Agenda • Toyota in Europe • Sustainability challenges • CSR management • Expectations
TOYOTA MOTOR EUROPE
2. Sustainability challenges
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Sustainability challenges Environment Energy Mobility Safety Quality of life
TOYOTA MOTOR EUROPE
Ambient air quality, Emissions Demand, Mix
Congestion, Equal Access
Accidents, Security Employees, customers and communities
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2. Sustainability challenges
Zeronise & Maximise TODAY for TOMORROW
In 60s & 70s Proactivitity to local problems
PROACTIVITY
Thinking of the future and take action right NOW
ZERONISE & MAXIMIZE • Striving to Zeronize the negative impacts of cars on society • Maximize the positive impacts on personal enrichment through comfort, fun and excitement.
TOYOTA MOTOR EUROPE
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2. Sustainability challenges
Putting it into practice (environment)
TOYOTA MOTOR EUROPE
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Agenda • Toyota in Europe • Sustainability challenges • CSR management • Expectations
TOYOTA MOTOR EUROPE
3. CSR management
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CSR in Toyota Europe Meeting stakeholder expectations to contribute to sustainable development in Europe Employees
Customers
Society
Business Partners
Share holders
Transparency g Workin r e h t e g o t
Dialogu e
Environmental Performance
TOYOTA MOTOR EUROPE
Economic Performance
Social Performance
3. CSR management
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CSR governance European Executive Committee (as CSR Council) Environmental Committee
CSR Strategy Committee
Top Management
Social Contribution Committee
All divisions / companies
Human Resources
Environmental Affairs
Corporate Planning CSR Department
Purchasing Marketing After Sales Legal Affiliated companies
TOYOTA MOTOR EUROPE
Working groups
3. CSR management
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CSR Department CSR Strategy Committee
Social Contributions Committee
Corporate Planning
External Affairs
CSR Department CSR management development TOYOTA MOTOR EUROPE
Social contributions development
3. CSR management
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CSR model: measuring gaps Societal expectations
GAP
Prioritize risk Identify opportunities
Countermeasures
Social, economic, environmental performance Toyota Production System
Business culture
TOYOTA WAY TOYOTA MOTOR EUROPE
Kaizen = Continuous improvement
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Example
TOYOTA MOTOR EUROPE
3. CSR management
3. CSR management
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From gaps to countermeasures Human Resources
Corporate Planning
Purchasing Marketing
-
After Sales
CSR Department
Legal Affiliated companies
•
Countermeasures embedded in divisions / affiliated companies
•
NEED (for the business unit middle managers) -
Understanding
-
Commitment & external orientation
-
Measurement
TOYOTA MOTOR EUROPE
date 03/03/2006 - page 15
Agenda • Toyota in Europe • Sustainability challenges • CSR management • Expectations
TOYOTA MOTOR EUROPE
date 03/03/2006 - page 16
4. Expectations
Knowledge & skills • Understanding ‘Good’ business - – business case of performance improvement
• Commitment – external orientation To invest in process-improvement / to engage with stakeholders
• Measurement Techniques for social measurement (expectations – performance)
TOYOTA MOTOR EUROPE
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Measurement •
Quantitative techniques of the social sciences -
Close to standard economics/business education
-
Allowing to measure progress and being action oriented Integration in divisional business models and individual MBOs
•
Two issues to measure: -
Performance: social, economic and environmental performance
-
Expectations: survey approaches & balancing stakeholders To be included in specific divisional courses (e.g. purchasing, HR, …)
TOYOTA MOTOR EUROPE
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Commitment & external orientation • Process-improvement based on more complex model - More realistic business strategy development models - Learning to deal with conflicting demands and consequences - From risk management to performance management
• Outward looking orientation - Provide experience in culture of NGOs, administrations, governments - Set up practical collaborative projects for process improvements
TOYOTA MOTOR EUROPE
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Understanding • Will follow from practice: measurement & practical engagement
Business ethics as such is strongly related to company culture - Focus on long term sustainability of the business? - Focus on continuous improvement - Understanding of role in society?
• Key = how to deal with dilemma’s throughout value chain? • Succesfactor: explore competitive advantage of CSR TOYOTA MOTOR EUROPE
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Conclusion: what to learn where? Importance of “on the job training” Company
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