the fi ve-step “Ladder van Lansink.” The principle is simple: the higher you reach up the ladder, the better for the environment and the most economical. It is our company’s global aspiration and strategy to become a company with a very low carbon footprint during the whole lifecycle process and value chain, and at the same time to support and encourage society to move in that direction. Climate change is a key driver for this, but the economic and social signifi cance should not be overlooked. Prevention Reuse Recycle Recovery Landfill Lansink was the forerunner of the current Ladder of Lansink EU waste hierarchy, which expands two of the fi ve steps: step two: minimisation and step fi ve: energy recovery. The basic principles remain the same. We believe that the fi rst step to becoming a low carbon company is to prevent and minimise resource use, whether it is the use of electricity, gas, water, primary resources, or whether reduction of CO emissions and other greenhouse gases. 2 EU waste hierarchy Landfill No energy recovery This is the fi rst call for action. It doesn’t make sense for companies to engage in alternative or high-tech and innovative energy-effi ciency solutions if they do not have the basics right. Perhaps also something the EU could consider. In order to be able to meet the requests to action from the EU, any company in any industrial sector has to start with getting the basics right, avoiding and minimising waste. At Toyota we believe we are meeting this challenge. 7 Energy recovery Recycling Reuse Minimisation Prevention 6 5 4 3 2 Willy Tomboy Avoid losing resources Maximising resource value Avoid waste 1
Didier Leroy President & CEO Toyota Motor Europe Managing Offi cer Toyota Motor Corporation Toyota CSR Policy Contribution towards Sustainable Development TOYOTA MOTOR CORPORATION Social Performance Stakeholders Customers Employees Business partners Shareholders Environment Community It is in challenging times that a company like Toyota can best measure the return on its long-term investment in social responsibility. In good times, we followed our corporate philosophy and tried to build strong long-term relations with our customers, our employees, our business partners and the community at large. In hard times, following the global fi nancial crisis, the recalls, and the recent Great East Japan Earthquake, we’ve had to call upon the trust and understanding of these stakeholders. Thanks to our strong relationships, our partners and stakeholders have shown us tremendous support. The entire Toyota team is extremely grateful for this and I promise we will repay this support through through the continuation of our responsible business practices. Didier Leroy Corporate Social Responsibility (CSR) Performance FY10 and Focus for FY11 The CSR assessment is an internally-developed measurement tool which enables us : To identify key mid-term issues To prioritise improvement opportunities To act upon these opportunities and show progress over time. • • • • • • • • • • • • • • • • • • • • • • Commitments Innovation Product safety Quality Customer First Respect and employee satisfaction People development Equality & no discrimination Health & Safety Respect for our business partners Mutual growth Building long-term relations Fair procurement Enhance corporate value Shareholders' benefits Ensure stable growth Disclosure Harmony with the environment Eco-friendly network Environmental technology promotion Environmental partnerships Compliance Philanthropy & contribution to society Toyota European Sustainability Report 2011 I Social Performance 41 Pe T CSR Polic CSR Policy Contribu toward Sustaina Developm Toyot E a
Page 1 and 2: Toyota European Sustainability Repo
Page 3 and 4: Didier Leroy President & CEO Toyota
Page 5 and 6: Key Figures enVironmenTal performan
Page 7 and 8: Vision & Strategy Akio Toyoda Presi
Page 9 and 10: Environmental Performance Michel Ga
Page 11 and 12: Special Story Herman Van Rompuy Pre
Page 13 and 14: PHEV team (L-R) : Gerald Killmann,
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Page 47 and 48: Engaging with Employees Takashi Kar
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Page 51 and 52: Health and Safety Steve Hope Genera
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Page 55 and 56: Tailored quality improvement for su
Page 57 and 58: 2010 Examples of Environmental Proj
Page 59 and 60: Economic Performance Ludo Vandervel
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Page 65 and 66: effi cient lighting, smart lighting
Page 67 and 68: Global Reporting Initiative Index N
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Toyota Environmental Sustainablity Report

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