This document discusses Toyota's adoption of green strategies across its operations globally. It highlights Toyota's focus on reducing emissions through investments in hybrid and electric vehicle technology. Some of Toyota's green initiatives discussed include improving fuel efficiency, using renewable energy in manufacturing plants, partnering with suppliers on environmental goals, and optimizing logistics to reduce transportation emissions. The strategies aim to lower Toyota's environmental impact while contributing to a more sustainable society.
Alex Obregón´s presentation at the Regional Development Conference, 14 June 2011, Östersund,Sweden. Topic: The role of the Climate Group in the framework of flagship initiatives of the EU.
This document discusses various topics related to businesses going green, including definitions of key concepts like sustainable business and triple bottom line accounting. It provides examples of companies that have implemented green initiatives like ONGC in India and Walmart globally. The document also discusses theories around the obligations of businesses to consider environmental and social impacts and addresses criticisms of some companies' green claims.
This article, published by the International Economic Development Council (IEDC) describes my study of green manufacturing practices and policies in Italy, Spain, Germany & Denmark. The trip was funded by the German Marshall Fund of the US in 2010.
The document discusses efforts by cities in the Helsinki Metropolitan Area to reduce greenhouse gas emissions and energy consumption through cooperation. It notes that the population and emissions are growing faster than expected. Various policies and initiatives are proposed to improve energy efficiency, increase public transport and renewable energy, and reduce emissions from buildings, transportation, electricity consumption, and more. The overarching goal is to decrease the area's per capita emissions by 39% by 2030 to help meet EU climate targets.
The document proposes developing a 2MW biomass gasification power plant in Greater Tzaneen Municipality, South Africa. It would utilize waste woodchips from a local sawmill as fuel. The plant would cost $33 million to build and create 17 permanent jobs. It would sell 400kW of power to the sawmill and 1.6MW to the grid under a power purchase agreement. Financial modeling shows the plant would break even in year 3 and achieve a 19.43% internal rate of return. The project timelines include obtaining fuel supply and power agreements through 2022, with construction and commissioning expected to be complete in late 2022 or early 2023.
This document discusses policy options for transitioning to a low-carbon economy by 2050. It explores sustaining economic growth while transforming energy production and consumption. The presentation builds on previous publications by identifying policy ideas without prescribing specific approaches. It discusses challenges like uncertain development pathways and high/low carbon scenarios. Milestones by 2025 include efficiency gains, commercializing carbon capture and storage, renewable deployment, and vehicle efficiency. National policy frameworks and international cooperation on technology and emissions management can help achieve long-term climate goals.
The document provides details on the new fourth generation Prius hybrid vehicle. Some key points:
- The new Prius was developed with goals of impressive fuel efficiency, eye-catching design, fun driving performance, and social responsibility.
- It features an advanced new hybrid system with a highly efficient engine and compact, high-performance lithium-ion or nickel-metal hydride battery. This results in a target fuel consumption of 40 km/L.
- Use of the Toyota New Global Architecture allows for a lower center of gravity, increased rigidity, and a more comfortable ride while maintaining excellent handling.
Alex Obregón´s presentation at the Regional Development Conference, 14 June 2011, Östersund,Sweden. Topic: The role of the Climate Group in the framework of flagship initiatives of the EU.
This document discusses various topics related to businesses going green, including definitions of key concepts like sustainable business and triple bottom line accounting. It provides examples of companies that have implemented green initiatives like ONGC in India and Walmart globally. The document also discusses theories around the obligations of businesses to consider environmental and social impacts and addresses criticisms of some companies' green claims.
This article, published by the International Economic Development Council (IEDC) describes my study of green manufacturing practices and policies in Italy, Spain, Germany & Denmark. The trip was funded by the German Marshall Fund of the US in 2010.
The document discusses efforts by cities in the Helsinki Metropolitan Area to reduce greenhouse gas emissions and energy consumption through cooperation. It notes that the population and emissions are growing faster than expected. Various policies and initiatives are proposed to improve energy efficiency, increase public transport and renewable energy, and reduce emissions from buildings, transportation, electricity consumption, and more. The overarching goal is to decrease the area's per capita emissions by 39% by 2030 to help meet EU climate targets.
The document proposes developing a 2MW biomass gasification power plant in Greater Tzaneen Municipality, South Africa. It would utilize waste woodchips from a local sawmill as fuel. The plant would cost $33 million to build and create 17 permanent jobs. It would sell 400kW of power to the sawmill and 1.6MW to the grid under a power purchase agreement. Financial modeling shows the plant would break even in year 3 and achieve a 19.43% internal rate of return. The project timelines include obtaining fuel supply and power agreements through 2022, with construction and commissioning expected to be complete in late 2022 or early 2023.
This document discusses policy options for transitioning to a low-carbon economy by 2050. It explores sustaining economic growth while transforming energy production and consumption. The presentation builds on previous publications by identifying policy ideas without prescribing specific approaches. It discusses challenges like uncertain development pathways and high/low carbon scenarios. Milestones by 2025 include efficiency gains, commercializing carbon capture and storage, renewable deployment, and vehicle efficiency. National policy frameworks and international cooperation on technology and emissions management can help achieve long-term climate goals.
The document provides details on the new fourth generation Prius hybrid vehicle. Some key points:
- The new Prius was developed with goals of impressive fuel efficiency, eye-catching design, fun driving performance, and social responsibility.
- It features an advanced new hybrid system with a highly efficient engine and compact, high-performance lithium-ion or nickel-metal hydride battery. This results in a target fuel consumption of 40 km/L.
- Use of the Toyota New Global Architecture allows for a lower center of gravity, increased rigidity, and a more comfortable ride while maintaining excellent handling.
This document compares the use of market-based instruments (MBIs) for environmental policy in China and Brazil. Both countries face rising environmental problems from rapid economic growth. China is the world's largest emitter of greenhouse gases due to its reliance on coal and lack of early environmental oversight. It has implemented subsidies, restrictions on polluting industries, tax incentives and differential electricity pricing to encourage cleaner technologies and reduce emissions. Brazil uses credit/tax incentives and cost-recovery tariffs for water/sanitation. Both countries have made progress with MBIs but need to strengthen implementation and enforcement. China's carbon emissions continue to rise rapidly and it has further to go to match environmental policies of more developed nations.
Presentation from the 2013 Atlantic Council Energy & Economic Summit expanded ministerial meeting. Presented by Giovanni F. De Santi, director, DG Joint Research Centre, Institute for Energy and Transport (IET)
This the presentation about a case study which is based on Toyota Prius car. Toyota did a tremendous marketing which helped them to sell their hybrid car.
Biofuels? Adore it! - Wouter Jan van den BergBioMotion Tour
Presentation by Wouter Jan van den Berg -
Staff member department Environment & Soilconservation Province of Groningen (Netherlands).
BioMotion Tour congress at Agritechnica, Hannover - 13 november 2009
The document summarizes ENGVA's response to the European Commission's Green Paper on energy security. It argues that the Green Paper raises questions that have already been answered in previous Commission reports, such as the need to reduce dependence on imported oil through alternative fuels like natural gas. The document calls for the Commission to take action on these existing recommendations by developing an action plan and strategy, and to provide more support for natural gas vehicles through policy leadership, regulatory actions, research funding, and balanced communications about alternative fuels.
The Business Case for Low Carbon CompaniesSasin SEC
The document discusses the business case for low carbon companies in Asia. It finds that becoming a low carbon company can result in cost savings from energy efficiency improvements, appeal to customers concerned about supply chain emissions, and prepare companies for upcoming carbon regulations. A case study shows one supermarket chain saved over $17 million annually through a 40% carbon reduction target, while its competitor without carbon targets missed out on these savings.
Introduction to the EU Emission Trading SystemLeonardo ENERGY
The EU ETS Directive is the centrepiece of the European Union’s climate policy. It has created the European Union’s Emissions Trading Scheme (EU ETS), which is a unique and quite com-plex system.
The EU ETS establishes a scheme for greenhouse gas emissions allowances trading within 31 European countries. Its functioning is based on a “cap and trade” principle, which sets a cap on the total amount of greenhouse gases that can be emitted by all participating installations. Within the cap, companies receive or buy emission allowances which they can trade with one another as needed.
Today, the EU ETS covers almost half of EU’s emissions and is part of the daily life of a large number of companies.
The EU ETS Directive represents the backbone of EU’s action against climate change, but it also works in combination with several other pieces of legislation in a delicate balance.
Our European system has very much evolved during the last 15 years. The existing legislation operates until 2020. It has set a greenhouse gas emissions reduction target in line with EU’s 2050 low carbon economy roadmap. The time has also come to discuss the post-2020 period and the European Commission will soon put forward a new proposal with a 2030 emissions reduction target.
Being the first one to have been setup, the European scheme is analysed and taken as exam-ple in other regions of the world where emissions trading starts being implemented.
This course aims at giving a presentation of the EU ETS Directive, the main features of the sys-tem, the balance with other pieces of EU legislation and at offering perspectives for the on-coming review of the scheme.
The Netherlands has over 20 years of experience with voluntary agreements (LTA's) in the industrial sector to improve energy efficiency. Currently, around 1100 companies participate in LTA programs, accounting for 70% of industrial energy consumption. LTA programs involve negotiated agreements between industry organizations, government ministries, and authorities to set energy reduction targets and monitor progress. Key aspects of the LTA approach include establishing energy management systems, conducting energy audits, setting efficiency targets and action plans, and providing support for implementation. Evaluations found LTA participants achieved 2.4% annual efficiency gains on average over non-participants. The LTA approach has also been successfully adopted in other countries and regions through international cooperation programs.
The Dutch National LNG Platform was established in 2012 to support the development of LNG as a transport fuel for trucks, barges, and ships. Its goals are to eliminate regulatory obstacles and bring together parties to develop LNG supply systems and encourage its use. The document outlines the organization of task forces focused on safety, trucks, shipping, stakeholder engagement, bio-LNG, and international cooperation to achieve these goals and facilitate the use of LNG by at least 50 ships, 50 inland vessels, and 500 trucks by 2015.
Benoit (iea) plenary ccxg global forum march2014OECD Environment
The document summarizes work by the International Energy Agency (IEA) on energy efficiency and climate change. It outlines that energy efficiency can deliver significant emissions reductions in a cost-effective manner and is a major component of decarbonization strategies. However, energy efficiency is not on track to meet the goals of the IEA's 2 Degree Scenario. The document recommends a portfolio of policies and measures to overcome barriers and accelerate energy efficiency improvements across sectors.
The document discusses the role of aviation alternative fuels in climate change mitigation. It notes that while there is interest and progress in biofuel trials, today's biofuels may have higher greenhouse gas emissions than conventional fuels. Alternative fuel supply is also constrained and unlikely to significantly reduce aviation emissions in the short to medium term. The document calls for ICAO to address aviation's large and growing climate impact through additional policy measures like emissions standards and market-based approaches, in addition to promoting sustainable alternative fuels.
Green Leaders Forum #3 Presentation: Dr. Junichi Fujino, NIESlpoliszcuk
The document summarizes a research project conducted by NIES that developed scenarios for a low-carbon society in Japan by 2050. Over 60 researchers from various universities and research institutions collaborated on the project from 2004-2008. It describes two scenario visions for Japan in 2050 that achieve a 70% reduction in CO2 emissions from 1990 levels through measures like improved energy efficiency, use of low-carbon energy sources, and changes to consumption behavior. Backcasting was used to identify the technologies, policies, and timing of interventions needed to transition from the current society to the low-carbon visions.
Konica Minolta is committed to environmental sustainability and reducing its carbon footprint. It has introduced several initiatives to minimize its environmental impact, including signing the UN Global Compact, certifying production bases as Green Factories, and establishing a long-term goal of reducing CO2 emissions from products by 80% by 2050. Konica Minolta develops energy efficient technologies for its multifunction printers (MFPs) and uses long-life consumables to reduce the total carbon emissions over a product's lifecycle. It is also sponsoring the UN Climate Change Conference in 2009 to support global efforts to address climate change.
Presentation on eu ets & aviation for iffaadJauwadSyed
The document discusses the European Union's Emission Trading Scheme and its implications for Indian airlines. The EU ETS aims to reduce greenhouse gas emissions through capping emissions and allowing trading of allowances. It includes aviation emissions starting in 2012. Indian airlines that fly routes to and from Europe must monitor and report their emissions. They will receive some allowances for free in 2012 based on past traffic, and may need to buy more allowances if emissions exceed the cap, or sell allowances if emissions are lower than allocated. Compliance with the EU ETS presents new responsibilities for covered Indian carriers.
The performance of advanced fuels in end-use sectors – EUA toolIEA-ETSAP
The document summarizes research on the performance of alternative fuels in aviation, marine transportation, and on-road transportation. It finds that fuel properties significantly impact end-use performance. Models are developed to predict changes in fuel consumption and emissions based on properties like density, lower heating value, and cetane number. Recommendations for viable alternative fuels by 2040 include electricity, hydrogen, methane, methanol, ethanol, and renewable diesel in certain applications depending on technology readiness and infrastructure. Collaboration is proposed between research groups to share modeling methodologies and databases.
This document discusses maintaining the competitiveness of the EU refining industry. It notes that refining is key to Europe's value chains, providing 68% of raw materials for the chemical industry. However, the EU refining industry faces disadvantages in energy costs and carbon prices that threaten competitiveness. Relocation of refining capacity outside the EU due to lower costs and less regulation could increase global emissions. The document calls for policies that support jobs, growth and the long-term role of liquid fuels and petroleum products in Europe's economy and mobility in a sustainable manner.
Green Vehicles: State of Play and Future OutlookLeonardo ENERGY
Despite substantial progress over the past years, road transport still remains one of the most energy-consuming (30% of total EU consumption) and the highest contributor to pollutant emissions in Europe. As a complement to emission legislation, the EU has set out a strategy for encouraging the development and uptake of green vehicles which have a much lower environmental impact throughout their lifecycles.
This comprehensive strategy was laid down in a 2010 Communication entitled “European strategy on clean and energy efficient vehicles” which identified the main actions to be taken by the European Commission (EC) including regulatory initiatives, support to research & innovation or consumer information measures. Over the years, the identified actions have gradually been implemented and completed by the EC and the 2010 strategy updated.
This document provides an analysis of Boeing's strategies and operations. It begins with a PESTEL analysis of Boeing, followed by a SWOT analysis. It then discusses the 5 forces analysis of Boeing's industry. The document outlines Boeing's strategic objectives of quality, workforce, management, technology, finance and integrity. It details Boeing's corporate strategies of vertical integration and outsourcing. At the business level, Boeing's strategy is product differentiation focused on non-stop flights. Challenges discussed include management issues, future competition, talent retention, and suppliers. The document concludes with a discussion of strategy implementation and culture issues.
Boeing has implemented a successful long-term strategy focused on innovation, adaptability, and quality. Key elements of their strategy included a 20-year vision implemented in 1996 focused on becoming a global leader in aerospace. This included acquiring McDonnell Douglas and developing game-changing projects like the Boeing 787 Dreamliner. While facing challenges, Boeing's values of innovation, leadership, and commitment to quality have allowed it to thrive and maintain its position as a world leader in aerospace.
This document compares the use of market-based instruments (MBIs) for environmental policy in China and Brazil. Both countries face rising environmental problems from rapid economic growth. China is the world's largest emitter of greenhouse gases due to its reliance on coal and lack of early environmental oversight. It has implemented subsidies, restrictions on polluting industries, tax incentives and differential electricity pricing to encourage cleaner technologies and reduce emissions. Brazil uses credit/tax incentives and cost-recovery tariffs for water/sanitation. Both countries have made progress with MBIs but need to strengthen implementation and enforcement. China's carbon emissions continue to rise rapidly and it has further to go to match environmental policies of more developed nations.
Presentation from the 2013 Atlantic Council Energy & Economic Summit expanded ministerial meeting. Presented by Giovanni F. De Santi, director, DG Joint Research Centre, Institute for Energy and Transport (IET)
This the presentation about a case study which is based on Toyota Prius car. Toyota did a tremendous marketing which helped them to sell their hybrid car.
Biofuels? Adore it! - Wouter Jan van den BergBioMotion Tour
Presentation by Wouter Jan van den Berg -
Staff member department Environment & Soilconservation Province of Groningen (Netherlands).
BioMotion Tour congress at Agritechnica, Hannover - 13 november 2009
The document summarizes ENGVA's response to the European Commission's Green Paper on energy security. It argues that the Green Paper raises questions that have already been answered in previous Commission reports, such as the need to reduce dependence on imported oil through alternative fuels like natural gas. The document calls for the Commission to take action on these existing recommendations by developing an action plan and strategy, and to provide more support for natural gas vehicles through policy leadership, regulatory actions, research funding, and balanced communications about alternative fuels.
The Business Case for Low Carbon CompaniesSasin SEC
The document discusses the business case for low carbon companies in Asia. It finds that becoming a low carbon company can result in cost savings from energy efficiency improvements, appeal to customers concerned about supply chain emissions, and prepare companies for upcoming carbon regulations. A case study shows one supermarket chain saved over $17 million annually through a 40% carbon reduction target, while its competitor without carbon targets missed out on these savings.
Introduction to the EU Emission Trading SystemLeonardo ENERGY
The EU ETS Directive is the centrepiece of the European Union’s climate policy. It has created the European Union’s Emissions Trading Scheme (EU ETS), which is a unique and quite com-plex system.
The EU ETS establishes a scheme for greenhouse gas emissions allowances trading within 31 European countries. Its functioning is based on a “cap and trade” principle, which sets a cap on the total amount of greenhouse gases that can be emitted by all participating installations. Within the cap, companies receive or buy emission allowances which they can trade with one another as needed.
Today, the EU ETS covers almost half of EU’s emissions and is part of the daily life of a large number of companies.
The EU ETS Directive represents the backbone of EU’s action against climate change, but it also works in combination with several other pieces of legislation in a delicate balance.
Our European system has very much evolved during the last 15 years. The existing legislation operates until 2020. It has set a greenhouse gas emissions reduction target in line with EU’s 2050 low carbon economy roadmap. The time has also come to discuss the post-2020 period and the European Commission will soon put forward a new proposal with a 2030 emissions reduction target.
Being the first one to have been setup, the European scheme is analysed and taken as exam-ple in other regions of the world where emissions trading starts being implemented.
This course aims at giving a presentation of the EU ETS Directive, the main features of the sys-tem, the balance with other pieces of EU legislation and at offering perspectives for the on-coming review of the scheme.
The Netherlands has over 20 years of experience with voluntary agreements (LTA's) in the industrial sector to improve energy efficiency. Currently, around 1100 companies participate in LTA programs, accounting for 70% of industrial energy consumption. LTA programs involve negotiated agreements between industry organizations, government ministries, and authorities to set energy reduction targets and monitor progress. Key aspects of the LTA approach include establishing energy management systems, conducting energy audits, setting efficiency targets and action plans, and providing support for implementation. Evaluations found LTA participants achieved 2.4% annual efficiency gains on average over non-participants. The LTA approach has also been successfully adopted in other countries and regions through international cooperation programs.
The Dutch National LNG Platform was established in 2012 to support the development of LNG as a transport fuel for trucks, barges, and ships. Its goals are to eliminate regulatory obstacles and bring together parties to develop LNG supply systems and encourage its use. The document outlines the organization of task forces focused on safety, trucks, shipping, stakeholder engagement, bio-LNG, and international cooperation to achieve these goals and facilitate the use of LNG by at least 50 ships, 50 inland vessels, and 500 trucks by 2015.
Benoit (iea) plenary ccxg global forum march2014OECD Environment
The document summarizes work by the International Energy Agency (IEA) on energy efficiency and climate change. It outlines that energy efficiency can deliver significant emissions reductions in a cost-effective manner and is a major component of decarbonization strategies. However, energy efficiency is not on track to meet the goals of the IEA's 2 Degree Scenario. The document recommends a portfolio of policies and measures to overcome barriers and accelerate energy efficiency improvements across sectors.
The document discusses the role of aviation alternative fuels in climate change mitigation. It notes that while there is interest and progress in biofuel trials, today's biofuels may have higher greenhouse gas emissions than conventional fuels. Alternative fuel supply is also constrained and unlikely to significantly reduce aviation emissions in the short to medium term. The document calls for ICAO to address aviation's large and growing climate impact through additional policy measures like emissions standards and market-based approaches, in addition to promoting sustainable alternative fuels.
Green Leaders Forum #3 Presentation: Dr. Junichi Fujino, NIESlpoliszcuk
The document summarizes a research project conducted by NIES that developed scenarios for a low-carbon society in Japan by 2050. Over 60 researchers from various universities and research institutions collaborated on the project from 2004-2008. It describes two scenario visions for Japan in 2050 that achieve a 70% reduction in CO2 emissions from 1990 levels through measures like improved energy efficiency, use of low-carbon energy sources, and changes to consumption behavior. Backcasting was used to identify the technologies, policies, and timing of interventions needed to transition from the current society to the low-carbon visions.
Konica Minolta is committed to environmental sustainability and reducing its carbon footprint. It has introduced several initiatives to minimize its environmental impact, including signing the UN Global Compact, certifying production bases as Green Factories, and establishing a long-term goal of reducing CO2 emissions from products by 80% by 2050. Konica Minolta develops energy efficient technologies for its multifunction printers (MFPs) and uses long-life consumables to reduce the total carbon emissions over a product's lifecycle. It is also sponsoring the UN Climate Change Conference in 2009 to support global efforts to address climate change.
Presentation on eu ets & aviation for iffaadJauwadSyed
The document discusses the European Union's Emission Trading Scheme and its implications for Indian airlines. The EU ETS aims to reduce greenhouse gas emissions through capping emissions and allowing trading of allowances. It includes aviation emissions starting in 2012. Indian airlines that fly routes to and from Europe must monitor and report their emissions. They will receive some allowances for free in 2012 based on past traffic, and may need to buy more allowances if emissions exceed the cap, or sell allowances if emissions are lower than allocated. Compliance with the EU ETS presents new responsibilities for covered Indian carriers.
The performance of advanced fuels in end-use sectors – EUA toolIEA-ETSAP
The document summarizes research on the performance of alternative fuels in aviation, marine transportation, and on-road transportation. It finds that fuel properties significantly impact end-use performance. Models are developed to predict changes in fuel consumption and emissions based on properties like density, lower heating value, and cetane number. Recommendations for viable alternative fuels by 2040 include electricity, hydrogen, methane, methanol, ethanol, and renewable diesel in certain applications depending on technology readiness and infrastructure. Collaboration is proposed between research groups to share modeling methodologies and databases.
This document discusses maintaining the competitiveness of the EU refining industry. It notes that refining is key to Europe's value chains, providing 68% of raw materials for the chemical industry. However, the EU refining industry faces disadvantages in energy costs and carbon prices that threaten competitiveness. Relocation of refining capacity outside the EU due to lower costs and less regulation could increase global emissions. The document calls for policies that support jobs, growth and the long-term role of liquid fuels and petroleum products in Europe's economy and mobility in a sustainable manner.
Green Vehicles: State of Play and Future OutlookLeonardo ENERGY
Despite substantial progress over the past years, road transport still remains one of the most energy-consuming (30% of total EU consumption) and the highest contributor to pollutant emissions in Europe. As a complement to emission legislation, the EU has set out a strategy for encouraging the development and uptake of green vehicles which have a much lower environmental impact throughout their lifecycles.
This comprehensive strategy was laid down in a 2010 Communication entitled “European strategy on clean and energy efficient vehicles” which identified the main actions to be taken by the European Commission (EC) including regulatory initiatives, support to research & innovation or consumer information measures. Over the years, the identified actions have gradually been implemented and completed by the EC and the 2010 strategy updated.
This document provides an analysis of Boeing's strategies and operations. It begins with a PESTEL analysis of Boeing, followed by a SWOT analysis. It then discusses the 5 forces analysis of Boeing's industry. The document outlines Boeing's strategic objectives of quality, workforce, management, technology, finance and integrity. It details Boeing's corporate strategies of vertical integration and outsourcing. At the business level, Boeing's strategy is product differentiation focused on non-stop flights. Challenges discussed include management issues, future competition, talent retention, and suppliers. The document concludes with a discussion of strategy implementation and culture issues.
Boeing has implemented a successful long-term strategy focused on innovation, adaptability, and quality. Key elements of their strategy included a 20-year vision implemented in 1996 focused on becoming a global leader in aerospace. This included acquiring McDonnell Douglas and developing game-changing projects like the Boeing 787 Dreamliner. While facing challenges, Boeing's values of innovation, leadership, and commitment to quality have allowed it to thrive and maintain its position as a world leader in aerospace.
Boeing formed strategic partnerships with 27 companies across multiple countries to build its new 787 Dreamliner aircraft. This was intended to reduce Boeing's financial risk but resulted in major delays and issues. Problems arose due to lack of coordination between partners, cultural differences, and Boeing asking suppliers to design their own parts without clear specifications. While intended to cut costs and development time, the partnerships ended up increasing Boeing's costs and led to a three year delay in delivering planes. However, Boeing is moving forward with the 787 which offers fuel efficiency advantages attractive to airlines, and has introduced larger 787 models that may lead to future profitability.
This document provides an introduction to Boeing and Airbus, the two leading aircraft manufacturers, and compares their operations management practices. It explains that Airbus implemented total quality management and just-in-time practices successfully for the Airbus A380 project. In contrast, Boeing faced many failures in its operations for the Boeing 787 Dreamliner project, likely due to deficiencies in its quality management and supply chain practices. The document also discusses how Airbus used a master production schedule effectively to coordinate the large-scale production of the A380. In summary, the document analyzes differences in the operations management of Boeing and Airbus that contributed to problems with Boeing's 787 Dreamliner project versus the success of Airbus' A380.
Boeing's development of the Sonic Cruiser project in the early 2000s was a failure that cost the company its leadership position in the commercial aircraft market. The Sonic Cruiser, which would have carried 225 passengers at near supersonic speeds, was the wrong aircraft developed at the wrong time as the 9/11 attacks plunged the aviation industry into an economic downturn. Despite meetings with customers over 4-5 years, Boeing struggled to decide whether the Sonic Cruiser or a more efficient aircraft was the right path. Rival Airbus capitalized on Boeing's indecision and ultimately Boeing canceled the Sonic Cruiser project in 2003, acknowledging it needed more research.
Boeing is the world's largest aerospace company founded in 1916. It operates commercial and military aircraft and defense systems. Boeing employs over 158,000 people globally and is a leading U.S. exporter. It has two main business sectors, Commercial Airplanes and Integrated Defense Systems, and operates through five principal segments. Boeing faces challenges from the global economic slowdown and changes in defense budgets but maintains a strong order backlog and focus on innovation.
Boeing is a major global aerospace company headquartered in Chicago. It is the largest manufacturer of commercial jetliners and military aircraft. Boeing products include commercial and military aircraft, satellites, weapons systems, launch systems, and other defense and space-related systems. Boeing supports airlines and government customers in over 150 countries and employs over 170,000 people internationally. Some of Boeing's best-known commercial aircraft include the 737, 747, 767, 777 and the newer 787 Dreamliner.
The document provides an analysis of issues that caused delays in the delivery of Boeing's 787 Dreamliner airplane. It identifies several problems that contributed to the delays, including unexpected shortages of fasteners from suppliers that caused Boeing to rush suppliers, leading to quality control issues. Overall, the delays cost Boeing over $4 billion in penalties to airlines. The document analyzes the problems from a supply chain management perspective and suggests implementing changes to prevent such delays in the future, such as better supply chain coordination and quality control measures.
Uber and Didi are facing turmoil in China while Tesla debates automation. Technology companies are developing new ecosystems to efficiently share resources and overcome challenges.
In the 1990s, Toyota faced severe economic difficulties following the Japanese asset price bubble. Consumer demand shifted towards smaller, more affordable vehicles as the economy deteriorated.
Toyota established committees to develop more environmentally friendly technologies and reduce greenhouse gas emissions. They aimed to lead in developing new fuel efficient and less polluting technologies. Safety features like airbags also became a higher priority amid new government regulations.
The Toyota Environmental Challenge 2050 (Challenge 2050) is a set of six challenges that aim to go beyond reducing negative environmental impacts to generating net positive impacts on the planet and society. After significant research and internal and external collaboration, Toyota Motor Corporation (TMC, Toyota's parent corporation located in Japan) declared these six issues in 2015. The objectives, which apply to all Toyota businesses worldwide, are the most stringent and inspiring environmental pledges this firm has ever made.
The Joint Crediting Mechanism or JCM is a new initiative that initiate by Indonesia and Japan for bilateral carbon trading. This new initiative is already implemented well in Indonesia and some other countries.
Hitachi has supported the development of society and the improvement of people's lives. The fight against climate change is the next frontier.
Read more: https://social-innovation.hitachi/en-us/think-ahead/transportation/innovative-solutions-for-climate-change/
Mitsubishi Motors is a Japanese automaker headquartered in Tokyo. It manufactures cars in 5 factories located in 3 countries and co-owns 10 additional factories. The company faces both opportunities and threats in the competitive automotive industry. It needs to invest in new technologies like electric vehicles and expand into growing markets to stay competitive against companies like Toyota and Hyundai. Its environmental record and leadership challenges also present weaknesses to address.
Toyota is working with other companies and government bodies in Japan to create a carbon-neutral supply chain for hydrogen. They plan to use renewable wind energy to power electrolysis and extract hydrogen from water, rather than relying on traditional methane methods. Toyota will then use this clean hydrogen in its factories and operations. The goal is to demonstrate that hydrogen fuel cell vehicles can be environmentally friendly if the hydrogen is produced from renewable sources, rather than fossil fuels.
The document discusses implementing low-carbon technologies in Ontario through programs, services, and collaboration. It outlines two key initiatives: 1) Helping industries adopt low-carbon technologies through programs to reduce greenhouse gas emissions and costs while improving energy productivity. 2) Helping the agri-food sector adopt low-carbon technologies by reducing emissions and retrofitting facilities. It also discusses partnering with Indigenous communities on a transition to non-fossil fuel energy through investments in energy efficiency, micro-grids, and renewables to minimize impacts on remote communities.
Climate Change Mitigation – National Efforts in Sudanipcc-media
Sudan has been an active participant in international climate change agreements, ratifying the UNFCCC, Kyoto Protocol, and Paris Agreement. As an LDC, Sudan is not obligated to reduce emissions but sees mitigation planning as an opportunity. Sudan's national communications outline past and projected GHG emissions and mitigation options in sectors like energy, transportation, and industry. Key policies proposed include improving energy efficiency in buildings, appliances and transportation, fuel switching, and developing renewable energy. Technology needs assessments help prioritize low-carbon solutions aligned with development goals. Frameworks have also been developed for low carbon development and nationally appropriate mitigation actions.
1) The speaker proposes that the Mitigation Work Programme (MWP) function as a facilitator to help prepare parties collectively reach the 1.5°C target, like a fitness trainer.
2) The MWP could focus on sharing best practices in areas like policy, technology, carbon pricing and the circular economy. It could also build capacity for developing climate plans and implementing projects.
3) The MWP would aim to mainstream mitigation solutions by developing a "toolbox" of effective measures and building partnerships between governments, businesses and other groups.
Ford is working to reduce greenhouse gas emissions from its supply chain. It plans to survey its top 35 suppliers on their energy use and emissions, representing $20 billion in procurement. This will help Ford understand its supply chain carbon footprint and create a carbon management approach. Ford aims to reduce its overall emissions by 30% by 2020 in response to pressure from investors. By collaborating with suppliers on efficiency, Ford hopes to put pressure on low performers and gain cost reductions as suppliers improve operations.
The document discusses India's bioenergy policies and strategies. It provides details on:
- India's power generation capacity mix, with coal being the largest source at 56.2%
- India's renewable energy targets of 40% of power from non-fossil fuel sources by 2030 and installing 175 GW of renewable capacity by 2022
- Bioenergy programs in India including waste-to-energy, biogas, and national biofuels policy aimed at blending ethanol and biodiesel into transportation fuels.
The document discusses strategies for transitioning to a green economy. It outlines initiatives by international organizations like the UN and IEA to promote green economic growth that preserves environmental quality and resources. Specific policies promoted for G8 countries include improving energy efficiency in buildings, appliances, lighting, transport and industry. The Philippines is also outlined as pushing for a green economy through laws and programs governing air and water pollution, waste management, and bans on certain single-use plastics.
This document discusses strategies for transitioning to a green economy proposed by various international organizations. It provides examples of green economy initiatives in key areas like buildings, appliances, transportation, lighting, and industry implemented by G8 countries. Specific policies promoted include super insulation standards for new buildings, regulations on standby power and eco-design of appliances, fuel efficiency standards and eco-driving programs for vehicles, phasing out incandescent bulbs, and energy management programs for industry. International consensus indicates these types of coordinated policy measures can significantly reduce energy consumption and greenhouse gas emissions over the long term.
These comparison shows that Toyota draw a road map focusing on its environmental responsibility to design a better lifestyle and they have made progress already.
Impact of Paris Agreement on India's Automobile industry pranjulgupta20
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EXECUTIVE SUMMARY
This work is centred on the adoption of green strategy in the overall operations of Toyota
Motor Corporation. It highlights how these strategies are practically adopted by Toyota, how
it affects cost, quality and services, the challenges Toyota are facing while adopting these
strategies, the long term benefits associated with these strategies and recommendation given.
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INTRODUCTION
Reducing carbon emission is one of the most discussed and highlighted issues presently
across the globe, because of its effect on our environment and entire ecosystem. The
accumulation of carbon dioxide in the environment is recognised as a major contributor to the
global warming problem. Many governments across the globe including the leaders of the
developed countries like United States, Germany, Japan, whose economies are driven by
massive industrialisation, and leaders of emerging economies like China, India, Brazil whose
economies are also driven by massive industrialisation have now shown great commitment to
the issue of reducing carbon emission.
In his report DuPont 2009, highlighted that the answer to solving the potential disaster of
global warming is to control the amount of carbon dioxide that is being emitted from
automobiles, fossil fuel, power plants and industries.
Toyota Corporation
Toyota is the world’s leading automotive manufacturer; it was established in 1937 in Japan.
With 53 manufacturing companies in 27 countries and regions outside Japan, it registered 152
billion Euros net revenue in financial year 2006 (UNEP 2008).
Guided by a clear vision of a sustainable future, Toyota has developed a wide range of
vehicles powered by excellent new petrol and diesel engines. The company is also an
acknowledged leader in environmental technologies, such as hybrid (petrol/electric), clean
diesel and fuel-cell drive systems. Toyota is committed to sustainable development and seeks
to address the challenges of global warming and urban pollution by developing a number of
innovative environmental technologies and vehicles.
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Figure 1: pathway to eco car
Toyota marketed the world first mass-produced hybrid car, the Prius which combines the
power of a petrol engine with the clean, efficient energy of an electric motor, of which over
1, 295,300 of the hybrid vehicles has been sold by the end of 2007(UNEP 2008).
Toyota’s guiding principles are –
a. To contribute to the development of a prosperous society through the manufacturing
of automobiles, and
b. To contribute to global sustainable development its focused activities centres on
environmental preservation through corporate activities, technology Innovation, and
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people which all will lead to a prospering low carbon society by creation of a dream
vehicle.
Figure 2: Source: (http://www.toyota.com.au/toyota/events/environment/vision)
Toyotas guiding principles serves as the fundamental management policy for its operations
worldwide. These principles reflect Toyota’s commitment to providing clean, safe and
innovative products, while respecting the environment and culture of local community in
which it operates. Using fiscal year 2001 as baseline, by 2011 Toyota is targeting 27percent
reduction in energy per vehicle produced according to (environmental leader, 2009).
Toyota has set up action plan that involves green technology compliance in all its operations
and businesses worldwide, to show how committed it is to the safety of earth’s environment.
This action plan acts as the focal point for the entire organisation.
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1. Practically Adopted Programs by Toyota
Toyota has adopted practical programmes centred on supporting green environment in all its
operations, in form of environmental initiatives towards sustainability. The areas were it has
been adopted are;
a. Research and development
The input by R&D of any organisation will determine whether it will be sustainable in the
market. Toyota has focused its R&D green initiatives since the past decade on areas such as;
Increase in fuel efficiency of Toyota’s vehicles; Toyota has developed the strategy of
producing different vehicles with different power trains capable of using very less oil and
also using alternative energy sources based on energy market situation from region to region
in order to achieve CO2 emissions reduction and cleaner atmosphere with the right, vehicle in
the right place at the right time. Clear example is promoting the increased use of hybrid
vehicles which are electric motor with option of plug in, by combining hybrid and plug in
technology. Toyota’s goal is to have hybrid models for all its vehicles by 2020. (Toyota
Corporation, 2008)
Developing improved fuel economy, making smaller, lighter weigh vehicles and improving
power train efficiency in its engine systems.
Increase the speed at which new technologies can be reached for mass production, shorten
lead time
Response to energy diversification through alternatives to oil like bio energy, alternative fuels
in other to reduce carbon emissions through the use of bio fuels such as bio ethanol and
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biodiesel. Also in its R&D it is conducting research on the conversion of wood chips and
other biomas to ethanol. (Toyota Corporation, 2008)
Accelerate the development of small electric vehicle for mass production. R&D is
accelerating the development of small electric community vehicles and also focusing on
battery technology development of next generation batteries with greater energy densities
than that offered by current lithium- ion systems. (Green Car Congress, 2009)
Developed a traffic system to curb and decongest heavy road traffic in the cities, the system
is called.
Toyota R&D
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b. Manufacturing
Toyota’s has been implementing the action plan it developed to reduce Carbon emission in its
production plants and facilities according to (Toyota Corporation 2008 and Toyota North
America, 2009). These action plans are;
They have integrated the use of low carbon emitting production technologies like water borne
plant system in its plants to lessen the emissions of volatile organic compounds, and the use
of energy saving equipments and machineries in its manufacturing facilities.
Introduction of daily kaizen (improvement) activity that reduces energy consumption like
reducing the time between equipment start up and start of production start times, and
reducing the number of agitators used in coating process.
Manufacturing plants partnering with local utility companies to implement sustainable
energy management programme through commitment to reduction in electricity usage.
Utilization of renewable energy like solar in its plants. Example where this was done was the
Installation of solar source of power for the Toyota centres in North America, and Toyota’s
Ban Pho plant in Thailand.
Environmental planning for new plants and creating production sites that are in harmony with
their natural surroundings
Local community involvement and ecological preservation through three planting at
production plant called “green for tomorrow”.
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Toyota environmental action plan from the year ending March 2007 to year ending
March 2011
2010 CO2 Emission Reduction Targets, Results and New Targets
Region Emissions 2010 Target 2007 Result New 2010
Target
Worldwide Volume per
sales unit
20% reduction
from 2001
32% Reduction 35% reduction
from 2001
Japan- Toyota Volume per
sales unit
35% reduction
from 1990
55% reduction 60% reduction
from 1990
Manufacturing
Corpration
Volume 20% reduction
from 1990
25% reduction 30% reduction
from 1990
Figure 3: Source; (http://www.toyota.co.jp/en/vision/message/conference/080611_president.pdf)
c. social contribution
Social contribution initiatives for realizing a sustainable society includes funding of
environmental centres in leading universities, projects to counter deforestation, Toyota
foundation activities fostering programs for local communities, Environmental activities
grant program. Environmentally friendly urban planning to enable improving traffic flow and
reducing carbon emissions by putting transport infrastructure in place and applying traffic
intelligent managing system developed by Toyota engineers. Publication of sustainability
reports for each country and region.
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d. suppliers
Toyota’s green supplier guidelines emphasize that its suppliers must comply with applicable
laws, regulations and social norms, to undertake activities that support Toyota’s
environmental goals, improve their environmental action plan and process (UNEP 2008).
Procurement- Toyota practice green procurement for both vehicle parts and raw
supplementary materials through entryway management of chemical substance by asking its
suppliers to report the contents of substances of environmental concern in materials and not
include prohibited- use substances (Toyota UK, 2009)
Toyota expanding its chemical substance control list to include approximately 3400 control
substances of which 460 substances are prohibited from use.
Toyota has been able to reduce the number of office supplies items used in the offices to
approximately 1300 green compliant categories from a previous 2000 items.
e. logistics
Restructuring routes and increasing load density, to reduce the mileage travelled by trucks
transporting Toyota products like cars, parts and accessories. Collaborating with freight
industry and shipping partner to increase energy efficiency while significantly reducing green
house gases and air pollution. Logistics division tracking and monitoring green house gas
emissions.
Utilisation of high efficiency cargo carriers and railroads, increased loading rates, increased
fuel efficiency through environmental considerate driving and sharing vehicle transportation
with other companies and modal shift. (UNEP 2008)
There are large waste streams from the logistics especially in the area of packaging and
cafeteria waste. Ensuring that environmental impacts are managed properly by reducing
amount if waste generated, increase recycling rate and reduce waste sent to landfills.
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f. recycling
Recycling and reduce the use of resources by integrating manufacturing practices that
advance recycling and reuse. The materials for making vehicles from the steel used for
vehicle body to the fibres used in floor mats and seat cushions are produced with the design
for environment by thinking of the entire life cycle of the vehicle from manufacturing and
distribution to use and dispose. (Toyota North America, 2009)
When designing a vehicle the materials used are renewable resources from ecological
plastics, bio- based plastics and also materials that use less resource.
Figure 6: Source; (http://www.home-sewing.com/Environment-EN)
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g. Overall Operations
Reduction of energy consumption in its building to optimize building performance, these
building include parts centres, warehouses, offices by installing fluorescent lighting in
warehouse, sensors to reduce interior corridor lighting, building automation system to
minimise the energy used in the warehouse and office, photovoltaic rooftop solar panel.
(Toyota North America, 2009)
Educating third party users on carbon emission from purchased electricity, natural gas use,
business travel, employee activities, and logistics activities by working to find ways to reduce
emission by these third party users.
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Practical Adoption of Strategies in terms of Cost, Service and Quality
Cost;
The practical adoption of these strategies had a significant effect on cost. Toyota by reducing
the environmental impact of their energy use also reduced the cost of operation in its
manufacturing facilities. An example of this reduction in cost was shown in Toyota’s US
plants, where energy improvement have reduced carbon emissions by almost 150,000 metric
tons since 2002 financial year saving over $18 million annually.
Also Green procurement has enabled Toyota to decrease costs by increasing the purchasing
volume per category and minimising the frequency of single purchase through the retaining
of same features or performance while reducing the number of product categories.
Assessing the energy consumption of office equipment during use has reduced cost. Also
Toyota’s service centres have due to reduction in energy use have had savings of up to
20percent in electricity and gas consumption as well as reducing the carbon footprint of each
site around 30 tonnes of carbon a year.
Toyota’s reduction of office supplies to products that are green compliant helped it keep
down office supply cost.
Service;
Toyota has been involved in ensuring significant reduction on energy use in its services and
parts centres, warehouse and dealership centres. Also Toyota’s dealers, servicemen and
keepers are trained and provided with resources to help them manage services related waste
streams and comply with environmental and safety regulatory requirements. They also are
trained on how to educate and inform customers on ways to be green conscious while using
their vehicles.
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Quality;
Toyota has achieved a reputation for the production of very high quality vehicles in all
countries around the world. This has been achieved due to quality control and quality
assurance, which is unique to Toyota and has been developed over the years by applying
kaizen or continuous improvement that enables to increase quality, efficiency and reduce
costs. Toyota considers quality control as a key part of the activities to produce products or
services economically and to be of a standard which exceeds customer needs. Toyota’s
approach is peculiar because everybody from research and development to manufacturing,
retailing and servicing contribute to the quality control process. This quality reputation has
been maintained, but in recent times the quality has been questioned due to recall in America
of Toyota cars including its green car prius as a result of neglect on safety and reliability.
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2. Various Challenges Involved
There are various challenges encountered by Toyota Corporation while implementing the
programmes of carbon emission reduction in its entire operations. These challenges are
encountered across Toyota’s value chain.
Figure 7: Source; (http://www.1000ventures.com/business_guide/im_value_chain_main.html)
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Supply Chain Model
a. Water
One of the greatest challenges facing Toyota while adopting strategies centred on green
environment is the issue of water conservation in their operations, fresh water is their most
precious resources and reducing consumption has been challenging. Toyota is taking steps to
conserve water across its operations worldwide. Although there has been a drop in their water
usage but the consumption rate is still on the high side.
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Figure 9: Source; http://www.cleanmpg.com/forums/showthread.php?t=18285
b. Reducing substances of concern
There are substances of concerns which are heavy metals like mercury, cadmium, lead,
hexavalent chrome and volatile organic compounds in the automobile cabin that may have
both environmental and health effects but cannot be removed completely from operations ii
cannot avoided in vehicle production.
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c. Electricity
Despite the attraction of electricity as a power source for transportation a number of issues
and challenges remain like the energy density of batteries, infrastructure issues such as
recharging facilities. The presently used battery in Toyota’s hybrid car lithium-ion battery has
the tendency to overheat, to build a plug in hybrid car that would only run on battery power
for 40 miles a battery powerful enough to achieve that task the size will fill the trunk of the
car.
d. Customers Acceptance
With infrastructures for plug in to be recharged not yet readily available, management of
Toyota are concerned that customers might not accept a plug-in hybrid electric car to be
recharged every day, rather customers may want to continue using the normal conventional
fuel already available.
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3. Long term advantages
There are many long-term advantages for Toyota by adopting green technology.
a. Boost of the image of the company to the public.
The image of Toyota as a highly innovating, environmental friendly company has been
already been established because of the great effort they have put in place across all their
operations to be green compliant. This good image will continue to attract ethical consumers
who are concerned about products that pollute the environment, and also consumers who
value great innovation and quality. Already a poll taken puts Toyota as the
b. Attract good employees
It will enable the company to attract employees who care about the environment, and want to
impact the world through green compliance. Since Toyota is building towards a sustainable
future, attracting these types of employees will aid and boost their operations positively.
c. Lower Carbon Emission
Adopting green compliance in their operations will reduce carbon emissions, thereby saving
the environment from disasters associated with pollution. The Earth will be better for it in the
long run.
d. Saving Cost
Adopting green compliance will also reduce cost of production, procurement cost, logistic
costs, thereby adding profit to the balance sheet of the company. This will be favourable to
the shareholders who will have better profits, employees who will receive better pay and
customers who will be able to purchase cheaper. Therefore every person is affected
positively.
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Recommendation
Having gone through all the ways Toyota Motor Corporation are practically adopting green
strategies in their operations, it can be said that the level of attention they have paid to this
issue is very great. But still there are some areas that need improvement.
a. The issue concerning safety and reliability
Toyota already has good quality reputation, but where they have not done well is in the area
of safety and reliability. The issue of safety and reliability was highlighted more during the
case of recalling of a lot of Toyota vehicle models including the green compliant Prius. This
safety issue might do a lot of damage to the reputation they have built over the years.
Therefore the management should ensure that safety and reliability of their vehicles must go
hand in hand with green compliant strategy and models.
b. Synergy among the subsidiaries
Having looked at different information from different subsidiaries of Toyota, it can be noted
that the Japanese headquarters, North American subsidiary and Asian subsidiaries like
Thailand was more green compliant than the Subsidiary in Europe. Therefore the
management should ensure that Toyota as a group have one common focus towards green
compliance in its entire operations.
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Conclusion
This work has been able to show the need for adoption of environmental friendly strategies in
the operations of any organisation, by learning from the ways Toyota Motor Corporation has
been able to implement the right green strategies. It is also important that all organisations
that have not been serious about the issue raised in this write up become, because for the
earth to become safer, all hands must be on deck to reduce and totally remove all forms of
pollution that contributes to global warming.
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