Case studies 3/9 sites that were problematic.
“But we didn’t want 80% of our net- work involved – we wanted 100%. “If we had chosen the easy route we
would have launched on time. But we wanted to have everybody on board. So while we could have moved more quickly by implementing a slightly different programme, the benchmark would not have been as robust, and we would have covered only part of our network, which was not what we wanted to do.” Involving the Carbon Trust was very important, particularly in the programme’s early stages, Rosselle says. “It was great to have access to their resources and knowledge, for example the help we received in selecting consult- ants to carry out site surveys, which was carried out in co-ordination with the Trust, and proved very successful. “And the Carbon Trust is a respected organisation – it is all very well Toyota saying ‘we’ve achieved this’ and ‘we’ve cut that’. The Trust can independently back up our claims, and independent verification is important if you want to be credible.”
Capturing all the opportunities for energy (and related carbon) reductions rather than just the low-hanging fruit – is central to Toyota’s approach. Rosselle says: “If you look at the environmental impacts of a car over its life time, three-quarters of carbon dioxide emissions and energy use relate to the customer driving the vehicle once it has been sold.
“One could argue that the minority of emissions from other sources are not a priority, but that’s not our approach. “And if you examine all CO2 emissions from Toyota’s operations in Europe, retailers are the third largest source of greenhouse gases – 18% of the total – so the dealership network should be our third priority after our manufacturing sites and logistics.”
The programme is now in its first full year, having begun in 2011, and will conclude in 2013.
Rosselle says: “Early indications are very promising.
“And we continue to support our retailers on this journey. From last summer, webinar training is helping envi- ronmental specialists at each dealer build action plans and use the tools at their disposal to achieve reductions. “And our head office and other sites which across the UK are all subject to exactly the same objectives – the rationale is we should be working to inspire our dealers. “They have a target of achieving 20% reductions in energy use, so it’s only fair for us to share exactly the same challenge.”
Dealerships have been receptive to the 360-degree strategy
If you want to be transparent and honest with the public, you need to base the measurement of improvements on a meaningful benchmark
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