Amylin Sustainable Transportation Plan

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  • It is very helpful for strategic initiatives to be embraced by senior management. If embraced from the top, they have better chances of bearing fruit and becoming part of the company culture. Similarly, leading by example can greatly assist this strategic initiative. We need a transportation cultural change here at Amylin. Currently, the vast majority of Amylin employees (>90%) drive in to work alone each day. With all the options available, the option of driving in to work alone should be in the minority. This would dramatically reduce CO2 emissions, ease traffic congestion, and boost employee morale. Important Note: Amylin Employees or Amylin, for the purpose of this presentation, refers only to San Diego based Amylin employees based at the corporate headquarters in the UTC area.
  • Amylin Sustainable Transportation Plan

    1. 1. Amylin Sustainable Transportation Plan "In a country that has been moaning about low productivity and searching for new ways to increase it, the single most anti-productive thing we can do is ship millions of workers back and forth across the landscape every morning and evening." - Alvin Toffler, “Future Shock” Presented By: Brian Vernetti October 27, 2008
    2. 2. Problem Statement <ul><li>Currently, only 10% or fewer of Amylin employees carpool or use public transportation to get to and from work. </li></ul><ul><li>Executive Summary: Amylin can be a shining example in the business world by having a dynamic and comprehensive sustainable transportation plan. </li></ul>
    3. 3. Project Goals <ul><li>Save the company money with improved recruitment and retention </li></ul><ul><li>Improve employee morale and productivity </li></ul><ul><li>Be an example for other companies to follow when developing a sustainable workforce </li></ul><ul><li>Reduce traffic congestion and greenhouse gas emissions </li></ul>
    4. 4. Strategy <ul><li>Telework </li></ul><ul><li>Vanpool/Carpool </li></ul><ul><li>Flexible Work Schedule </li></ul><ul><li>Public Transportation </li></ul>
    5. 5. Stakeholder Map Amylin Employees and Community Amylin Investors & Analysts Environmental Groups HR & Finance Senior Execs
    6. 6. Current and Future UTC Area Traffic Situation <ul><li>Major Employment Hub </li></ul><ul><li>UTC Mall Renovation Plans Approved </li></ul><ul><li>Current traffic circulation conditions </li></ul><ul><li>Future impacts </li></ul><ul><li>Sustainable Transportation Plan benefits </li></ul>
    7. 7. Telework <ul><li>Telework is defined as an alternative work arrangement that allows employees to conduct some or all of their work at an alternative worksite away from the employer's typically-used office. </li></ul><ul><li>Jack Niles </li></ul>
    8. 8. Telework Observations <ul><li>Telework Benefits </li></ul><ul><li>Telework Locations </li></ul><ul><li>Telework Obstacles </li></ul><ul><li>Telework Keys to Success </li></ul>
    9. 9. CO2 Impact of Telework <ul><li>Telework has the potential of reducing annual CO2 emissions by 2.2 million pounds/year </li></ul>
    10. 10. Employee Savings with Telework
    11. 11. Vanpooling
    12. 12. Flexible Work Schedule & Public Transportation <ul><li>Benefits and Drawbacks of 9/80 or 4/40 flexible work schedule </li></ul><ul><li>Public Transportation </li></ul><ul><ul><li>COASTER </li></ul></ul><ul><ul><li>Trolley </li></ul></ul><ul><ul><li>MTS </li></ul></ul>
    13. 13. Assumptions, Dependencies & Risks <ul><li>Assumptions </li></ul><ul><ul><li>Average employee round trip distance to Amylin of 25 miles </li></ul></ul><ul><ul><li>Gas Price of $3.50 </li></ul></ul><ul><li>Dependencies </li></ul><ul><ul><li>100% employee participation </li></ul></ul><ul><ul><li>Transportation Infrastructure </li></ul></ul><ul><li>Risks </li></ul><ul><ul><li>Employee isolation, procrastination, and boredom (Telework) </li></ul></ul><ul><ul><li>Improper balance of professional and personal life (Telework) </li></ul></ul><ul><ul><li>Hours worked not aligned with customers (Flexible Work Schedule) </li></ul></ul>
    14. 14. Call to Action <ul><li>Full Support from Senior Management </li></ul><ul><li>Compliance Training, EHS, and HR Involvement </li></ul>
    15. 15. Questions and Discussion
    16. 16. References <ul><li>San Diego Association of Governments (SANDAG) Current and Future Traffic Models </li></ul><ul><li>SANDAG Ridelink Survey Results Summary 2008 </li></ul><ul><li>Amylin Employee Dot Map by Zip Code </li></ul><ul><li>U.S. Department of Transportation – National Transportation Library, “Transportation Implications of Telecommuting” </li></ul><ul><li>U.S. Office of Personnel Management website http://www.opm.gov/ </li></ul><ul><li>Toffler, Allan. Future Shock . 1970 </li></ul><ul><li>http://www.epa.gov </li></ul><ul><li>http://www.telework.gov/ </li></ul><ul><li>American Automobiles Association. “The Real Cost of Commuting” </li></ul>

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