Site search

News

Business/Products

Business/Products

R&D/Innovation

R&D/Innovation

Sustainability

Sustainability

Corporate Information

Corporate Information

Investor Relations

Investor Relations

Global Careers

Japanese

2025 Environmental Action Plan

The Toyota Boshoku group formulated its “2050 Environmental Vision” in May 2016, based on the belief that it is necessary to take a long-term perspective toward environmental issues and tackle them at an even higher level. Based on the vision, the group has established six Stretch Environmental Goals to be realized by 2050, including the challenge of achieving zero CO2 emissions in business activities.
Aiming to realize the “2050 Environmental Vision,” in November 2020 the group announced the “2025 Environmental Action Plan” to be followed in the five years to 2025, and is promoting relevant activities.

2050 Environmental Vision and 2025 Environmental Action Plan

(◆: Toyota Boshoku group   ▲: Toyota Boshoku)

  2050 Environmental Vision
6 Stretch Environmental Goals		 2025 Environmental Action Plan Results from fiscal 2022 Related
SDGs
Target Action items
Climate Change

1 Challenge of achieving zero CO2 emissions in the Toyota Boshoku group

 ◆ CO2 emissions
25% reduction compared to FY2014		 ① Minimise CO2 emissions in daily improvement activities
  • Setting up the Daily Improvements Working Group, as well as completion and cross-organizational deployment of Toyota Boshoku’s 40 items of highest global priority. Additionally, creation of the “CO2 Reductions by 2030” business scenario, and systematic implementation of medium-term improvements to energy conservation
  • Drawing up of our guidelines for decision-making on carbon neutral investments, based on our Internal Carbon Pricing (ICP). Additionally, setting out cost-effectiveness criteria for investments, and increasing the speed of investment decision-making
② Develop and adopt the most advanced and innovative production technologies
  • Visualization of the energy conservation issues for our investments until the year 2030
  • Establishment of the working group system by collaboration with various production engineering divisions as well as cross-organizational deployment of their strengths to further raise awareness of issues surrounding carbon neutrality
  • Cooperation with manufacturers outside the Toyota Boshoku group to promote energy conservation, and share relevant technology. For example: carrying out Genchi-Genbutsu (go, see & study) evaluations of production processes and then proposing improvements
  • Reductions to CO2 emissions resulting from electrification of pneumatic equipment
◆ Adoption rate of renewable energy: 15% ③ Accelerate formulation of renewable energy scenario and adoption of renewable energy tailored for individual country/regional policy
  • Purchase of renewable energy certification in Europe region (carbon neutrality achievements by 2030)
  • Installation of solar power generation (utilizing the PPA*1 system) at various business sites in Japan (Sanage Plant, Toyohashi Plant, and global headquarters) and in China (Toyota Boshoku (China) and Tianjin INTEX) for a total of 5,639 kW of electricity
④ Study potential use of next generation energy in our company with the mid to long-term roadmap
  • Investigation into various methods of contributing to carbon neutrality, including making use of low-carbon hydrogen and various forms of carbon recycling, such as methanation*2 and carbon dioxide capture
Renewable energy installation rate (quantity of renewable energy/total electricity usage)
Region Base year Item 2025 target
Global ー Renewable energy installation rate 15%

Renewable energy installation ratio
FY2022 results: 3.7%

[Targets related to action items 1–4]

CO2 emissions
Region Base year Item 2025 target
Global FY2014 Emissions 25% reduction

CO2emissions
FY2022 results: 307,218 t-CO2warranty mark

2 Challenge of achieving zero CO2 emissions in the product life cycle

 ◆
  • Review plans and progress of manufacturing products factoring in lightweighting for new car models
  • Review plans and progress of manufacturing products factoring in features other than lightweighting for new car models
 ⑤ Product development that contributes to top-level fuel efficiency Changes to contribute towards reductions in a product’s life cycle CO2 emissions
1）Weight reduction
・Replacing conventional metal springs and wires in vehicle seat cushions with fiber cloth springs, leading to slimmer seating
2）Other changes
・Utilizing kenaf fibers in vehicle seat back panels
⑥ Promote product development to support next generation automobiles
⑦ Develop and commercialise a wider variety of biomass-derived products
▲ CO2 emissions in logistics: 14% reduction compared to FY2012 ⑧ Reduce CO2 emissions through the pursuit of efficient logistics activities

FY2022 results: 5,677t-CO2

  • Reduction of the number of trips taken, e.g. by consolidating multiple trips with similar routes
  • Changing vehicle size class based on load to be carried heavy-duty truck -> 4-ton truck

[Targets related to action item 8]

CO2 emissions from logistics activities
Region Base year Item 2025 target
Toyota Boshoku FY2012 Emissions 14% reduction

Water Scarcity

3 Challenge of achieving zero wastewater in the Toyota Boshoku group production processes by water recycling

 ◆ Basic unit of water use : 6% reduction compared to FY2014 ⑨ Reduce wastewater by developing water-less processes and water recycling technologies
  • Expansion of circular recycling system for septic tank output water (Toyohashi-Minami Plant, Toyohashi-Higashi Plant), with an eye to zero wastewater
  • Reduction of water consumption, as a result of water recycling and highly-efficient water usage
  • Introduction of technology that uses less water during production, as a result of improved washing efficiency in the dyeing process (the Bubble Method)

FY2022 results: 450 m³/1,000 units warranty mark (-28%)

[Targets related to action item 9]

Water consumption
Region Base year Item 2025 target
Global FY2014 Base unit: 1,000 m³/1,000 units 6% reduction

Resources Depletion

4 Challenge of minimising natural resources usage

 ◆
  • Set a target of non-petroleum and recycled material usage to be realised by 2030, and draw a roadmap for commercialisation
  • Promote research that will accelerate usage of plant-derived materials
 ⑩ Reduce usage of scarce resources by developing biomass and recycling technologies
  • Identification of the current product waste situation, as well as the resulting issues, with an eye to achieving carbon neutrality. Creation of a scenario for making use of materials recycling and biomass, and incorporation of this into a product development roadmap, as well as promotion of further development

5 Challenge of minimising wastes produced by the Toyota Boshoku group

 ◆ Basic unit of waste emissions : 14% reduction compared to FY2012 ⑪ Promote minimisation of wastes generated in production activities
  • Low-emission materials
    Development of production engineering, as well as continuation of the promotion of emissions minimization via day-to-day improvement activities
  • Promotion of the re-utilization of waste products
  • Investigation and introduction of low-emissions equipment
  • Introduction of new methods and equipment, with an eye to reducing the amount of waste produced (e.g. improvements to laser cutter throughput yields)

FY2022 results: 3.17t/1,000 units warranty mark (-18%)

[Targets related to action item 11]

Waste
Region Base year Item 2025 target
Global FY2012 Base unit: t / 1,000 units 14% reduction

⑫ Reduce packaging materials used in logistics activities and use resources effectively

FY2022 results: 2,146t

  • Reduction of the amount of materials used in packing bumpers, as a result of revisions to packing methods
  • Reduction of mass of door packing material, as a result of changes in packaging design
  • Discontinuation of stickers previously used to mark product codes on packaging, and replacement with printed product codes
  • Reduction of materials used, as a result of a switch from use of polyethylene bags and cardboard to use of bubble wrap
Biodiversity Crisis

6 Challenge of plating 1.32 million trees as part of reforestation activities

 ◆ Number of trees planted: 140,000(Cumulative total: 640,000) ⑬ Promote connecting forest and biodiversity conservation activities regionally and globally The scope of our activities in fiscal 2022 was limited by the impacts of the ongoing COVID-19 pandemic. As a result we were unable to meet our targets, with the planting of 5,000 trees delayed to fiscal 2023
FY2022 results: 49,859 trees
Cumulative total as of FY2022: 586,290 trees
  • 1) Preventing desertification in Inner Mongolia, China
    FY2022 results: 15,000 trees
    (due to the impacts of the ongoing COVID-19 pandemic, a portion has been carried over to the next fiscal year)
  • 2) Preventing wind-blown sand in Thua Thien Hue province, Vietnam
    FY2022 results: 14,000 trees
  • 3) Tropical forest restoration in the Amazon rainforest, Brazil
    Results: carried out preservation work and monitoring of growth in the area
All-Toyota Harmony with Nature Working Group
Activities halted as part of our COVID-19 anti-infection measures
  • Toyota Boshoku France’s bird conservation activities

Cooperation with environmental conservation groups to plant 500 shrubs throughout company sites in France in order to combat the ongoing decline in bird populations
Management

Management

 ⑭ Promote the reinforcement of the consolidated environmental management
  • Formulation of a new target of reducing CO2 emissions by 50% by 2030 (compared to FY2014)
  • Implementation of scenario analyses (based on TCFD*3 recommendations) on both the effects of climate change on our business, and the resulting risks and opportunities. Additional confirmation of the direction our initiatives are moving in, as well as reflection of this in our management strategy.
⑮ Strengthen the chemical substance management system
  • Regular convening of committee activities around the world, as well as promotion of further development, with the aim of expanding and strengthening our CiP (Chemicals in Products) management systems
⑯ Reduce the VOC*4 emissions from production activities
  • Continued promotion of reductions in VOC via daily improvements
  • Incorporation of low-VOCs technology into the planning of manufacturing processes and equipment, via such changes as moving away from solvent-based adhesives
⑰ Promote environmental activities in collaboration with business partners
  • Development of environment-related expected values in our global purchasing policy
  • Promotion of environmental activities, such as workshops on carbon neutrality run by the supplier group member, and further development of our company’s energy conservation techniques
  • Implementation of self-assessments by our suppliers
  • Annual award from Toyota Motor Corporation Environment Promotion Excellence Award
⑱ Promote environmental management in product development Identification and confirmation of LCA*5 issues during R&D, setting of necessary base units, and promotion of visualization of CO2 emissions levels
⑲ Strengthen environmental education to pass the environmental conservation activities on to future generations Implementation was not possible, due to the impacts of the ongoing COVID-19 pandemic in FY2022
  • Proactive utilization of teleworking
    (percentage of staff teleworking in administrative and technical workplaces as of March 2022: 42%)
  • With the spread of telework, we have revised the payment method for commuting allowances from a monthly fixed amount to a payment method according to the actual commuting situation.
⑳ Enhance communication with stakeholders through active disclosure of environmental information
  • Consistent elucidation of our environmental initiatives in the Toyota Boshoku Report, as well as at exhibitions and in internal newsletters
  • Holding of environmental lectures, as well as other activities for strengthening environmental awareness during Environment Month and Energy Saving Awareness Month
  • Updating of the results of business scenario analyses, with an eye to further improving our information disclosure based on TCFD recommendations

  • Power Purchase Agreement: a contract for the purchase of electricity by a power company from a party that generates electricity
  • Methanation: the conversion of carbon dioxide and hydrogen into methane
  • The Task Force on Climate related Financial Disclosures
  • Volatile Organic Compounds: organic chemicals which have a high volatility (i.e. a high vapor pressure at room temperature). This term covers 100 substances designated by Japan’s Ministry of the Environment
  • Life Cycle Assessment: a comprehensive assessment of the environmental impact of a product from its creation, throughout its use, and to its disposal.
  • Target values are based on our current business plan. These target values may be subject to future review in case of substantial changes to our business plan.
  • Detailed targets are established each fiscal year, and disclosed on our website
  • Our environmental initiatives plan is shared among Toyota Boshoku and Toyota Boshoku group companies

Energy consumption and water consumption, as well as CO2 emissions (Scopes 1 and 2) and waste generation data that has been assured by an independent assurance provider is marked with this warranty mark assurance symbol assurance symbol ( click here for details ).