Professional Documents
Culture Documents
DE SUSTENTABILIDAD
2008
Indice
Mensaje del Presidente de Toyota Mercosur
INTRODUCCION
Filosofa Corporativa
35
63
CICACZ
63
Forestacin
64
36
38-39
64
SOC
38
64
La Organizacin
38
64
La Gestin
38
65
39
65
Calidad de Aire
40-43
66-77
Toyota Argentina
40
66
Presentacin
40
El Toyota Way
66
Calidad de Aire
41
Versin Digital
Emisiones Gaseosas
42
67
42
Cantidad de Empleados
68
68
70
71
Cdigo de Conducta
72
72
10
12
Gestin Ambiental
12
12
Historia de TASA
13
44-55
44
44
46
46
47
14
72
14
48
72
48
72
48
72
Aspectos Ambientales
48
Intranet Interactiva
72
Anormalidades Ambientales
50
Publicaciones Internas
73
Toyota EMS
50
Boletines Informativos
73
Auditora Global
50
74
Auditoras Ambientales
50
75
Auditora de Qumicos
51
76
La Mejora Continua
52
Celebracin de Fin de Ao
76
Certificacin en Concesionarios
52
Servicio Mdico
76
53
76
Certificacin en Proveedores
54
77
54
Comedores
77
54
77
ASPECTOS AMBIENTALES
Energa y Calentamiento Global
16-25
17
18
18
18
19
21
22
22
23
24
26-37
56-57
ASPECTOS ECONOMICOS
Cifras Consolidadas AF 2007 y Comparativo con el
AF 2006
78
56
Venta de Vehculos
78
Campaas Internas
56
78
Promoviendo la Seguridad
56
79
56
79
57
El Cliente Primero
58-65
26
Residuos
26
28
Monitoreo de Efluentes
30
60
Reciclado de Automviles
30
61
31
Arte y Cultura
61
32
61
32
Ciudadana y Comunidad
62
32
34
Empaque y Embalaje
34
62
35
63
58
Summary
Message from President of Toyota Mercosur
Management
Employee Relations
Air Quality
Employee Relations
67
INTRODUCTION
Corporate Philosophy
Guiding Principles at Toyota
Toyota Argentina
39
40-43
65
66-77
41
67
41
Air Quality
41
67
Gas Emissions
43
Number of Employees
69
43
69
71
71
Code of Conduct
73
Environmental Management
44-55
EMS Foundations
45
45
47
73
47
73
47
Five-minutes Talks
73
49
73
49
73
Environmental Aspects
49
Interactive Intranet
73
Environmental Anomalies
51
Internal Publications
73
Toyota EMS
51
Newsletters
73
Global Audit
51
75
Environmental Audits
51
75
Chemicals Audit
51
77
Ongoing Improvement
53
77
Dealerships Certifications
53
Medical Service
77
53
Fitness Center
77
Suppliers Certifications
55
Ergonomics Evaluations
77
55
Canteens
77
55
55
Introduction
Digital Version
11
13
12
13
History of TASA
13
14
15
ENVIRONMENTAL ASPECTS
Energy and Global Warming
16-25
17
19
19
19
19
19
21
21
23
23
23
25
Resource Management
26-37
27
Waste
SOCIAL ASPECTS
Customer Relations
56-57
78
Internal Campaigns
57
79
Safety Promotion
57
79
57
57
Community Relations
58-65
59
29
61
Wastewater Monitoring
31
61
Automobile Recycling
31
61
31
61
33
63
33
33
63
35
63
35
63
35
63
35
CICACZ
63
37
Aforestation
65
37
65
65
Supplier Policy
65
65
39
Organization
39
78
27
SOC
78
Vehicle Sales
57
59
38-39
Customer First
Substances of Concern
ECONIMIC ASPECTS
Broadening Horizons is the slogan we have chosen for this financial year. It is a slogan that is open to a variety of interpretations
such as the broadening of business horizons via technological and new product innovations or the broadening of the Companys
horizons as a member of society.
In June this year, the Toyota Motor Corporation issued its CSR Policy: Contributions towards Sustainable Development.
The policy sets out Toyotas corporate values and provides guidelines for each of its stakeholders, and provides each of its
subsidiaries with the basis for initiatives that contribute to the development of a harmonious and sustainable society. The annual
reports issued by each of the Toyota MERCOSUR companies should allow the Corporations environmental and social activities
to be seen within this context.
Creating harmonious relations with our interest groups and adding economic, social and environmental value to society as a
we contribute to susteinable development broadening horizons.
Shozo Hasebe
The biggest phenomenon that we can observe in Corporations on these days is the increasing of the expectancy of
environmental and social responsibility issues. This situation explains the world environmental problems; it means the conscience
of public opinion that the companies must consider it has an important effect on the business world and Toyota wants to be the
leader on environmental solutions; it is the challenge of Toyota. People of all over the world are caring about the global warming,
the impoverishment of natural resources and pollution, because the Earth sustainability is on risk for coming generations.
This Report represents a public commitment between industrial cycles -from production to consumption- and the cycle of
product life. Toyota ongoing commitment is presented on the next pages; Environmental Kaizens show our integrity and respect
for people and for the world we live in.
The meaning of Broadening Horizons, the slogan that we are using on this fiscal year, is to open the future and Toyota aims
to develop an environmentally sustainable industry, linking success with a healthy ecosystem.
Tsuneo Itagaki
Vice Presidente Industrial de Toyota Mercosur
Toyota Mercosur Industrial Vice President
4
Estimado Lector,
En Toyota Argentina S.A. entendemos que tanto el Desarrollo Sustentable
como la Responsabilidad Social Empresaria, juegan un papel preponderante en
el xito de las organizaciones del siglo XXI. Este es el camino que como empresa
estamos recorriendo junto a nuestros empleados, clientes, concesionarios y
proveedores, con el objetivo de crear valor en la comunidad y de obrar de manera
responsable en todos los estados en los cuales nos vemos involucrados.
Como empresa lder en la industria nos vemos en la necesidad de responder
frente a todos nuestros stakeholders y mostrar cmo llevamos adelante este
negocio de manera exitosa y al mismo tiempo comprometidos con el medio
ambiente y el desarrollo de la sociedad, demostrando que una empresa
socialmente responsable no pasa por el hacer sino por el ser.
Es en este marco que tengo el agrado de presentarles y compartir con ustedes
el sexto reporte anual de Toyota Argentina, el cual rene todas las actividades
con impacto ambiental y social que llevamos adelante. No obstante, la sustentabilidad de la gestin
empresaria slo se la puede hallar en el equilibrio entre equidad social, cuidado del medio ambiente
y crecimiento econmico y es por ello que a partir de esta edicin 2008 se incorporan al los aspectos
econmicos, constituyndose como Reporte de Sustentabilidad.
Este crecimiento paulatino del reporte a lo largo de los aos, acompaa la sensibilidad e
incremento en temas de sustentabilidad por parte de la sociedad y responde a las necesidades
de nuestros lectores as como tambin comparte la filosofa de la compaa del mejoramiento
continuo.
Agradecemos su atencin y la oportunidad de poder compartir con usted nuestras experiencias
y esperamos les sea de inters la informacin presentada.
Dear Reader,
We at Toyota Argentina S.A. understand that both Sustainable Development and Corporate Social Responsibility play a key
role in XXI Century Corporations success. This is the path we are walking along with our employees, customers, dealers, and
suppliers, aiming at creating value in the community and acting in a responsible manner in all stages involved in our activities.
As a leading corporation in the industry, we are committed to all of our stakeholders and have the need to show how we run
this business for success, engaged, at the same time, in protecting the environment and developing the society, proving that what
matters is what a socially responsible corporation is rather than what it does.
Within this framework, I am pleased to share with you the Toyota de Argentinas Sixth Annual Report, which describes all
the environmental-impact and social activities we are carrying out. Corporate management sustainability, however, can only be
achieved by finding a balance between social equity, environmental protection, and financial growth. Thus, this 2008 Edition and
subsequent ones will include the financial aspects in the form of a Sustainability Report.
This gradual growth throughout the years has accompanied the increasing societys sensitivity toward sustainability issues,
and it responds to our readers needs and shares our corporate ongoing improvement philosophy.
Many thanks for your attention and for giving us the opportunity to share our experiences with you. We hope the submitted
information is of interest to you.
Introduccin
Filosofa Corporativa
Gua de Principios Toyota
1. Honrar el contenido y el espritu de las leyes de todas las naciones
del mundo y llevar a cabo actividades de poltica abierta y justa
para ser un buen ciudadano corporativo en todo el mundo.
2. Respetar la cultura y tradiciones de todas las naciones y contribuir
al desarrollo econmico y social a travs de las actividades
corporativas en las comunidades locales.
3.Dedicarnos a proveer productos limpios y seguros y contribuir a
la mejora en la calidad de vida en todo el mundo por medio de
nuestras actividades.
4. Crear y desarrollar tecnologa de avanzada y suministrar productos
y servicios de primer nivel que satisfagan las necesidades de
nuestros clientes en todo el mundo.
5. Promover una cultura corporativa que realce la creatividad
individual y el valor del trabajo en equipo, honrando, a la vez, la
confianza mutua y el respeto entre los directivos y los empleados.
6. Lograr el crecimiento en armona con la comunidad global a
travs de una direccin innovadora.
7. Trabajar con los socios del negocio en la investigacin y la
creacin para obtener un crecimiento a largo plazo y beneficiarnos
mutuamente, sin perder de vista las posibilidades de establecer
nuevos lazos de negocios.
CLIENTES
Tomando como base nuestra filosofa de El cliente primero,
desarrollamos y proporcionamos destacados productos y
servicios de alta calidad, innovadores y seguros que responden a
las demandas de los ms variados clientes para enriquecer la vida
de la gente en todo el mundo. (Principios 3 y 4).
Nos esforzaremos para proteger la informacin personal de
cada cliente de acuerdo con la letra y el espritu de las leyes de
privacidad de cada pas. (Principio 1)
EMPLEADOS
Respetamos a nuestros empleados y creemos que el xito
de nuestro negocio est liderado por el trabajo en equipo y la
creatividad individual. Estimulamos el crecimiento personal de
nuestros empleados. (Principio 5)
Sostenemos la igualdad de oportunidades laborales y la diversidad,
inclusin y no discriminacin de nuestros empleados. (Principio 5)
Nos esforzamos para proporcionar condiciones justas de trabajo y
por mantener un ambiente laboral saludable y seguro para todos
los empleados. (Principio 5)
Respetamos y honramos los derechos humanos de la gente
involucrada en nuestro negocio, y en particular, el no uso del
trabajo forzado o de nios. (Principio 5)
A travs de la comunicacin y el dilogo con nuestros empleados,
realizamos y compartimos el valor de Confianza y Responsabilidad
mutuas y trabajamos juntos por el xito de nuestros empleados y
la compaa. (Principio 5)
Las reas gerenciales de cada compaa son las que lideran
el fomento de una cultura corporativa y la implementacin de
polticas que promueven una conducta tica. (Principios 1 y 5)
SOCIOS COMERCIALES
Respetamos a nuestros socios comerciales tales como
proveedores y concesionarios y trabajamos con ellos a travs de
relaciones de largo plazo para lograr un crecimiento mutuo basado
en la confianza mutua. (Principio 7)
Introduction
Siempre que buscamos un nuevo socio comercial,
estamos abiertos a todos los candidatos sin
importar su nacionalidad o tamao y los evaluamos
sobre todo por su solidez. (Principio 7)
Mantenemos una competencia libre y justa de
acuerdo con la letra y el espritu de las leyes de
competencia de cada pas. (Principios 1 y 7)
ACCIONISTAS
Nos esforzamos por realzar el valor corporativo
mientras se logra alcanzar un crecimiento estable
y de largo plazo para el beneficio de nuestros
accionistas. (Principio 6)
Informamos de manera justa y oportuna a nuestros
accionistas e inversores acerca de nuestros
resultados operativos y condiciones financieras.
(Principio 6)
Both locally and globally, all Toyotas affiliates actions are taken
based on the Guiding Principles at Toyota. These were adopted in 1992
and revised in 1997, and they reflect the type of company Toyota
pursues to be maintaining a unity as regards its philosophy, values,
and methodologies.
Corporate Philosophy
Guiding Principles at Toyota
1. Honor the language and spirit of the law of every nation and undertake open and fair corporate activities to be
a good corporate citizen of the world.
2. Respect the culture and customs of every nation and contribute to economic and social development through
corporate activities in the communities.
3. Dedicate ourselves to providing clean and safe products and to enhancing the quality of life everywhere through
all our activities.
4. Create and develop advanced technologies and provide outstanding products and services which fulfill the
needs of customers worldwide.
5. Foster a corporate culture that enhances individual creativity and teamwork value, while honoring mutual trust
and respect between labor and management.
6. Pursue growth in harmony with the global community through innovative management.
7. Work with business partners in research and creation to achieve stable, long term growth and mutual benefits,
while keeping ourselves open to new partnerships.
Contributions towards Sustainable Development
The basic principles and policies on social contribution activities were reviewed by Toyota Motor Corporation
(TMC) in 2005, and the document entitled Contributions towards Sustainable Development was created. That
document is based on the Guiding Principles at Toyota and its purpose is to clarify the companys position
regarding social contribution activities as well as the scope of said activities. The axis of these principles is To
create a prosperous society and achieve sustainable development through actions contributing to a sustainable
and harmonious growth for both the society and the planet.
CUSTOMERS
Based on our philosophy of Customer First, we develop and provide innovative, safe and outstanding high
quality products and services that meet a wide variety of customers demands to enrich the lives of people
around the world.. (Guiding Principles 3 and 4).
We will endeavor to protect the personal information of customers in accordance with the letter and spirit of each
countrys privacy laws. (Guiding Principles 1)
EMPLOYEES
We respect our employees and believe that the success of our business is led by each individuals creativity and
good teamwork. We stimulate personal growth for our employees. (Guiding Principles 5)
We support equal employment opportunities, diversity and inclusion for our employees and do not discriminate
against them. (Guiding Principles 5)
We strive to provide fair working conditions and to maintain a safe and healthy working environment for all our
employees. (Guiding Principles 5)
We respect and honor the human rights of people involved in our business and, in particular, do not use or
tolerate any form of forced or child labor. (Guiding Principles 5)
Through communication and dialogue with our employees, we build and share the value Mutual Trust and Mutual
Responsibility and work together for the success of our employees and the company. (Guiding Principles 5)
Management of each company takes leadership in fostering a corporate culture, and implementing policies, that
promote ethical behavior. (Guiding Principles 1 and 5).
BUSINESS PARTNERS
We respect our business partners such as suppliers and dealers and work with them through long-term
relationships to realize mutual growth based on mutual trust. (Guiding Principles 7)
Whenever we seek a new business partner, we are open to any and all candidates, regardless of nationality or
size, and evaluate them based on their overall strengths. (Guiding Principles 7)
We maintain fair and free competition in accordance with the letter and spirit of each countrys competition laws.
(Guiding Principles 1 and 7).
SHAREHOLDERS
We strive to enhance corporate value while achieving a stable and long-term growth for the benefit of our
shareholders. (Guiding Principles 6)
We provide our shareholders and investors with timely and fair disclosure on our operating results and financial
condition. (Guiding Principles 6).
Introduccin
No toleramos el soborno de ningn socio comercial, organismo
gubernamental ni autoridad pblica y mantenemos relaciones
justas y honestas con dichos organismos y autoridades. (Principio 1)
FILANTROPA
Dondequiera que realicemos negocios, promovemos y participamos
activamente, ya sea de manera individual o con otras compaas,
en actividades de filantropa que nos ayuden a fortalecer las
comunidades y contribuir a enriquecer la sociedad. (Principio 2)
Innovar para el futuro: una pasin por crear una sociedad mejor Realizar aportes a la sociedad a travs de la fabricacin de automviles. Debemos avanzar hacia el
futuro con una pasin renovada y aspiraciones an ms elevadas para poder crear en este nuevo siglo una sociedad ms prspera.
Vida confortable
Transformarse en lder en la creacin de automviles dentro de una
sociedad basada en ellos, en la cual la gente pueda vivir con comodidad,
seguridad y confort.
Era de la tecnologa de la informacin (TI) y de la red abierta*
Tecnologa avanzada de comunicacin y tecnologas TI en los vehculos.
s )mportante mejora en el acceso a servicios de informacin durante la
conduccin.
s -AYOR SEGURIDAD EN LA CONDUCCIN COORDINADA CON LA ESTRUCTURA DEL TRNSITO
Respeto hacia todas las personas
Ser una verdadera empresa global que gane el respeto y apoyo de la
gente en todo el mundo.
Advenimiento de una sociedad madura
s ,A SOCIEDAD AVANZA HACIA UN MAYOR RESPETO POR LAS PERSONAS DE
naciones y culturas diferentes.
s %N LAS COMPAAS INTERNACIONALES TRABAJARN JUNTAS PERSONAS DE
diferentes naciones y grupos tnicos
*Red abierta: medio bajo el cual los avances de la informacin y de las telecomunicaciones permiten a todos acceder a toda la informacin en cualquier momento
desde cualquier lugar.
Toyota Argentina
Presentacin
pases2010
en las que se produjeron 8.534.700 vehculos durante el ao
Toyota Argentina S.A (TASA) es una empresa VISIN
que fabrica
y
GLOBAL
2007 (ao calendario).
comercializa vehculos automotores en la Repblica Argentina
Innovar para el futuro: una pasin por crear una sociedad mejor Realizar aportes a la sociedad a travs de la fabricacin de
La planta industrial de Toyota Argentina en Zrate se levanta sobre
desde 1997.
Su sede
centralavanzar
se ubica
en elelfuturo
municipio
depasin
Zrate,
automviles.
Debemos
hacia
con una
renovada y aspiraciones an ms elevadas para poder crear en este
132
hectreas de rea rural, de las cuales 122.000 m2 corresponden
provincia de Buenos Aires, desde donde producenuevo
y distribuye
siglo unasus
sociedad ms prspera.
a las reas de produccin y servicios. All, desde enero de 2005, TASA
productos hacia los mercados nacionales e internacionales. Sus
comenz la fabricacin de la tercera generacin de la pick up Hilux en
oficinas comerciales se encuentran en la localidad de Vicente Lpez,
la Argentina, lanzamiento seguido de la versin SUV (vehculo utilitario
provincia de Buenos Aires.
Nueva
imagen
corporativa
a seguir
porsiglas
Toyota
deportivo,
por sus
en ingls) lanzada en septiembre de 2005;
Toyota Argentina es subsidiaria de Toyota Motor Corporation
conocido como Hilux SW4 o Fortuner dependiendo del destino.
(TMC) situada en la prefectura de Aichi en Japn. Las operaciones
Con ms de 2.600 empleados, durante 2006, Toyota Argentina
consolidadas de TMC comprenden 53 plantas industriales en 27
increment su capacidad de produccin a 65.000 unidades anuales
Cmo se prev que ser la sociedad desde
2020
hasta
aproximadamente
2030 a las necesidades del
con
el fin
de responder
ms rpidamente
mercado local y de exportacin. En el ao fiscal 2007, logra su
record
produccin alcanzando las 70.000 unidades.
Vidaen
confortable
Amabilidad con la Tierra
Actualmente Toyota Argentina provee vehculos a pases que
Transformarse en lder en la creacin de automviles
anteriormente
abastecidos
Japn.
Transformarse en lder y fuerza conductora de la
dentro de unaeran
sociedad
basada endesde
ellos, en
la cualDe
la este modo se
regeneracin global, implementando las tecnologas
convierte
en
el
principal
exportador
de
vehculos
afianzndose
como
gente pueda vivir con comodidad, seguridad y confort.
ambientales ms avanzadas.
plataforma de produccin y exportacin de vehculos comerciales a
Eradede
tecnologa
de laLatina,
informacin
ms
20lapases
de Amrica
el Caribe(TI)
y Mxico.
s -OVIMIENTO GLOBAL HACIA UNA SOCIEDAD REVITALIZADA
s 4RANSICIN DESDE UNA ERA DE PRODUCCIN Y CONSUMO
MASIVOS HACIA UNA SOCIEDAD BASADA EN EL RECICLADO
2EDUCCIN REUTILIZACIN Y RECICLADO DE LOS RECURSOS
y de la red abierta*
Contenido
del Reporte 2008
s )MPORTANTE MEJORA EN EL ACCESO A SERVICIOS DE
informacin
durante
la (TASA)
conduccin.
Toyota
Argentina
S.A.
edita de manera anual y consecutiva
desde
el ao 2003 su reporte de gestin ambiental. A partir del
s -AYOR SEGURIDAD EN LA CONDUCCIN COORDINADA CON LA
reporte
2006,del
incluye
adems las actividades sociales vinculadas
estructura
trnsito.
a sus diferentes stakeholders. Frente al crecimiento sostenido de
la compaa y ante una sociedad cada vez ms sensibilizada y
exigente, TASA incorpora a partir del presente reporte las actividades
econmicas. De este modo, Toyota Argentina presenta su primer
Introduction
The Global Vision 2010 proposes the corporate image which Toyota should strive to achieve in 2010 and
beyond. Centered on the basic theme of Innovation into the future- A passion to create a better society, Toyota
is carrying out globalization with renewed passion and even higher aspirations, based on four themes to create a
more prosperous society in this century.
TOYOTA ARGENTINA
Introduction
Toyota Argentina S.A. (TASA) is a company that has manufactured and marketed automobiles in the
Argentine Republic since 1997. Its headquarters are located in the city of Zrate, province of Buenos Aires,
where it produces and distributes its products for both the domestic and international markets. Its commercial
offices are located in the city of Vicente Lpez, province of Buenos Aires.
Toyota Argentina is a subsidiary of Toyota Motor Corporation (TMC), based in the prefecture of Aichi,
Japan. TMCs consolidated operations comprise 53 industrial plants in 27 countries that produced 8,534,700
vehicles in 2007 (calendar year).
Toyota Argentinas industrial plant in Zrate occupies a 132-hectare rural land, 122,000 m2 of which
correspond to the production and services areas. There, in January 2005, TASA began to manufacture
the third generation Hilux vans in Argentina, followed by the SUV (sports utility vehicle) version launched in
September 2005, known as Hilux SW4 or Fortuner, depending on its final market.
With more than 2,600 employees in 2006, Toyota Argentina increased its production capacity to 65,000
units/year in order to meet the local and export markets needs faster. In fiscal year 2007 it achieved its
production record by reaching the 70,000 units.
Toyota Argentina currently supplies vehicles to countries that had formerly been supplied by Japan. Thus,
it has become the primary vehicle exporter, gaining strength as the platform for production and export of
commercial vehicles to over 20 countries in Latin America, the Caribbean, and Mexico.
Aspectos Econmicos
Economic Aspects
Aspectos Sociales
Social Aspects
Aspectos Ambientales
Environmental Aspects
Versin Digital
Introduccin
Introduction
Introduccin
10
Energa /
Calentamiento
Global
Residuos
Objetivo
Actividades 2007
s #ONTROL DE PRDIDAS DE AIRE
s )NSTALACIN EN VLVULAS DE CORTE EN HERRAMIENTAS NEUMTICAS
s 4HERMAL SWITCH PARA EL ENCENDIDO DE VENTILADORES DE LAS TORRES
de enfriamiento.
s #OMPRESOR CON VARIACIN DE VELOCIDAD
s 2EDUCCIN DEL CONSUMO DE MOTORES DE PRENSA CON #INTA &REE
Pass.
s 3ECTORIZAR LUMINARIAS
s 2EDUCCIN DE LAS PRDIDAS DE AIRE
s -ONTAJE DE VARIADORES DE FRECUENCIA EN MOTORES DE BOMBAS DE
recirculacin de ED (electrodeposicin).
s )NSTALACIN DE CONTROLADOR DE COMPRESORES
s #OLOCACIN DE SENSORES DE MOVIMIENTO PARA EL FUNCIONAMIENTO
de ventiladores.
s %NCENDIDO Y APAGADO AUTOMTICO DE HORNOS SEGN NECESIDAD DE
produccin.
s !ISLACIN TRMICA DE LOS DUCTOS DE CALEFACCINREFRIGERACIN
0ROMOVER EL USO EFECTIVO DEL RECURSO PARA CONTRIBUIR A LA
CONFORMACIN DE UNA SOCIEDAD BASADA EN EL RECICLAJE
s 2EUBICACIN Y RECLASIFICACIN DE CESTOS
s !UDITORAS INTERNAS MENSUALES DE CLASIFICACIN
s 2EDUCCIN EN EL USO DE SOLVENTE PARA LIMPIEZA
s /PTIMIZACIN EN EL USO DE GUANTES LAVADO Y REUSO Y
consecuentemente reduccin de residuos.
s 2EDUCCIN DE SCRAP DE PARTES PINTADAS
s /PTIMIZACIN EN LA EXTRACCIN DE BARROS DE LA PILETA DE BARROS
REDUCIENDO EL PORCENTAJE DE AGUA
s -EJORAS PARA EL SECADO DE BARROS Y REDUCCIN DE AGUA EN LA
PILETA DE BARROS
s /PTIMIZACIN DEL CIRCUITO DE LAVADO DE GUANTES
s 2EDUCCIN EN UN DE SCRAP DE PARTES DAADAS RESPECTO DEL
!&
s 2EDUCCIN EN EL USO DE SOLVENTE PARA SISTEMA DE LIMPIEZA
s 2ECICLADO DE POLIPROPILENO DERIVADO DE LA PLANTA DE INYECCIN
s 2EUTILIZACIN DE AGUA PARA USO SANITARIO Y OTRAS INSTALACIONES DEL
personal.
s )NSTALACIN DE EQUIPOS DE RECUPERACIN DE EFLUENTES
s #AMBIO DE REBALCES EN TORRES DE ENFRIAMIENTO
s 2EUSO DE AGUA CONDENSADA POR EQUIPOS DE AIRE ACONDICIONADO
PARA REMOJO DE ALFOMBRAS ANTIPOLVO
Agua
2EDUCIR EL USO DEL AGUA POR VEHCULO MVEHCULO
s #OLOCACIN DE ANTIRRETORNOS DE ENTRADA DE LA TORRE DE
enfriamiento.
s 3EPARACIN DE CISTERNA DE AGUA INDUSTRIAL PARA EL SUMINISTRO EN
pintura y soldadura.
s -EJORAS EN SISTEMA FLOCULANTE DOSIFICADORA POSICIN DE FILTROS
SELLAMIENTOS MTODOS DE LIMPIEZA
SOC
s 3E DETECTAN AUTOPARTES MS CON 3/# QUE SE SUMAN A LAS
ya detectadas
s 2EEMPLAZO DE DE LOS MATERIALES DIRECTOS CON 3/#
s 2EEMPLAZAR LAS AUTOPARTES RESTANTES
VOC
2EDUCIR LAS EMISIONES DE 6/# AL MXIMO NIVEL +GM PINTADO
%STE OBJETIVO A LA FECHA YA FUE ALCANZADO
s ETAPA DE INSTALACIN DE PISTOLAS ELECTROSTTICAS
s #ONTROL DIARIO DE CONSUMO DE PINTURA
s )NSTALACIN DE UN EQUIPO DE OXIDACIN TRMICA REGENERATIVA 24/
QUE ROMPE LA CADENA DE 6/#
s 4RANSFERENCIA DE PINTADO MANUAL A AUTOMTICO EN ALGUNAS PARTES
s 0INTADO AUTOMTICO DE NUEVAS PARTES
s #ONTROL OPERATIVO DE TODO LO IMPLEMENTADO
s #ONCIENTIZACIN AL PERSONAL VINCULADO ACERCA DEL IMPACTO
AMBIENTAL DEL 6/#
Gestin
Ambiental
&ORTALECER LA GESTIN AMBIENTAL
s $ESARROLLO DEL 3!%# #OMIT 3UDAMERICANO DE -EDIO
!MBIENTE EN 4!3!
s 0ARTICIPACIN EN EL 3!%# EN "RASIL
s #OMIT AMBIENTAL DE PRODUCCIN REUNIONES MENSUALES
s 2EVISIN GERENCIAL DOS VECES AL AO
s 0ARTICIPACIN EN EL Y 3!%#
s #OMIT AMBIENTAL DE PRODUCCIN REUNIONES MENSUALES
s 2EVISIN GERENCIAL DOS VECES AL AO
&ORTALECER LA GESTIN AMBIENTAL
s #URSO AUDITORES INTERNOS NUEVOS AUDITORES
s #URSO PRE
PROMOCIN DE TEAM LEADERS CURSOS
participantes.
s #APACITACIN SOBRE 3'! A NUEVOS INGRESANTES CURSOS
ingresantes.
s #APACITACIN SOBRE ASPECTOS AMBIENTALES A 'ROUP LEADERS
asistentes.
s #AMPAA RECOLECCIN DE PILAS KILOS TRATADAS
s #AMPAAS *UNIO Y .OVIEMBRE MESES DEL MEDIO AMBIENTE
s 0UBLICACIN DEL PRIMER REPORTE DE SOSTENIBILIDAD DE LA COMPAA
s %XTENDER LA CAPACITACIN AMBIENTAL A ESCUELAS SECUNDARIAS
s 0ARTICIPACIN EN PROGRAMAS VINCULADOS A LA EDUCACIN AMBIENTAL
s .UEVO UNIVERSO DE PROVEEDORES A CERTIFICAR BAJO LA NORMA )3/
DE ACUERDO A LA 'UA !MBIENTAL DE #OMPRAS ))
s ,OGRAR LA CERTIFICACIN DE NUEVOS CONCESIONARIOS
Entrenamiento
Cooperacin
con la sociedad.
Publicaciones
&ORTALECER LA GESTIN AMBIENTAL
s $OS ESCUELAS SE SUMAN A LA CAPACITACIN AMBIENTAL
ALUMNOS DE :RATE Y #AMPANA RECIBIERON CAPACITACIN SOBRE
CUIDADO AMBIENTAL
s 0UBLICACIN DEL 2EPORTE !MBIENTAL Y 3OCIAL
s &AMILY $AY EDUCACIN AMBIENTAL A HIJOS DE EMPLEADOS
Actividades con
los socios
comerciales
-INIMIZAR EL IMPACTO AMBIENTAL DURANTE TODO EL CICLO DE VIDA DEL
VEHCULO PROMOVIENDO LA CERTIFICACIN EN CONCESIONARIOS Y
proveedores.
s )MPLEMENTACIN DE LA 3EGUNDA 'UA !MBIENTAL DE #OMPRAS
s PROVEEDORES CERTIFICADOS CON )3/
s CONCESIONARIOS CERTIFICADOS CON )3/
s CONCESIONARIOS CERTIFICADOS CON 3!4
s #APACITACIN A CONTRATISTAS Y VISITAS
s #URSOS DE PRE
PROMOCIN DE TEAM LEADER
s #APACITACIN A TEAM MEMBERS DURANTE PARADAS DE PLANTA
s #APACITACIN SOBRE 3'! SEGN CATEGORA
s #APACITACIN A NUEVOS INGRESANTES
Introduction
Waste
Water
s 0REVENTING AIR LOSSES
s )NSTALLING CUTOFF VALVES ON PNEUMATIC TOOLS
s )NSTALLING THERMAL SWITCH TO TURN ON FANS IN THE COOLING TOWERS
s 3PEED VARIATION COMPRESSOR
s 2EDUCING PRESS ENGINE CONSUMPTION BY USING &REE 0ASS TAPE
4O PROMOTE THE EFFECTIVE USE OF THE RESOURCE TO CONTRIBUTE TO THE
CONSTRUCTION OF A CULTURE OF RECYCLING
s 2ELOCATION AND RECLASSIFICATION OF GARBAGE CANS
s -ONTHLY INTERNAL CLASSIFICATIONS AUDITS
s 2EDUCTION OF THE USE OF SOLVENT FOR CLEANING
s /PTIMIZATION OF THE USE OF GLOVES WASHING AND REUSE FOR WASTE
reduction
s 2EDUCTION OF PAINTED PARTS SCRAP
s /PTIMIZATION OF SLUDGE EXTRACTION IN THE SLUDGE POOL THUS
REDUCING THE WATER PERCENTAGE
4O REDUCE THE USE OF WATER PER VEHICLE MVEHICLE
s )NSTALLATION OF CHECK VALVES AT THE ENTRY TO THE COOLING TOWER
s 3EPARATION OF INDUSTRIAL WATER TANK TO PROVIDE WATER FOR PAINTING
AND WELDING
s &LOCCULATION SYSTEM IMPROVEMENTS
$OSER FILTER POSITION SEALING
CLEANING METHODS
s 3LUDGE DRYING IMPROVEMENTS AND WATER REDUCTION IN SLUDGE POOL
s /PTIMIZATION OF GLOVE WASHING CIRCUIT
s REDUCTION OF DAMAGED PARTS SCRAP IN COMPARISON WITH
&9
s 2EDUCTION OF THE USE OF SOLVENT IN THE CLEANING SYSTEM
s 2ECYCLING OF POLYPROPYLENE DERIVED FROM THE INJECTION PLANT
s 2EUSE OF WATER FOR SANITARY USE AND OTHER STAFF FACILITIES
s )NSTALLATION OF WASTEWATER RECOVERY EQUIPMENT
s #HANGE OF OVERFLOW PIPES IN COOLING TOWERS
s 2EUSE OF WATER CONDENSED BY AIR CONDITIONING EQUIPMENT FOR
ANTI
DUST CARPET SOAKING
s ADDITIONAL AUTO PARTS CONTAINING 3/# ARE DETECTED AND ADDED
TO THE ONES ALREADY DETECTED
s 2EPLACING OF DIRECT MATERIALS WITH 3/#
s 2EPLACE THE REMAINING AUTO PARTS
s RD STAGE FOR INSTALLING ELECTROSTATIC GUNS
s $AILY CONTROL OF PAINT CONSUMPTION
s )NSTALL 24/ 2EGENERATIVE 4HERMAL /XIDIZER WHICH BREAKS 6/#
CHAINS
s 4RANSFER FROM MANUAL TO AUTOMATIC PAINTING FOR CERTAIN PARTS
s !UTOMATIC PAINTING OF NEW PARTS
s /PERATIONS CONTROL IN ALL THE IMPLEMENTATIONS
s 4O INCREASE INVOLVED STAFFgS AWARENESS OF 6/# ENVIRONMENTAL
impact.
VOC (Volatile
Organic
Compound)
4O REDUCE 6/# EMISSIONS TO MINIMUM PERMISSIBLE LEVEL
+GPAINTED M
4HIS OBJECTIVE HAS ALREADY BEEN MET TO DATE
Environmental
Management
4O CONSOLIDATE ENVIRONMENTAL MANAGEMENT
s $EVELOPMENT OF THE RD 3!%# 3OUTH !MERICAN %NVIRONMENTAL
#OMMITTEE AT 4!3!
s 0ARTICIPATION IN THE TH 3!%# AT "RAZIL
s %NVIRONMENTAL 0RODUCTION #OMMITTEE MONTHLY MEETINGS
s -ANAGEMENT 2EVIEW BIANNUAL
s 0ARTICIPATION IN THE TH AND TH 3!%#S
s %NVIRONMENTAL 0RODUCTION #OMMITTEE MONTHLY MEETINGS
s -ANAGEMENT 2EVIEW BIANNUAL
4O PROMOTE ENVIRONMENTAL EDUCATION BOTH WITHIN THE COMPANY AND
IN SOCIETY AS A WHOLE
s #OURSE FOR INTERNAL AUDITORS NEW AUDITORS
s 0RE
PROMOTION COURSE FOR TEAM LEADERS COURSES
participants.
s 4RAINING ON %-3 FOR NEW MEMBERS COURSES NEW
members.
s 4RAINING ON ENVIRONMENTAL ASPECTS FOR GROUP LEADERS
attendants.
s "ATTERY RECYCLING CAMPAIGN +G OF BATTERY PROCESSED
s #AMPAIGNS IN *UNE AND .OVEMBER
%NVIRONMENT -ONTHS
s 4RAINING FOR CONTRACTORS AND VISITORS
s 0RE
PROMOTION COURSE FOR TEAM LEADER
s 4RAINING FOR TEAM MEMBERS DURING PLANT CLOSINGS
s 4RAINING ON %-3 ACCORDING TO CATEGORY
s 4RAINING FOR NEW MEMBERS
s4WO SCHOOLS JOIN THE GROUP RECEIVING ENVIRONMENTAL TRAINING
STUDENTS IN :RATE AND #AMPANA RECEIVED TRAINING ON
ENVIRONMENTAL PROTECTION
s 0UBLICATION OF THE %NVIRONMENTAL AND 3OCIAL 2EPORT
s &AMILY $AY ENVIRONMENTAL EDUCATION FOR EMPLOYEESg CHILDREN
s 0UBLICATION OF THE #OMPANYgS FIRST 3USTAINABILITY 2EPORT
s %NVIRONMENTAL TRAINING EXTENSION TO HIGH SCHOOLS
s 0ARTICIPATION IN ENVIRONMENTAL EDUCATION PROGRAMS
s )MPLEMENT THE 'REEN 0URCHASING 'UIDE ))
s )3/
CERTIFIED SUPPLIERS
s )3/
CERTIFIED DEALERS
s 3!4
CERTIFIED DEALERS
s .EW UNIVERSE OF SUPPLIERS TO BE CERTIFIED UNDER )3/
3TANDARD ACCORDING TO 'REEN 0URCHASING 'UIDE ))
s 4O ACHIEVE CERTIFICATION FOR NEW DEALERS
Training
Cooperation with
society
Publications
Activities with
business
partners
4O IMPROVE COMMUNICATIONS ON ENVIRONMENTAL INFORMATION
#OMMUNICATION WITH THE LOCAL COMMUNITY
4O MINIMIZE ENVIRONMENTAL IMPACT THROUGHOUT A VEHICLES LIFE CYCLE
PROMOTING CERTIFICATION AT DEALERS AND SUPPLIERS
Aspectos Econmicos
Economic Aspects
SOC (Substance
4 of Environmental
Concern)
Activities 2007
Aspectos Sociales
Social Aspects
Energy / Global
Warming
Objective
Aspectos Ambientales
Environmental Aspects
Areas of Action
Introduccin
Introduction
11
Introduccin
South Canopy
Canopy Sur
Canteen 2 and SUM
Comedor 2 y SUM Lab for Vehicle
Paint and Injection of
Plastic Parts
Emission Control
Pintura e inyeccin de
Laboratorio de control
partes plsticas
de emisiones vehiculares
Logistics Building
Edificio de Logstica
Pre-delivery Inspection Center
Centro de Inspeccin de Pre-Entrega
R
Test Track
Pista de Pruebas
UT
AN
9
Destacado
Seguimos creciendo
El 5 de julio de 2007 se puso en marcha la ampliacin y automatizacin de la
lnea para estampado de partes de carrocera correspondiente al complejo
industrial ubicado en Zrate.
Esta lnea automatizada corresponde a una construccin inicial inaugurada
en febrero de 2006.
La nueva lnea de estampado de partes incorpora 5 robots para la
manipulacin de partes y agrega dos prensas mecnicas, una de 2.400
toneladas y otra de 800, a las dos ya existentes de 1.000 toneladas
cada una.
Esta planta tiene una capacidad de produccin de 3.350 piezas por
turno. Un grupo de 61 empleados fue intensamente capacitado para
trabajar en esta nueva rea de fabricacin de partes para la pick up
Hilux y la Hilux SW4.
De esta forma Toyota Argentina reafirma su compromiso de desarrollo
en el pas aumentando la integracin de partes en Argentina e
incrementando el know how y el empleo de la planta Zrate.
12
Introduction
Aspectos Ambientales
Environmental Aspects
Toyota Plaza
Commercial Office
Activity: administration and vehicle exhibition.
Personnel: 55
Av. del Libertador 390, Vicente Lpez - B1638BEP, Province of
Buenos Aires
Phone: +54 11 4796-8900
Fax: +54 11 4796-8939
Introduccin
Introduction
Aspectos Sociales
Social Aspects
Aspectos Econmicos
Economic Aspects
Highlight
We Continue to Grow
On July 5, 2007 we started the expansion and automation work of the automated parts press line of our industrial complex in Zrate. This automated line corresponds to an
initial construction started in February 2006.
The new parts press line includes the addition of 5 robots for handling parts, and two mechanic presses -2400-ton and 800-ton, respectively- that will be added to the two
1000-ton existing ones. The production capacity of this plant is 3350 pieces per shift. A group of 61 employees was intensively trained to work in this new area designed for
the manufacture of parts for the Hilux van and Hilux SW4 models.
Thus, Toyota Argentina reaffirms its commitment to development in this country, increasing the parts integration in Argentina and the know-how and employment at the
Zrate plant.
1997
Marzo 1997
Inauguracin de
Planta Zrate,
Inicio Produccin
de 002W
March 1997
Opening of the
Zrate Plant,
Begins Production
of 002W Abril 1997
Primera
exportacin
a Brasil
April 1997
First exports
to Brazil
1998
1999
2000
2001
2002
Junio 2001
Primer cambio de
modelo. Inicio
Produccin de 189W
June 2001
First change of model.
Begins production of
189W
2003
2004
2005
2006
Junio 2000
Produccin
de la unidad
50.000
June 2000
Production
of unit 50,000
2007
Julio 2007
Inauguracin
de la lnea
automatizada
de estampado
July 2007
Opening of
automated
press line
13
Introducciin
Lnea de modelos Toyota comercializados en Argentina
Line of Toyota Models Marketed in Argentina
Modelo
Model
Motor
Engine
Cdigo de Motor
Engine Code
Corolla
1.8 L
1ZZ-FE
Transmisin
Transmission
5 M/T
4 A/T
Nivel de emisin
Emission Level
Euro 3
5 M/T
Fielder
1.8 L
Euro 2
1ZZ-FE
4 A/T
2.4 L
2AZ-FE
5A/T
Euro 4
Camry
Avensis
3.5 L
2GR-FE
2.0 L
1AZ-FE
3.0 TDi
1KD-FTV
Hilux
2.5 TD
2KD-FTV
SW4
3.0 TDi
1KD-FTV
RAV4
2.4 L
2AZ-FE
Land Cruiser
Prado
3.0 TD
1KZ-TE
Land Cruiser
200
4.5 TD
1VD-FTV
6A/T
5 M/T
4 A/T
Euro 2
5 M/T
4 A/T
Euro 3
5 M/T
5 M/T
4 A/T
4 A/T
5 M/T
4 A/T
6 A/T
Euro 3
Euro 4
Euro 2
Euro 3
Introduction
Toyota Reports through Time
Introduccin
Introduction
Through its reports, Toyota has proved its strong commitment to environmental protection and
the importance of natural resource preservation. This is even reflected in the art work of each report
cover, where different cultural and natural heritage items representative of Argentina are displayed.
These designs focus on the idea of showing heritage items that must be preserved while representing
easily identified and well known places of the Argentine Republic.
Aspectos Sociales
Social Aspects
Aspectos Ambientales
Environmental Aspects
Aspectos Econmicos
Economic Aspects
Aspectos Ambientales
Gestin
Estado de Situacin de las Emisiones de Gases
Efecto Invernadero en la Argentina
Como resultado del aumento del consumo y por ende de
los procesos industriales, en la Argentina, el incremento de los
gases de efecto invernadero desde el ao 1990 hasta el ao
2000, fecha a la cual se elabor el Reporte Final de la Segunda
Comunicacin Nacional para la Convencin Marco de la
Naciones Unidas sobre Cambio Climtico, fue del 18%. Como
se puede observar en los grficos, el 47% de las emisiones de
gases de efecto invernadero corresponden al sector energtico,
de los cuales el 30% corresponde al transporte y a su vez el
8,12% al transporte automotriz y el 16,87% al transporte de
carga. (1)
Bajo este panorama y en lnea con los objetivos de la casa
matriz, desde Toyota Argentina son varias las actividades que
se estn implementando, desde proyectos para la disminucin
de emisiones hasta planes de forestacin para la captacin
de CO2.
47%
44%
Residuos / Waste
Agricultura y Ganadera / Agriculture and Livestock
Procesos Industriales / Industrial Processes
Energa / Energy
Chart 1
4%
30%
30%
Industrias manufactureras
Industrias de la energa
Transporte
Residencial
Fugas de la produccin de GN
Otros
25%
20%
15%
13%
12%
9% 9%
10%
5%
0%
Manufacture Industries
Energy Industries
Transport
Residential
NG Production Leakages
Other
Chart 2
Contramedidas Toyota
Toyota Countermeasures
Mayor consumo de
combustible fsil
Accelerated consumption
of fossil fuel
1. Reduccin consumo de
energa: respuestas a los
temas energticos.
1. Reduced energy
consumption: responses
to energy issues
2. Reduccin de las emisiones
de CO2: respuestas al
calentamiento global
2. Reduced CO2 emissions:
responses to global warming
3. Reduccin de emisiones a la
atmsfera: mejoramiento en
la calidad de aire
3. Reduced emissions to the
atmosphere: improvement of
air quality
Chart 3
1. Datos obtenidos del Inventario Nacional de la Repblica Argentina de fuentes de emisiones y absorciones de gases de efecto invernadero, no controlados por el
protocolo de Montreal. Inventario correspondiente al ao 2000 y revisin de los inventarios 1990, 1994 y 1997 efectuado por la Fundacin Bariloche.
16
Residuos
Environmental Aspects
Management
Current Status of Greenhouse Gases in Argentina
As a result of an increase in consumption and, consequently, in the industrial processes, greenhouse
gases in Argentina increased by 18% from 1990 to 2000, when the Final Report of the Second National
Communication to the United Nations Framework Convention on Climate Change was elaborated. As shown
in the charts below, 47% of greenhouse gas emissions correspond to the Energy sector, 30% of which
correspond to transport and, in turn, 8.12% of this percentage correspond to automotive transport and
16.87% to load transport.(1)
In view of this, and in line with TMC Headquarters targets, various activities are being implemented at
Toyota Argentina, ranging from emission reduction projects to forestation plans for CO2 capture.
(1). Source: Argentine National Inventory of Emissions and Absorptions of Greenhouse Gases Not-Controlled by the Montreal
Protocol. Inventory corresponding to year 2000 and its 1990, 1994, and 1997 revisions, by Fundacin Bariloche.
Distribution of greenhouse gases in Argentina per sector (See chart 1 on Page 16)
CO2 Emissions by Activity within the Energy Sector (See chart 2 on Page 16)
Awareness Issues Centered on Global Warming and Energy Sources for the Vehicle
Powertrain (See chart 3 on Page 16)
Calculation of CO2 Emissions in Plant Operations
In order to quantify CO2 emissions, Toyota Argentina (TASA) is currently making a calculation of such gas.
This initiative was created as one of the key management points aimed at reducing global warming.
The results not only indicate the CO2 generated indirectly through energy and gas consumption for the
normal development of production activities but also include the calculation component generated by internal
TASA transport, i.e. within the industrial plant premises. This aspect comprehends CO2 generation by the
following items of each production sector:
Movement of pieces carried by towing cars
Forklift movements
Vehicle movement at assembly line rolling tester
Movement of each vehicle from first ignition and test track run
Vehicles assigned to audit activities
Vehicles assigned to Gas Emission Lab
Vehicles from end of line to vehicle park
Movements of vehicles for their loading onto transport trucks
Movement of imported vehicles from Pre-Delivery Inspection to transport truck
Milk round trucks (local piece logistics)
Movement of toplifter
Movements of trucks associated to logistics activities
Movements of trucks associated to spare parts activities
Movement of trucks associated to waste management
Movement of personnel transportation buses
Movement of remises (flat-rate taxis) transporting personnel
17
Diseo y Desarrollo
Respuestas a la Diversificacin de Combustibles
En su informe Toyota Powertrain Technology for Sustainable
Mobility (Tecnologa Toyota de Sistemas de Propulsin para
una Movilidad Sustentable), se describen los esfuerzos de la
compaa y se especifican las tareas previstas para reducir las
emisiones de CO2 y mejorar la calidad del aire relacionadas con
la diversificacin de combustibles para automviles. Adems
de optimizar el uso de los combustibles, especialmente los de
origen fsil, Toyota tambin trabaja sobre una amplia gama
Combustible
alternativo
de vehculos
hbridos
Alternative
fuel HV
Motor diesel de
vehculos hbridos
Diesel - engine HV
Biocombustibles
Biofuels
Combustibles sintticos
Synthectic fuels
GNC / CNG
FCHV
Vehculo Hbrido
Plug in HV
Hibrid Vehicle
Plug-in HV
THS II
D4
DPRN
Common rail DI
Combustin pobre
Lean burn
EV
VVT-i
Motores diesel
Motores a nafta
Energa elctrica
Diesel engines
Gasoline engines
Electrical energy
Chart 4
It must be noted that this investigation includes each type of vehicle concerned (heavy-duty truck, SUV,
or car), classified according to the type of fuel it uses. As this activity has been recently implemented, TASA
is currently collecting the first historical data for the organization and adjustment of the initial reports on
this matter.
Aspectos Econmicos
Economic Aspects
Aspectos Sociales
Social Aspects
Aspectos Ambientales
Environmental Aspects
Eiji Toyoda
Introduccin
Introduction
Historical Words
Object creation is value creation.That is the starting point of civilization. Object creation is closely related to technology
development. In other words, technological development is only possible through object creation, which, in turn, is
always possible by accumulation of a wide range of know how and talent of those involved in this enterprise.
Eiji Toyoda
Toyota Plug-in HV
Toyota hopes that this technology improves energy efficiency by producing less CO2 emissions and
consuming less fossil fuels, thus helping to reduce environmental pollution and consumers fuel costs
as well.
19
Vehculo
Vehicle
Motor
Engine
Motor
Motor
Batera secundaria
Secondary battery
Sistema general
Overall system
Carga de batera
Battery charging
Chart 5
Nombre / Name
TOYOTA Plug-in HV
Longitud/ancho/altura
Length/Width/Height
Peso / Weight
1360 kg
Capacidad de asientos
Seating Capacity
5 personas / 5 people
Autonoma de circulacin
Cruising range
Velocidad mxima
Maximum vehicle speed
100 km/h
Cilindrada (Desplazamiento)
Cylinder Capacity (Displacement)
1496 cc
Potencia mxima
Maximum output
Par mximo
Maximum torque
Tipo / Type
Potencia mxima
Maximum output
Par mximo
Maximum torque
Tipo / Type
Capacidad / Capacity
13Ah (6,5Ah x 2)
202V
Potencia mxima
Maximum output
100kW (136PS)
Voltaje / Voltage
202 500V
Fuente de energa
Power source
Tiempo de carga
Charging time
Vehculo
Vehicle
Rendimiento
Performance
Clula de combustible
Fuel Cell
Motor
Motor
Combustible / Fuel
Batera / Battery
20
Chart 6
Nombre / Name
TOYOTA FCHV
Longitud/ancho/altura general
Length/Width/General Height
Capacidad de ocupantes
Occupant Capacity
5 personas / 5 people
Peso / Weight
1880 kg
Velocidad mxima
Maximum Speed
155 kn/h
Nombre / Name
Toyota FC Stack
Tipo / Type
Potencia / Output
90k
Tipo / Type
Potencia mxima
Maximum output
90kw (122ps)
Par mximo
Maximum torque
Tipo / Type
Hidrgeno / Hydrogen
Sistema de almacenamiento
Storage System
70 MPa
Tipo / Type
Coeficiente aerodinmico
Due to the improvements introduced by TMC, the FCHV is today a 25% more efficient as regards
fuel use because of the enhanced high-performance fuel cell of Toyota FC Stack, the improved control
system for electrical cell capacity management and battery charge/discharge. It also has 70MPa (Mega
Pascal) high-pressure hydrogen deposit tanks, designed by Toyota, that can store approximately twice
the capacity of former 35MPa hydrogen tanks of Toyota FCHV. These enhancements have made it
possible to travel a 560-km distance -the equivalent to an Osaka-Tokio trip- with a single hydrogen
charge according to the cruising range test run in Japan in September 2007.
Moreover, environment consideration is put in practice in various ways, such as by attempting to
reduce weight by using aluminum in the manufacture of roofs, fenders, and other components, an
aerodynamic design, and CFC-free air conditioners are installed.
CAMRY
VVT-i system
ECT control
Aerodynamic coefficient: Cx=0.28
Aspectos Econmicos
Economic Aspects
In December 2002, Toyota became one of the first companies to trade a hybrid vehicle with fuel cell
-Toyota FCHV. In June 2005, it was partially redesigned and became the first fuel cell hybrid automobile
certified in that type of technology.
Aspectos Sociales
Social Aspects
Common Rail
El nuevo sistema de inyeccin de combustible
Common Rail almacena el combustible en un
riel comn despus de someterlo a una alta
presurizacin mediante una bomba, lo que permite
mantener una presin constante de inyeccin de
combustible estable, an a bajas velocidades,
sin que la afecten las rpm del motor ni la carga
del vehculo. Este sistema de alta presin de
motorizacin reemplaza a la tradicional bomba
inyectora logrando una combustin que permite
mayor potencia y menos consumo.
Aspectos Ambientales
Environmental Aspects
Introduccin
Introduction
AVENSIS
VVT-i system
ECT control
Aerodynamic coefficient: Cx=0.28
LAND CRUISER 200
Common Rail
Acelerador electrnico
Permite un ptimo aprovechamiento de
la potencia generada y menor consumo de
combustible.
HILUX
Common Rail
FIELDER
Sistema VVT-i
SW4
Common Rail
RAV4
Sistema VVT-i
COROLLA
Sistema VVT-i
Super ECT
Acelerador Electrnico
Coeficiente aerodinmico: Cx=0,295
CAMRY
Sistema VVT-i
Control ECT
Coeficiente aerodinmico: Cx=0,28
AVENSIS
Sistema VVT-i
Control ECT
Coeficiente aerodinmico: Cx=0,28
Land Cuiser 200
Common Rail
21
Produccin
Reduccin de Emisiones en las Operaciones
de Planta
Cuando se habla de energa en TASA, se hace referencia a
aquellas actividades que demandan la utilizacin de electricidad
y/o gas en sus procesos. Toyota evala permanentemente
alternativas que reduzcan la energa necesaria para la produccin
de vehculos, no slo para evitar consumos innecesarios sino
tambin para disminuir las emisiones de CO2. Una de las formas de
realizar una correcta utilizacin de la energa, es incrementando al
mximo la eficiencia de los procesos que se nutren de electricidad,
gas natural o GLP (Gas Licuado de Petrleo).
OBJETIVO
TARGET
ENERGIA
ENERGY
EMISIONES DE CO2
CO2 EMISSIONS
FY02
FY03
FY04
FY05
FY06
FY07
GJ/veh
5.8
5.5
5.2
4.7
4.1
4.1
GJ/veh
5.3
4.7
5.2
3.3
3.6
3.9
ton veh/ao
0.5619
0.4994
0.5513
0.3531
0.3796
0.4124
Chart 7
8,0
0,56
0,35
4,0
2,0
0,7
0,6
0,55
0,50
6,0
5,8 5,3
5,5 4,7
5,2 5,2
4,7 3,3
0,41
0,38
4,1 3,6
4,1 3,9
0,5
0,4
0,3
0,2
0,1
0,0
FY02
Target / Objetivo
FY03
FY04
FY05
Energy / Energa
FY06
FY07
ANTES / BEFORE
DESPUES / AFTER
40 m.
Tablero principal
de electricidad
Electrical main box
El tablero principal de electricidad se encontraba alejado del puesto de trabajo del Group Leader
Electrical main box was located far from each operation in the production line
Consumo antes de la mejora: 22512 kw/mes (Promedio AF 20089)
Amount before minimization: 22512 KWh/month (Average FY 2007)
22
Reduccin
-6451 kw/mes promedio
Reduction -6451 kw/month
average
When energy is discussed at TASA, those activity processes requiring the use of electricity and/
or gas are mentioned. Toyota permanently evaluates alternatives to reduce the energy requirement for
the production of vehicles, not only in order to prevent unnecessary consumption but also to reduce
CO2 emissions. One of the ways to achieve adequate use of energy is by increasing the efficiency of
processes powered by electricity, natural gas or LPG (liquefied petroleum gas) to a maximum degree.
During FY 2007, the action policies promoted activities to reduce power use and, as a result, CO2
emissions optimizing equipment consumption in new areas and preventing equipment use during nonproductive periods: 0 production 0 consumption. In line with this, TASA set the target to consume
4.1 gigajoule per vehicle produced.
As seen in the chart, (See chart 7 on Page 22) the calculation of CO2 emissions is the result of the
conversion of electricity consumption (measured in Kwh/veh.) and natural gas consumption (measured
in Nm3/veh.) to energy gigajoule. Natural gas is measured using normalized analyzers; i.e., 1 Nm3
(Normal cubic meter) of gas consumed is 1 m3 releasing 11,200 Kcal during combustion. (*)
Logstica
Reduccin de Emisiones de CO2 en
Logstica Interna
Para el movimiento interno de materiales,
dentro de la lnea de produccin, se utilizaban
los towing cars (vehculo para movimiento de
partes) de motor a explosin. El recambio de
estos vehculos se viene produciendo dentro
del ltimo plan de accin de reduccin del
impacto ambiental 2006-2010. En el mismo se
comprometi el recambio de los mismos para
disminuir la cantidad de CO2 emitidos. Cada
towing car naftero en funcionamiento, emite
aproximadamente 0,265 m3 de CO2 por hora de
uso y existen en la planta 7 de estos equipos.
Debido a esto, y a que los vehculos con varios
aos de uso pueden llegar a aumentar las
emisiones, a causa del desgaste y por su alto
costo de mantenimiento, se ha establecido un
plan de recambio de dos equipos por ao hasta
llegar a los 7. Para el AF 2007, primera etapa, se
realiz el recambio de uno de estos equipos por
los elctricos.
En el rea tcnica del Departamento de
Atencin al Cliente, se adquirieron dos vehculos
elctricos para la distribucin de piezas desde el
sector de logstica de posventa a PDI (Pre Delivery
Inspection). Anteriormente para estos trayectos
se utilizaba una camioneta de flota a gasoil. Esta
mejora reduce las emisiones de CO2 (dixido
de carbono), CO (monxido de carbono), NOx
(xidos de nitrgeno) e hidrocarburos as como
una reduccin en el consumo de combustibles
fsiles. Esta camioneta emita 112,8 Kg de CO2
mensuales.
Logistics
Aspectos Econmicos
Economic Aspects
Aspectos Sociales
Social Aspects
The following are two examples of how we reduce CO2 emissions at the production plant:
a) Reduction of energy consumption (electricity / gas).
b) Direct reduction of fossil fuel consumption (gas oil / gasoline)
a) In the first case, we find improvements in the diverse production lines of the main building
(Assembly and Quality Control) as regards electricity consumption for lighting and ventilation.
Before the improvement, the equipment concerned was turned on/off from main switching panels
located at the line ends or on columns located far from the workplaces. This made it difficult to turn off
the equipment in non-production periods (breaks, lunchtime, shift change).
After the improvement, the equipment and the feeding lines were subdivided, and the switching
panels were relocated on each working line with their respective operation equipment identifications.
Thus, the Team Members can easily turn off the lights and fans as they leave off to their resting areas.
Another related improvement was made in the materials movement sector, which was built, as
initially conceived in its design, using translucent panels in order to minimize electrical consumption. In
this case, the improvement further included the installation of photocells that automatically turn on/off
the general lighting equipment -which consume 400 watts/hour- during periods of natural illumination.
These devices were placed on panels located on the perimeter sides, maintaining the necessary
illumination required by labor laws in the rest of the area.
b) Regarding the second improvement point, based on the General Action Plan, is the replacement
of industrial equipment powered by diesel-explosion and gasoline engines (towing cars and forklifts) with
equipment of identical characteristics but powered by electrical engines.
Aspectos Ambientales
Environmental Aspects
Production
Introduccin
Introduction
Explosion-engine towing cars (vehicles used for parts transportation) were used for the internal
movement of materials within the production line. These vehicles are being replaced as per the last action
plan for environmental impact reduction 2006-2010 in order to reduce the volume of CO2 emissions.
Each gasoline towing car emits approximately 0.265 m3 of CO2 per hour of use, and there are 7 towing
cars at the plant. Due to this and to the fact that vehicles may increase their emissions due to wear
after several years of use, and their maintenance cost is high, a replacement plan has been established
according to which 2 units of this equipment will be replaced annually until reaching the 7 units. In FY
2007, which was the first stage, one of these units was replaced with an electrical one.
The technical area of the Customer Service Department acquired 2 electric vehicles for transportation
of pieces between the Post-Sales Logistics and PDI (Pre Delivery Inspection) sectors. Formerly, pieces
were transported using a gasoil fleet van. This improvement reduces CO2 (carbon dioxide), CO (carbon
monoxide), NOx (nitrogen oxide), and hydrocarbon emissions, as well as fossil fuel consumption. The
aforementioned van emitted 112.8 Kg of CO2 per month.
23
Marcar la Diferencia
30000.00
LOGISTICS TYPE
25000.00
(TONELADAS)
(TONS)
20000.00
REPUESTOS
SPARE PARTS
15000.00
VEHICULOS
VEHICLES
10000.00
PARTES DE
PRODUCCION
PRODUCTION
PARTS
5000.00
0.00
AO FISCAL 2007 / FISCAL YEAR 2007
Chart 9
(*) no incluye las emisiones asociadas al transporte de vehculos va martima, cuyo clculo se encuentra en desarrollo.
(*) Maritime-vehicle transportation is not included here, as its calculation is under process.
LOGISTICS TYPE
24
PRODUCTION PARTS
Chart 11
TDV-CARACAS
TDV-CABELLO
AEROPUERTO EZEIZA
EZEIZA AIRPORT
3.511 tn
12168 km
0 tn
0 km
BRASIL
BRAZIL
143 tn
162774 km
5 tn
5918 km
PUERTO ZARATE
ZARATE PORT
125 tn
158809 km
6 tn
21319 km
3839 tn
6798113 km
169 tn
13865585 km
DEALERS
DEALERS
14 tn
27120 km
EXHIBICIONES DEALERS
DEALERS EXHIBITIONS
2 tn
1538 km
TALLERES DE REPARACION
REPAIR WORKSHOPS
1902 tn
802 tn
670380 km
269 tn
PROVEEDORES
SUPPLIERS
6260 tn
6799484 km
CHILE
CHILE
124 tn
116194 km
URUGUAY
URUGUAY
NA tn
NA km
MEXICO Y CARIBE
MEXICO AND CARIBEAN
NA tn
NA km
COSTA OESTE
WEST COAST
Va Area
Aerial Transportation
2874 tn
2875156 km
9640 tn
10494671 km
TDB
TDB
Logstica de
repuestos
Spare Parts Logistics
Logstica de
partes
Parts Logistics
Logstica de
vehculos
Vehicle Logistics
Aspectos Econmicos
Economic Aspects
Va Martima
Martime Transportation
1103 tn
1056481 km
TA S A
340 tn
381876 km
Va Camin
Truck Transportation
PARAGUAY
PARAGUAY
Aspectos Sociales
Social Aspects
7 tn
8313 km
380 tn
362714 km
Aspectos Ambientales
Environmental Aspects
TDV-SUCRE
0.007tn
26684
Introduccin
Introduction
En este grfico, pueden apreciarse las rutas involucradas en la logstica a cargo de TASA as como los tipos de transporte y
las emisiones totales de CO2 y kilmetros recorridos durante el AF 2007. No se incluyen las emisiones asociadas al transporte
martimo, cuyo clculo se encuentra en desarrollo.
TDV-CARACAS
0.007tn
26684
TDV-SUCRE
1902 tn
TDV-CABELLO
Edificio de logstica
Logistics 269
building
tn
380 tn
As informed in the previous Report, since 2006 TASA
has worked to make environmental
362714 km
improvements in the logistics operations area. During FY 2007, data about carbon dioxide emissions
derived from parts, spare parts and vehicle logistics were collected
1103 tn within the Toyota Mercosur Logistics
1056481 km
Subcommittee, attached to the South American Environmental
Committee (SAEC) area. Such activity
involved joint tasks with suppliers in order to train them for data collection and quality, as well as with
7 tn our headquarters.
6260 tn
8313 km
6799484
km
The
suppliers
job consists
TA S Ain submitting a monthly report on emissions (taking into account fuel
consumption, traveled kilometers, and transported load), which
124 tn is later processed and reviewed by
116194 km by TASA comprise land, aerial, and
each Toyota logistics responsible person. The operations controlled
maritime routes of which 14 correspond to production parts NA
logistics,
7 to spare parts logistics, and 14
tn
NA km that are monitored monthly. Apart from
to vehicles. This information feeds the CO2 generation indicators
monitoring total CO2 emissions, gr CO2/ton-km and other indicators are also obtained, which helps to
NA tn
record traveled distances and transported loads independently,
NA km thus allowing the analysis of variations
and the comparison between different types of logistics.
340 tn
381876 km
2874 tn
9640 tn
2875156 km 10494671 km
(See chart 9 on Page 24)
This chart shows the routes involved in TASAs logistics activities, as well as the types of transport
and total CO2 emissions and kilometers traveled during FY 2007. Maritime transportation emissions are
not included as their calculation is under process.
25
Aspectos Ambientales
Gestin
Racionalizacin en el Uso de los Recursos
Podemos definir a los recursos naturales como aquellos
bienes materiales y servicios que proporciona la naturaleza,
sin alteracin por parte del hombre, y que son valiosos
para las sociedades humanas por contribuir a su bienestar
y desarrollo de manera directa -materias primas, minerales,
alimentos- o indirecta -servicios ecolgicos indispensables
para la continuidad de la vida en el planeta-. A grandes
rasgos podemos realizar una primera divisin de los recursos
naturales por su carcter de renovable o no renovable, cuya
existencia se agota con su utilizacin.
Por la gran cantidad de recursos que se utilizan diariamente
en las actividades cotidianas, es imprescindible saber
distinguir cuando un exceso injustificado de uso pasa a ser
un abuso o derroche del recurso. Por este motivo cuando
se habla de racionalizacin, se manifiesta un inters por el
cuidado y conservacin de los recursos que inevitablemente
se utilizan da a da.
Para cumplir con este propsito, los diferentes sectores
productivos presentan mensualmente planes de accin donde
se incluyen actividades de mejoras, con el fin de minimizar al
mximo los impactos generados en cada proceso.
Residuos
Una de las principales prioridades de la compaa, de
acuerdo a su Poltica y Sistema de Gestin Ambiental, es evitar
la generacin de residuos que no pueden ser ni reciclados ni
reutilizados. En caso de no ser posible, investigar alternativas que
proporcionen otras opciones en las que los procesos no se vean
modificados y los residuos sean reciclables y /o reutilizables. De
hecho, Toyota Argentina a la finalizacin del AF 2007, registra
una tasa de reciclabilidad del 90%. El resto corresponde, el 9%
a residuos especiales y 1% a residuos generales. La meta de
generacin de residuos establecida para la produccin fue de 16
Kg. por vehculo producido.
26
Residuos (kg/veh)
Chart 12
&9
&9
&9
&9
/BJETIVO 4ARGET
&9
&9
2ESIDUOS 7ASTE
Chart 13
1%
9%
Reciclables / Recyclables
Generales / Common Waste
90%
Especiales / Hazardous
Chart 14
5.4% 0.1%
14.1%
Madera / Wood
Environmental Aspects
Resource Management
Toyota is aware of the global environmental issues related to waste generation and disposal,
and water shortage. The protection of the resources used by the Company to perform its activities
is also a key issue to address. Toyota considers that it is vital to take proactive steps toward
reducing the environmental impact caused by vehicles, and the recycling phase is one of the
aspects the Company focuses on.
With the purpose of helping to create a recycling-based society and improving resource
productivity, Toyota promotes the efficient use of resources and appropriate waste treatment.
No reciclables
Non-recyclable
Management
Rational Use of Resources
Natural resources can be defined as those material goods and services provided by nature and unaltered
by man that are valuable for human societies for their contribution to welfare and development, either directly
-raw materials, minerals, food- or indirectly -ecological services vital for life continuity on the planet-. Basically,
we can classify natural resources as renewable and non-renewable. The latter are those which existence
comes to an end by reason of their use.
Due to the large volume of resources permanently used in everyday life activities, it is crucial to detect
when an unjustified excessive use becomes an instance of abuse or waste of a resource. Therefore, the term
rationalization implies care and preservation of those resources necessarily used day after day.
In order to meet this purpose, the different production sectors submit, on a monthly basis, action plans
including improvement activities for minimizing the impacts generated by each project as much as possible.
Waste
One of the Companys priorities, according to its Environmental Management Policy and System,
consists in avoiding the generation of non-recyclable and non-reusable waste. When such types of waste
are generated, it becomes necessary to find alternatives providing options for recycling and/or reusing waste
without affecting the processes involved. In fact, by the end of FY 2007, Toyota Argentina achieved a 90%
recycling rate. As for the rest, 9% corresponds to special waste, and 1% to general waste. The target waste
generation was set at 16 Kg per vehicle produced.
The job performed by the Company can be summarized in The 3R Rule, which provides an easy way
to remember the essential waste management guidelines. This rule has been named after the initials of the 3
actions involved in it: REDUCING REUSING RECYCLING.
The basis of these activities is waste separation at the origin point, as each type of waste demands a
different treatment. For that purpose, bins of different colors and labeled according to the type of waste
concerned in each case are placed across the industrial plant and the offices in order to have the waste
classified at the moment of its collection.
Reciclables
Recyclable
Palabras Histricas
No existe un molde fijo para la toma de decisiones. La clave est en
estudiar el problema en profundidad y tomar una decisin basada en
lo que se cree es lo mejor.
Eiji Toyoda
Gestin de Residuos
Tipo de residuo
Waste Type
Reutilizables
Reusable
Chart 15
Kg Generados
Generated Waste (Kg)
Especiales / Special
1.059.240
15,13
Generales / General
134.715
1,92
Metal / Metal
7.558.420
107,99
Papel y Cartn
Cardboard and Paper
1.322.972
18,90
Plstico / Plastic
512.209
7,32
Madera / Wood
10.195
0,15
Costos
Mano de obra / Labor $ 697.710
Trasporte y disposicin / Transportation and disposal $ 1.145.709
Costo Total / Total Cost
$ 1.843.419
Ingresos por venta de residuos / Waste Sales Income $ 2.829.209
28
4.000.000
3.000.000
2.000.000
$ 985.790
1.000.000
Ingreso
Profit
TOTAL
TOTAL
MADERA
WOOD
PLASTICO Y NYLON
PLASTIC & NYLON
-3.000.000
CARTON Y PAPEL
CARDBOARD & PAPER
-2.000.000
METAL SCRAP
METAL SCRAP
-1.000.000
GENERALES
COMMON WASTE
ESPECIALES
HAZAROUS
$ 985.790
Costo Total
Total Cost
Resultado
Result
Resource Management
Aspectos Ambientales
Environmental Aspects
In the Temporary Waste Storage Area, the waste that is bar-coded according to its generating sector is
too heavy to allow control of the type and quantity of waste generated by each area of the Company. The
waste generated at the Zrate Industrial Plant is classified as: Non-recyclable, Recyclable and Reusable
According to the material, recyclable waste has different destinations. Waste is classified as metals (and
these, in turn, are sub-classified as iron, aluminum, copper, and brass), plastic, wood, paper, cardboard,
and solvents. All these elements are recycled by companies that use them to produce other elements,
thus reducing the environmental impact by using fewer natural resources and a lesser amount of energy to
process them.
Non-recyclable waste is classified as special (solid, semisolid, and liquid), and general (similar to that
produced by households). This waste is also classified according to its subsequent processing aimed at
treating it safely and efficiently. According to its characteristics, waste is incinerated or inertized and later
disposed of in sanitary landfills (general waste), or hazardous waste landfills (special waste).
At this point, it must be noted that all the companies that transport or treat waste generated by TASA are
duly authorized and meet all legal and regulatory requirements. Furthermore, waste movement in and out of
the industrial is documented and recorded so as to allow the traceability from generation to final disposal of
waste, as well as control of the stages it goes through.
The activities contributing to the appropriate waste classification control are, among others:
Monitoring sectors in order to verify that waste is being disposed of in the appropriate bins.
Bin marking and labeling, as it is essential that each sector has the tools necessary to comply with the
Environmental Management System.
Training courses in appropriate waste classification for external personnel during plant shutdown.
Washing and reuse of gloves and cloths to help to reduce general and/or special waste generation.
Employees can propose improvements for waste classification, management, and reduction through
a circuit that rewards the best-rated suggestions and encourage environmental care and continuous
improvement at workplaces.
Introduccin
Introduction
(For more details, please see Suggestion System in Chapter V Environmental Management
Aspectos Sociales
Social Aspects
Waste Management
Aspectos Econmicos
Economic Aspects
Historical Words
There is no fix pattern for decision making.The key is studying the problem thoroughly and making a decision based
on what you think is best.
Eiji Toyoda
Toyota Argentina S.A. (TASA) has a liquid wastewater treatment plant (WWTP) to treat wastewater
generated by production processes and sanitary services.
Wastewater is classified as normal or periodic, the former being that generated during the regular
production process. Periodic wastewater is generated, as its name implies, during periodic maintenance
tasks. This division is made given the different nature of the wastewater types and, therefore, the need for
different treatments.
Both normal and periodic wastewaters first undergo a physicochemical process followed by a biological
one, whereas sanitary wastewater is processed biologically only.
Overall, the treatment process comprises the following stages:
- Accumulation and compensation of the industrial and sanitary wastewater in equalization tanks.
- Physicochemical treatment of periodic wastewater via acid breakdown of emulsions, neutralization,
coagulation, flocculation, and flotation, returning the liquid thus treated to the normal wastewater equalization
tank.
- Physicochemical treatment of periodic wastewater pre-treated together with industrial wastewater, by
neutralization-coagulation, flocculation, and flotation.
- Biological aerobic treatment, by activated sludge, of the mix composed of the sanitary wastewater offset by
the industrial wastewater resulting from prior stages.
- Separation of the treated water in two circular sedimentation tanks. This operation separates the liquid
from the sludge.
The treated wastewater flows from the sedimentation tank through a fishpond toward the chlorination
chamber. There, the wastewater automatically receives a dose of sodium hypochlorite according to field
measurements of free chloride. After this stage, wastewater flows to the Santa Luca Stream, which flows
into the Pesqueras Stream and then into the Paran de las Palmas River.
The solids (sludge) generated during the physicochemical and biological treatments are thickened and
finally dehydrated in a pressdeg.
Licensed carriers transport this sludge for final disposal in a hazardous waste landfill.
The wastewater treatment plant has its own laboratory for monitoring variables at determined sampling
points. According to the results obtained, operation decisions are taken for the appropriate working of the
plant and compliance with the legal requirements before discharging the processed wastewater. Some
major variables monitored are: Biochemical Oxygen Demand (BOD5), Chemical Oxygen Demand (COD),
Phosphorus, Nitrogen, pH, Suspended Solids, among others. Frequency is determined by a routine followed
by the laboratory analyst and supervised by the Team Leader and the Group Leader, who notify workers of
the operations to be performed.
29
Monitoreo de Efluentes
El efluente lquido proveniente de la planta de tratamiento
de efluentes es monitoreado peridicamente para controlar los
parmetros de vuelco de acuerdo con los estndares de TASA.
La planta ha establecido valores lmites para 44 parmetros,
teniendo en cuenta estndares de TMC y los valores lmites
determinados por la Autoridad del Agua, tomando siempre
como lmite interno al ms exigente de ambos estndares. En
el cuadro se pueden apreciar los valores de algunos de estos
Parmetros de descarga
ITEM
ITEM
Aceites y grasas
Oil and grease
DBO5
BOD5
DQO
COD
PH
PH
Slidos suspendidos
Suspended solids
Temperatura
Temperature
Chart 16
UNIDAD
UNIT
VALORES DE REFERENCIA
REFERENCE VALUES
VALORES MEDIDOS
MEASURED VALUES
LIMITE TASA
TASAS LIMIT
MAX
MIN
PROMEDIO
AVERAGE
TMC
ADA
mg/l
0,1
0,1
0,1
mg/l
10
<50
10
12,7
6,7
mg/l
<250
150
85,4
10
35,5
5,8 - 8,6
6,5 - 10
6,5 - 8,10
8,21
7,1
7,8
mg/l
10
10
0,1
2,5
<45
35,992
25,4
16
21,2
Contramedidas:
Disen y Desarrollo
Reciclado de Automviles
30
Resource Management
Planta Pionera de Reciclaje Operativa
en Japn
Wastewater Monitoring
Discharge Parameters
Note: The two values recorded as exceeding the parameters correspond to an internally set limit, and not to an
unmet legal requirement.
BOD: Working is being done on an improvement of the measurement methods in order to detect and/or improve
deviations caused by internal measurements. As of the date of this report, this countermeasure has not been
applied yet, and it will be detailed in the edition comprising FY 2008 activities.
pH: Electrode calibration and method are verified. As a consequence, the value obtained on site by the external
laboratory must be checked against that
obtained by the responsible sectors. In
case of any doubt, a countersample must
be taken using the external laboratory
equipment, as well as another one using
own utilities equipment.
Exportacin de autos
usados
Export of used cars
17-19%
Chart 17
Empresas de reciclado/recuperacin de ASR
ASR recycling/recovery companies
ASR
Tasa de reciclado/
recuperacin vehicular:
ms del 90%
Vehicle recycling/
recovery rate: over 90%
40-60%
20-45%
Reciclado / Recuperacin
Recycling / Recovery
Centros de servicios
Service centers
Empresas de trituracin
Shredding companies
Clasificacin
Sorting
Concesionarias
de utomviles usados
Used car dealers
Medios de prensa
Press
Operaciones de retiro
Removal
Aprox.
5 millon
units/year
Concesionarias
Dealers
ELV
ELVs
Consumidores finales
End users
Aprox.
5 millones
de unidades
por ao
Empresas de trituracin
Shredding companies
Aspectos Econmicos
Economic Aspects
Automobile recycling is a positive contribution to reducing most of the environmental impact. At Toyota,
recycling possibilities are present in every stage of the vehicle lifecycle. From the design and development
stage, three actions are taken to design vehicles that can be easily and efficiently recycled.
Pre-recovery evaluation system
Recycling-oriented designs
Designs that minimize environmental impact
In order to fine-tune dismantling and recycling technologies, Toyota created the Automobile Recycle
Technical Center in 2001. This center promotes activities focused on early achievement of the Japanese
governments goals in order to increase the vehicle recoverability rate to 95% by 2015, as stated in Japans
Automobile Recycling Law that took effect in January 2005. This technical center works jointly with Toyotas
design and development departments on research and development of easy-to-dismantle vehicle structures
and efficient dismantling technologies. In 2003, Toyota developed the easy-to-remove system as a way to
reuse tools to make wire harnesses, 50% of which were used for vehicle parts.
Aspectos Sociales
Social Aspects
Aspectos Ambientales
Environmental Aspects
Countermeasures
Empresas de recoleccin
Collecting companies
Introduccin
Introduction
The liquids from the wastewater treatment plant are periodically monitored in order to verify the discharge
parameters as per TASAs standards. Based on TMCs standards and the limits set by ADA -the local water
authority-, the plant has established limits to the values of 44 parameters and it always takes the most
demanding limit found in said standards as its internal one. The chart below shows the values of some of
these parameters, corresponding to the period of this report.
Additionally, in FY 2007, water samples were taken along Santa Luca stream before and after TASAs
wastewater discharge. Thus, a historical record of the stream status was initiated for detecting modifications,
if any, in the natural course due to the Companys industrial activity.
5
7
8
2
3
No combustible
Non Combustible
33
Combustible
Combustible
15
16
Madera
Wood
Caucho Telas Espuma de uretano
Rubber Fabric Urethane foam
31
10
8
6
4
2
10
Chart 19
8
6
4
0
32
5.7 6.7
FY02
6.5 6.3
6 5.8
FY03
FY04
Objetivo / Target
Chart 20
17 4.78
5.5 5.4
5.5 5.5
FY05
FY06
FY07
Agua industrial / Industrial water
Resource Management
The ASR plant classifies and recycles copper and glass, as well as materials for recycled sound
proofing products. About 6000 ton/year of sorted and recovered substances -resin and rubber, among
others such as alternative fuels instead of kerosene- are being used. Some examples of recycled ASR
materials reutilization are:
Development of RSPP (Recycled Sound Proofing Products) materials: urethane foam and fibers -the
main components of ASR- are sorted out and recycled for manufacturing a sound proofing material used
in the manufacture of various autoparts.
Glass as raw material for the ceramic industry: high-quality/high-resistance glass is recycled into high
density tiles and also used for landscaping pavement.
Alternative fuels: the sorted resins from the bulk of shredder residue in terms of weight are turned into
alternative fuel.
Recycling of wire harnesses: after the plastic shields and connectors are removed, the recovered
copper is used at foundries as reinforcing material in aluminum casting.
(See chart 18 on Page 32)
Aspectos Ambientales
Environmental Aspects
Industrial Water
Aspectos Econmicos
Economic Aspects
Toyota Argentinas plant draws water from the Puelche aquifer (at a depth of 60 meters) and the
Pampeano aquifer (at a depth of 40/45 meters), and treats it in order to optimize its industrial quality.
The amount of water needed to produce each vehicle in FY 2007 was set at 5.5 m3 per vehicle. Therefore,
in line with the guidelines set by its headquarters -TMC-, and encouraging continuous improvement, TASA set
for itself the environmental goal to reduce the industrial water used for vehicle production gradually. In order
to be able to meet this goal, various activities are developed and performed, which, through action plans,
manage to reduce water consumption in the different and numerous process using this natural resource.
The actions performed were:
Improved distribution of industrial water, as required by each sector, being industrial water use the activity
of highest impact regarding this resource. The activity consisted in separating the industrial water tank to
provide water for the paint and welding processes independently.
Reduced consumption of water in the painting sector by reducing the number of washes of cleaning cloths
and by increasing the number of cloths washed each time.
Reduced consumption of water used for line cleaning in the engine sector.
Aspectos Sociales
Social Aspects
Introduccin
Introduction
33
MO y
MAM
4
MAT
Roturas frecuentes de
las mquinas
Frequent breakdowns
of machines
Medio Ambiente
Environment
Repeticin de impresiones
Repetitive printing
Maquinaria
MAQ Machinery
MET
Mtodo
Method
MO
MET
Desconocimiento de la herramienta
Lack of knowledge about the tool
2
Falta de capacitacin
Lack of training
MAQ
MO
No hay frecuencia en la
capacitacin
Unfrequent training
1000.00
(TONELADAS) - (TONS)
Empaque y Embalaje
Palabras Histricas
Un producto nunca debe ser vendido a menos que haya sido fabricado
con cuidado y haya sido completamente probado con resultados
satisfactorios.
Sakichi Toyoda.
MET
2
MAT Materiales
Materials
34
Falta de uso de
vista preliminar
No use of the
preview function
Falta de conciencia de
ahorro de materiales
No materials saving
awareness
No existe un mtodo
que lo establezca
There is not method
establishing it
Falta de espacio
Lack of space
Mala configuracin
Misconfiguration
Chart 21
800.00
600.00
MEDERA
WOOD
PLASTICO
PLASTIC
400.00
200.00
0.00
PAPEL
PAPER
Material
Material
Metal / Metal
Cartn / Cartboard
Plstico / Plastic
Madera / Wood
Papel / Paper
CARTON
CARDBOARD
METAL
METAL
Consumo (ton)
Consumption (ton)
545,6
349,5
126,4
25,0
1,6
Chart 22
Resource Management
Consumo de materiales por tipo de
logstica - Total AF 2007
Chart 23
1200.00
(TONELADAS) - (TONS)
800.00
VEHICULOS
VEHICLES
600.00
400.00
0.00
Tipo de logstica
Logistics type
Parte de produccin / Production parts
Repuestos / Spare parts
Vehculo / Vehicle
PARTES DE
PRODUCCION
PRODUCTION
PARTS
Consumo (ton)
Consumption (ton)
783,3
264,9
0,0
Aspectos Econmicos
Economic Aspects
A fin de mejorar la capacidad de almacenamiento, reducir costos de embalaje, fletes de exportacin, tiempo y mano de obra y la cantidad de material
utilizado, dos mejoras han sido implementadas
rediseando el embalaje de los laterales de la caja
trasera del vehculo y paragolpes delanteros de
IMV, y paragolpes traseros de Hilux SW4.
En el caso de los laterales de caja, donde antes
se utilizaba madera, se desarroll una caja de
cartn cuyas dimensiones son mucho menores.
Esto trajo aparejado una reduccin en la cantidad
de material de embalaje as como una mejora en
costos de materia prima, optimizacin del tamao
del empaque y la eliminacin del tratamiento
trmico, ya que este nuevo diseo no lo requiere.
Para el cambio de embalaje de paragolpes
delanteros y traseros, el recambio de packaging
fue, de cartn troquelado a nylon de alta
densidad. Esto no solo provoc un ahorro de
costos en material sino tambin que al reducir las
dimensiones hay un mejor aprovechamiento del
espacio fsico, lo que posibilita un envo mayor
de partes por viaje, contribuyendo a disminuir las
emisiones de CO2 asociadas a la logstica.
A product should never be sold unless it has been carefully manufactured and completely tested with
satisfactory results.
Sakichi Toyoda.
Aspectos Sociales
Social Aspects
Historical Words
Aspectos Ambientales
Environmental Aspects
200.00
REPUESTOS
SPARE PARTS
TASA is currently evaluating the processes and plans of a future plant for water reuse for carwash in the Pre
Delivery Inspection sector. This initiative responds to the goal of reducing the consumption of this hydrological
resource by reusing water from previous washes.
The project under study involves 3 main stages:
disinfection
pre-treatment
demineralization by reverse osmosis
The objective of the first stage is to disinfect water and eliminate its organic load. Pretreatment is based on
filtering the water before its reverse osmosis processing. Reverse osmosis is performed using a membrane and
its objective is to demineralize the water.
This system allows reuse of the water used in previous washes. Thus, all vehicle units processed in this sector
are washed with the resulting recycled water. As a result, there is a reduction in fresh water consumption as well
as in the volume of wastewater derived from this process. This equipment is expected to be ready for use at TASA
in September 2008.
Introduccin
Introduction
1000.00
78%
38%
78%
38%
300%
Gestion de Residuos
Indicadores del SGA en un Proveedor Certificado
Ventalum S.A.I.C, empresa dedicada a la fabricacin de
productos a partir de perfiles extrudos de aluminio, vidrio,
plsticos y metales no ferrosos inyectados y proveedora de TASA
desde 1998, se propuso como objetivo para la certificacin del
Sistema de Gestin Ambiental medir y establecer un start point
para la mejora respecto a los consumos y residuos generados
durante sus procesos productivos.
Se tom como base para la evaluacin, los consumos de agua,
gas, energa elctrica, papel y residuos generados. Ventalum
cont con el soporte de Toyota Argentina en sus pasos previos
a la certificacin de la norma ISO 14.001, en lo que se denomina
auditora Gap Analysis, la cual permite conocer el estado de
la situacin actual del proveedor respecto de los requisitos de
la norma ISO 14.001. Ventalum logr su certificacin el 24 de
junio de 2006 y a partir de ese momento cuenta con indicadores
ambientales sobre los cuales trabaj a lo largo del AF 2007 con el
objetivo de mejorar su performance ambiental.
Consumo de agua
El consumo promedio mensual correspondiente al ao 2006
fue de 0,006 m3 sobre la cantidad de partes entregadas. Para
mejorar este tem, efectu un anlisis para optimizar la renovacin
de los baos de la planta de anodizado y adicionalmente se
defini cambiar las griferas tradicionales de las instalaciones
sanitarias por griferas con vlvula de corte automtica.
Evaluados los consumos durante el ao 2007, se verific que el
promedio mensual en m3 de agua consumidos arroj un valor de
0,004 m3, obteniendo, respecto al consumo promedio mensual
del ao 2006, una mejora del 33,3%.
Consumo de energa elctrica:
El consumo promedio mensual de energa elctrica consumida
durante el ao 2006 arroj un valor de 2,393 Kw/h. Para mejorar
esta performance, se realizaron trabajos de concientizacin a todo
el personal tendientes a evitar desperdicios originados en el no
Venta y Posventa
Planta de Reuso de Agua en un Concesionario
TTC Auto Argentina S.A. ubicada en la localidad de Pacheco,
provincia de Bs. As, comenz a proyectar a principios de 2007
la idea de construir una planta de tratamiento de efluentes
lquidos (PTE). La premisa que prevaleci a la hora de seleccionar
el proveedor, fue que la PTE no slo deba tratar los efluentes
lquidos sino que tambin deba permitir el reuso de agua tratada
en el proceso de lavado de vehculos. En febrero de 2008 se inici
la construccin.
Mensualmente se utiliza un promedio de 160 m3 de agua de los
cuales 110 m3 corresponden al consumo en las instalaciones y
50 m3 para el lavado de vehculos. Este proyecto permite ahorrar
50 m3 de agua dado que se utilizar para el lavado de vehculos
del efluente tratado.
El tratamiento de los efluentes lquidos, pertenecientes tanto
al proceso productivo como a los servicios sanitarios y comedor,
comprende las siguientes etapas:
1) Tratamiento Primario
El tratamiento primario involucra el bombeo de los efluentes
hacia el proceso de tratamiento y el sistema de separacin de los
efluentes del lavadero de slidos sedimentables (arenas, tierra,
etc.), aceites y grasas.
Para la separacin de los slidos sedimentables aceites y
grasas, se utilizaron las cmaras existentes de diseo Toyota. A
su vez, se aument su eficiencia colocndole a las ltimas dos, un
medio de coalescencia de alta superficie especfica, especialmente
diseado para la separacin de dichos contaminantes.
36
EFLUENTE
DE LAVADERO
CAR WASH
WASTEWATER
EFLUENTE
SANITARIO
SANITARY FACILITIES
WASTEWATER
EFLUENTE
DE TALLER
WORKSHOP
WASTEWATER
Descarte
hidrocarburos
y sedimentos
(arenas, tierra, etc)
Discard of
hydrocarbons
and sediments
(sand, earth, etc.)
Cmara de
sedimentacin
y filtro
coalescente
Settling chamber
and coalescing
filter
Pozo de
bombeo
Pumping
well
Chart 24
Planta de
tratamiento
(SBR)
Treatment
plant (SBR)
Digestor
de lodos
Sludge
digester
Descarte de lodos
biolgicos
Biological sludge
discard
Descarte de slidos
Solids discard
DESINFECCION
DISINFECTION
TANQUE ELEVADO
AGUA PARA REUSO
EN LAVADERO
ELEVATED TANK
WATER FOR REUSE
AT CAR WASH
FILTRO
FILTER
Resource Management
Water Consumption
In 2006, average monthly water consumption was 0.006 m3 in relation to the quantity of parts delivered. To
improve this item, an analysis was performed to optimize the refurbishment of the anodizing plant restrooms and,
additionally, it was decided to replace the traditional faucets in the sanitary facilities with automatic closing valve
faucets.
Once FY 2007 consumption results were evaluated, it was verified that the monthly average water consumption
was 0.004 m3, thus achieving a 33.3% reduction with respect to FY 2006 monthly average.
Gas Consumption:
In 2006, the average monthly consumption was 0.006 m3 in relation to the quantity of parts delivered. In order
to improve this indicator, maintenance activities were performed to optimize the paint curing furnace insulation
and a dynamic cover consisting of a double polypropylene sphere layer was added to minimize heat loss due to
thermal exchange with the environment.
After these improvements, consumption was evaluated throughout 2007 and the result was that the average
monthly consumption of gas in that year was 0.328 m3, i.e., a 29.8% reduction was achieved.
Electricity Consumption:
In 2006, monthly average electricity consumption was 2.393 Kw/h. In order to improve this performance,
awareness increase activities were done with the personnel in order to avoid the waste derived from failure to turn
off lights in inactive sectors. Safety glass tempering technology was also renewed, as a more efficient tempering
furnace was purchased.
A goal was established by which electricity consumption impact should be reduced by at least 25%. In 2007,
the monthly average consumption was 1.682 Kw/h, which represents a 29.7% improvement with respect to the
monthly average consumption in 2006.
Waste Generation:
Aspectos Econmicos
Economic Aspects
In 2006, the annual accumulated average of generated waste was 0.190 Kg in relation to the quantity of
parts delivered. In order to improve this indicator, decisions were made regarding the cloths used for cleaning the
different units. A new supplier was contracted for the provision of delivery and industrial wash services that allow
the recycling of said cloths.
The evaluation of the implementation of these actions showed that the monthly average of waste generated in
2007 was 0.178 Kg, thus achieving a 6.32% improvement with respect to FY 2006.
Aspectos Sociales
Social Aspects
4) Tratamiento de lodos
En un rgimen estable de funcionamiento de
la planta, se tendr que extraer peridicamente
biomasa generada en el reactor biolgico. Para
tal fin, se instal un digestor aerbico de lodos,
el cual actuar mineralizando a dicha biomasa
adems de utilizarse como tanque de acumulacin
y concentracin de dichos lodos.
Ventalum S.A.I.C. is a firm that manufactures products from extruded aluminum bars, glass, plastic and nonferrous injected metals that has been one of TASAs suppliers since 1998. In order to attain EMS certification,
Ventalum S.A.I.C., has established a start point to reduce consumption and waste generated during its production
processes.
The evaluation was based on water, gas, electricity and paper consumption, as well as generated waste.
Toyota Argentina provided support to Ventalum prior to ISO 14001 certification during the process known as Gap
Analysis Audit, which allows to know the suppliers current situation as regards ISO 14001 Standard requirements.
Ventalum was certified on June 24, 2006, and since then, it has had environmental indicators on which it has
worked throughout FY 2007 to improve its environmental performance.
Aspectos Ambientales
Environmental Aspects
3) Filtracin
El lquido que es evacuado del reactor biolgico,
pasa por una etapa de filtracin con el objetivo
de remover slidos que puedan ser arrastrados
desde dicha unidad. Para tal fin, se instal un filtro
autolimpiante.
Introduccin
Introduction
2) Tratamiento Secundario
2.a) Reactor Biolgico
En el tratamiento secundario (tratamiento
biolgico) se elimina la materia orgnica
soluble y biodegradable, mediante la accin de
microorganismos, que toman a dichas sustancias
como alimento.
El sistema est constituido por un reactor
biolgico aerbico discontinuo provisto de un
aireador sumergible. El proceso de tratamiento
dentro del reactor biolgico consta de las
siguientes etapas: Reaccin, Sedimentacin y
Evacuacin.
2.b) Sistema de desinfeccin:
El sistema de desinfeccin es utilizado para
la eliminacin de bacterias patgenas. Para
tal efecto se utiliza un agente desinfectante
(Hipoclorito de Sodio), que se incorpora
en el lquido evacuado desde el reactor
biolgico hacia la cmara de toma de muestra.
1) Primary Treatment
Primary treatment consists in pumping wastewater into the treatment process area and the system that
separates car wash wastewater liquids from sedimentary solids (sand, earth, etc.), oil and grease.
For the separation of the sedimentary solids oil and grease, the existing chambers designed by Toyota
were used. Besides, the last two ones have been made more efficient by the addition of a high-specific-area
coalescing means especially designed to separate said pollutants.
Planta de tratamiento de efluentes de TTC Auto Argentina
TTC Auto Argentinas waste water treatment plant
2) Secondary Treatment
2.a) Biological Reactor
Through the secondary (biological) treatment, soluble biodegradable matter is eliminated by the action of
microorganisms that feed on such substances.
The system is composed of a discontinuous aerobic biological reactor furnished with a submergible
aerator. The treatment process stages at the biological reactor are reaction, sedimentation and evacuation.
2.b) Disinfection System:
Pathogenic bacteria are eliminated through the disinfection system. The disinfecting agent used for that
purpose -sodium hypochlorite- is poured into the evacuated liquid from the biological reactor to the sampling
chamber.
3) Filtering
The following stage consists in filtering the liquid evacuated from the biological reactor for removal of
solids that may have been drafted from it. A self-cleaning filter was installed for such purpose.
4) Sludge Treatment
During regular plant operation regimes, the biomass generated by the biological reactor must be
extracted. For that purpose, an aerobic sludge digester has been installed. This digester will mineralize said
biomass and will also be used as a sludge storage and concentration tank.
(See chart 24 on Page 36)
37
Environmental Aspects
Aspectos Ambientales
Chart 25
La Organizacin
Como primer paso, se estableci una organizacin interna con el
objetivo de desarrollar actividades creando sinergia entre todas
las reas involucradas. (Ver cuadro 28)
La Gestin
A partir del ao 2006, Toyota Argentina, basada en la poltica de
TMC (la Casa Matriz), comienza su gestin de eliminacin de los 4
SOC, tanto en autopartes, materiales directos, materiales indirectos
como accesorios de todo el vehculo.
Los pasos que se desarrollaron son:
- Se identificaron los proveedores
- Se les envi una declaracin jurada en la cual deban declarar si
tenan presencia de alguno de los 4 SOC
38
Chart 26
7
27
60
Materiales Directos
Direct Materials
128
Accesorios
Spare Parts
Materiales Indirectos
Indirect Materials
La situacin actual
222
Chart 27
Organization
The first step was to establish an internal organization in order to develop activities creating synergy
among all areas involved. (See chart 28)
Management
Based on TMC (Headquarters)s policy, since 2006, Toyota Argentina has performed 4 SOC Elimination
Management activities for auto parts, direct materials, indirect materials, and spare parts of vehicles in their
entirety.
This process consists of the following steps:
- Suppliers are identified
- They are sent affidavit forms (Form C) in which they must declare whether their products contain any 4 SOCs.
- Studies are performed on those declaring to have products containing any 4 SOC in order to determine the
element type and proportion
- Product Engineering prepares the OTS (of tool sample) for each part identified with any 4 SOC and takes
any necessary internal management steps, as well as provides engineering support to suppliers
- OTS are approved with the support provided by the Quality Control Department, which ensures that parts
are tested using the appropriate methodology.
- Once finished the OTS stage, the Quality Department runs tests on simulations of regular production of the
new parts or materials concerned at the suppliers production lines.
- Finally, with the first suppliers delivery of SOC-free pieces, the supplier submits the switchover certification
voiding its initial Form C (affidavit).
Through the cooperative research job done with suppliers, 222 items containing SOC were identified and
no objections were received in response to Toyota Argentinas request for change of such items.
Hexavalent chrome is replaced with trivalent chrome, cadmium is completely eliminated, and mercury
and lead are accepted to certain levels per part as established by TMC.
189
Items SOC
SOC Items
* Publicidad,
soporte comunicacin
* Advertising, support
DEPARTAMENTO
MEDIO AMBIENTE
ENVIRONMENT DPT.
* Coordinador General,
TMC window
* General Coordinator,
TMC window
LIDER DE PROYECTO
Ingeniera de Producto
PROJET LEADER
Product engeneering (PE)
Aspectos Econmicos
Economic Aspects
Aspectos Sociales
Social Aspects
Autopartes
Autoparts
222
Lead (Pb)
Mercury (Hg)
Cadmium (Cd)
Hexavalent Chrome (Cr6+)
Aspectos Ambientales
Environmental Aspects
Introduccin
Introduction
Chart 28
Ingeniera de producto
Product Enginering
Compras
Purchasing (PUD)
Control de calidad
Quality control (CC)
Aseguramiento de la calidad
Quality Assurance (QA)
Control de produccin
Production Control (PC)
Ingeniera de producto
Product Engineering
Servicio al cliente
Customer Servicce (CS)
* Accesorios
* Accesories
Relaciones tcnicas
Tecnical relations (RTI)
39
Aspectos Ambientales
Calidad de Aire
Dentro de los objetivos establecidos en el Cuarto Plan de Accin de Toyota, uno hace referencia
a reducir las emisiones en pos de mejorar la calidad del aire urbano as como reducir las emisiones
de Compuestos Orgnicos Voltiles, VOC por sus siglas en ingls.
Toyota Argentina, si bien no tiene participacin en el diseo y desarrollo de los vehculos,
aporta a esta iniciativa controlando las emisiones gaseosas derivadas de su proceso productivo
as como tambin promoviendo iniciativas para la reduccin VOC.
Gestin
Auditora de Procesos de Emisiones Gaseosas
Teniendo en cuenta los cambios ocurridos en la planta, TASA
decidi realizar este ao una auditora de procesos con la finalidad
de actualizar la informacin referida a efluentes gaseosos.
La auditora consisti en una revisin detallada de los procesos
potencialmente emisores a la atmsfera, incluyendo composicin
de las materias primas utilizadas, forma de uso de las mismas,
componentes voltiles, tratamientos existentes en los procesos,
horas de funcionamiento y cambios debido a estacionalidad.
Como resultado, se obtuvo un mapa de procesos en donde
se pueden apreciar los emisores ms relevantes y los parmetros
sugeridos para el plan de monitoreo, tanto de emisiones en
chimeneas como de calidad de aire.
Environmental Aspects
Air Quality
One of the goals set in the Toyotas Fourth Environmental Action Plan refers to reduction of
emissions in order to improve urban air quality, as well as to reduction of VOC (Volatic Organic
Compounds) emissions.
Although Toyota Argentina does not participate in the design and development of vehicles, it
contributes to this initiative by controlling gas emissions derived from its production processes
and by promoting VOC reduction initiatives.
Management
Gas Emission Process Audit
Taking into account the changes occurred at its plant facilities, TASA audited its processes this year in
order to update the gaseous effluent information.
The audit consisted in a detailed review of processes potentially releasing gases to the atmosphere,
and it included composition and usage of the raw materials involved, volatile components, existing process
treatments, operation hours, and seasonal changes.
The result was a process map showing the most relevant emissions and the parameters suggested for
the monitoring plan for chimney emissions and air quality.
Produccin
Calidad de Aire
Production
Air Quality
Various TASAs processes release gases and particulate matter to the atmosphere. That is why chimney
emissions are monitored. Also, air quality within the industrial facility limits is measured. Air quality is
measured by continuous monitoring devices installed at four points located along the plant perimeter. The
locations of these sampling devices are chosen taking into consideration the direction of the predominant
wind, and meters are located both upwind and downwind from the industrial plant. These measurements
help to compare the values obtained with the air quality parameters set by law, that is, with the maximum
values permitted in the air at the level of a receptor (an individual).
The quality air chart below shows the maximum values obtained for each substance during FY 2007 in
comparison with the legal limits, where applicable.
41
Calidad de Aire
viento abajo con respecto a la planta industrial. Estas mediciones
permiten comparar los valores obtenidos con los lmites legales
de calidad de aire; es decir, con los valores mximos permitidos
en el aire a nivel de un receptor (persona).
En el cuadro de calidad de aire que se muestra a continuacin,
pueden apreciarse los valores mximos obtenidos para cada
sustancia durante el ao fiscal 2007 y su comparacin con el
lmite legal en los casos en los que aplica.
Emisiones Gaseosas
En las sustancias compuestas por hidrocarburos, la fraccin ms
liviana la comprenden los compuestos orgnicos voltiles (VOC,
por sus siglas en ingls), muchos de los cuales son peligrosos
contaminantes del aire y eventualmente afectan la salud. En
TASA, entre los elementos que se utilizan en las operaciones de
produccin que pueden emitir VOC, se encuentran los solventes,
las pinturas, algunos adhesivos y selladores.
Las variables que se consideran para efectuar el anlisis de
peligrosidad en la emisin de VOC son:
Tasa de dilucin.
Porcentaje de volatilidad.
Caudales de aplicacin.
Superficie.
Tipo de transferencia (manual/automtico).
Tecnologa (airjet/electrostatic application).
En TASA, la disminucin de los VOC es uno de los 5 aspectos
ambientales de mejora permanente de la poltica ambiental y
se considera fundamental su continua reduccin en todas las
operaciones donde se detecte su presencia. Las emisiones
de VOC se expresan en gramos por metro cuadrado pintado y
para el AF 2007 el objetivo fue de 52 g/m2, el cual fue cumplido
satisfactoriamente registrando como valor anual de emisiones
50 g/m2.
Unidad
Analyte
Legal Limit
Unit
Acetona
0,024
mg/m3/8 hs
Acetone
ND
ND
0,003
mg/m3
ND
0,003
mg/m3
ND
0,003
mg/m3
0,39
0,071
mg/m3
ND
0,003
mg/m3
1,4
0,024
mg/m3
5,2
0,024
mg/m3
40,082
1,15
mg/m3
Alcohol isoproplico 1 h
Isopropyl alcohol 1 hr
Butilglicol 1 h
Butylglycol 1 hr
Etanol 1 h
Ethanol 1 hr
80
60
40
20
0
63
68.1
FY02
67
65.04
FY03
62
63.6
FY04
Objetivo / Target
MEK 24 hs (**)
Ethanol 1 hr
MIBK 1 h (***)
MIBK 1 hr (***)
Tolueno 8 hs
Toluene 8 hrs
Xileno 8 hs
Xylene 8 hrs
CO 1 h (****)
CO 1 hr (****)
NO2 1 h (*****)
NO2 1 hr (*****)
PM10 24 hs (******)
PM10 24 hs (******)
42
0,367
0,15
0,0009
0,0014
0,043
0,054
mg/m3
mg/m3
Chart 30
62
56.92
FY05
54
58.2
FY06
52
50.7
FY07
VOC
Air Quality
Actual
Gas Emissions
Lightest-weight fractions of hydrocarbon substances are volatile organic compounds (VOCs). Many
VOCs are hazardous air pollutants that eventually affect human health. At TASA, some of the products used
in production operations that can release VOCs are solvents, paints, certain adhesives and sealants.
The variables considered for analyzing VOC emission hazardousness are:
Thinning rate
Volatility percentage
Application volumes
Area
Type of transfer (manual/automatic)
Technology (airjet/electrostatic application)
At TASA, VOC reduction is one of the 5 environmental aspects for continuous improvement in the
Companys environmental policy, and continuous VOC reduction is aimed at in all operations in which
VOCs are detected. VOC emissions are expressed in grams per painted square meter, and for F6 2007 the
goal was to keep emissions under 52 g/m2. This goal was successfully met, as the annual emission value
recorded was 50 g/m2.
Installation of RTO* Equipment for Treatment of Paint Furnace Gases: During normal work,
VOC gases are absorbed by a fan and pass through a valve opening to a hot ceramic bed that transfers its
heat to them. Upon reaching high temperatures, some VOCs begin to oxidize (burn). It is in the combustion
chamber, where full temperature is reached and the oxidation process is completed, where VOCs burn and
turn into CO2 and H2O. Subsequently, hot gases pass through another ceramic bed and transfer their heat.
The processed clean air leaves the RTO as it is absorbed by the fan and finally goes to the atmosphere.
The RTO system works in a cyclic manner, i.e., when a ceramic bed is heated by influence of the gases
already treated at high temperatures, the step is inverted and, from then on, they circulate through cold
contaminated gases. In order to improve the process efficiency and avoid the release of polluted compounds
to the atmosphere, a bed acting as inlet is switched to outlet. It is bled by closing both inlet and outlet valves,
and creating a suction scavenger stream that takes residual VOCs into the combustion chamber where they
are finally oxidized.
It must be noted that, apart from the improvements referred to above, other activities have been
implemented, such as specific training, process improvements, and robot programming, thus achieving a
reduction of approximately 8 gr/m2 in VOC emissions, as seen in the magnitude chart.
*RTO (Regenerative Thermal Oxidation)
Aspectos Econmicos
Economic Aspects
Aspectos Sociales
Social Aspects
Aspectos Ambientales
Environmental Aspects
Antes
Maximum Values Obtained during FY 2007 and Comparison with their Limits
Introduccin
Introduction
43
Aspectos Ambientales
Gestin Ambiental
En Toyota Argentina S.A. la gestin ambiental se estructura y rige de acuerdo al Sistema de
Gestin Ambiental bajo la norma ISO 14001, implementado en todas sus actividades -productivas,
administrativas y comerciales-. A partir de 1998 se ha establecido el Sistema de Gestin Ambiental
en la compaa, siendo ste revisado y actualizado en funcin de los requerimientos de la norma
ISO 14001 y de las necesidades intrnsecas de la Planta, con el objeto de mejorar continuamente
su desempeo ambiental. El Cuarto Plan de Accin de Toyota plantea claramente las medidas
ambientales que Toyota llevar a cabo entre el 2006 y el 2010 y esto slo es alcanzable con una
gestin ambiental consolidada.
Principios Gua
Guiding Principles
Carta a la Tierra
Earth Charter
Plan de Accin
Action Plan
I. Poltica Bsica
1. Contribucin para una Sociedad Prspera en el siglo XXI
Contribuir al desarrollo de una sociedad del siglo XXI prspera,
cuyo crecimiento debe estar en armona con el medio ambiente, y
trabajar para alcanzar el nivel de emisin cero en todas las reas
del negocio.
2. Bsqueda de Tecnologa Ambiental
Investigar todas las posibles tecnologas ambientales,
desarrollando e implementando nuevas tecnologas a fin
de lograr que el medio ambiente y la economa coexistan
armoniosamente.
3. Acciones Voluntarias
Desarrollar un plan de mejora voluntario, basado en medidas
preventivas y en el cumplimiento legal, que comprenda la temtica
ambiental a nivel global, nacional y regional, promoviendo su
implementacin continua.
4. Trabajar en Cooperacin con la Sociedad
Construir relaciones estrechas y de cooperacin con un
amplio espectro de individuos y organizaciones comprometidos
con la preservacin del medio ambiente, incluyendo gobiernos,
municipalidades locales, empresas e industrias relacionadas.
II. Lneas de Accin
1. Estar Siempre Comprometidos con el Medio Ambiente
Asumir el desafo de lograr un nivel de emisin cero en todas
las reas del negocio, por ej.: produccin, uso y disposicin.
(1) Desarrollar y proveer productos que posean un rendimiento
ambiental de primer nivel.
Environmental Aspects
Environmental Management
At Toyota Argentina S.A., environmental management is structured according to and governed
by the Environmental Management System stipulated in the ISO 14001 standard, implemented
in all the Companys activities -productive, administrative and commercial-. The Environmental
Management System has been in force in the company since 1998. This system is revised and
updated based on the ISO 14001 standard requirements and on the intrinsic needs of the Plant,
with the aim to improve its environmental development continuously. Toyotas Fourth Action Plan
clearly outlines the environmental measures to be taken by Toyota in the 2006-2010 period, and
this can only be achieved by means of a consolidated environmental management system.
EMS Foundations
Toyota Argentina S.A.s (TASA) Environmental Management System (EMS) is based on Toyotas Guiding
Principles as defined by Toyota Motor Corporation (TMC), Toyota Global Vision 2010, the New Earth Charter
2000 (issued by TMC), Toyotas Fourth Environmental Action Plan (2006-2010), and TASAs Environmental
Policy.
Toyotas Environmental Action Plan has been setup for the mid- and long-term. It summarizes the
specific activities and goals with the objective of promoting environmental protection actions according to
the principles and statements set forth in the Earth Charter.
(See pyramid chart on Page 44)
Gestin Ambiental
Toshikazu Ishida
Director de Planta
46
1992
Carta a la Tierra
Earth Charter
TMC
1998
TASA
1999
2000
TMC
2001
TASA
2002
TASA
2003
TASA
2003
TASA
2004
TASA
2005
TASA
2005
TMC
2006
TASA
Environmental Management
Poltica Ambiental de TASA
Gua de Acciones
1.- Siempre preocuparse por los impactos
ambientales
Apuntar a minimizar las emisiones en actividades
de la Compaa, fijar metas y objetivos para
alcanzarlo.
a) Promover actividades de produccin que no
generen residuos o emisiones.
b) Implementar controles operativos y mediciones
preventivas
para
minimizar
impactos
potenciales.
2.- Crear un mejor Medio Ambiente
Apuntar a minimizar la contaminacin ambiental.
a) Promover actividades de preservacin de
recursos naturales.
b) Implementar un sistema de investigacin
previo para nuevos procesos y productos con
sustancias qumicas.
3.- Cumplimientos legales y otros requerimientos
Como parte de una corporacin, cumplir con
nuestras responsabilidades.
a) Cumplir con leyes y regulaciones ambientales.
b) Cumplir con los otros requerimientos a los que
TASA adhiere.
4.- Como miembro de la Sociedad
Participar activamente en actividades sociales.
a) Cooperar con concesionarios, proveedores y
contratistas.
b) Apoyar a las autoridades ambientales gubernamentales.
c) Contribuir tambin con actividades sin beneficios
econmicos.
d) Difundir activamente la toma de conciencia
ambiental a nuestro personal y la sociedad.
Toyota Argentina S.A. business activities started in 1997, and in 1998 the Company established
an Environmental Management System for its production processes. The following year, this EMS was
certified under ISO 14001:1996 standard. From then on, the certification has been duly renewed every
three years, with the inclusion of the rest of the Company activities (administrative and commercial) in 2003.
In November 2004, the second edition
of such standard -ISO 14001:2004- was
published and, therefore, its modifications
were added to the EMS in 2005 and the
Environmental Policy was reviewed and
adjusted accordingly in 2006.
The ISO 14001 standard requires that
each staff member knows the environmental
policy and gears his/her work towards it.
This is also necessary for proper functioning
of the EMS. To this end, each TASAs
employee carries, along with his/her ID,
a card bearing the mnemonic 8C rule -a
summary of the environmental policy.
Aspectos Econmicos
Economic Aspects
The Environmental Management System (EMS) is that part of an organization management system that
develops and implements its environmental policy and handles environmental concerns.
All activities have an environmental side, i.e., an impact -either positive or negative- on the environment.
Hence, if a company aspires to minimize and/or avoid negative environmental impact, it must have a
management structure that makes it possible to identify an actions impact, set goals geared toward reducing
impact, and determine timeframes and responsibilities, as well as a review and improvement method so that
each action can be perfected.
Like all Toyota subsidiaries worldwide, TASA has an Environmental Management System. Apart from
being a requirement established by Toyota headquarters, the implementation of an EMS is a need for any
organization that intends to perform its activities responsibly.
Aspectos Sociales
Social Aspects
Aspectos Ambientales
Environmental Aspects
Poltica Bsica
I arrived in Argentina 14 years ago tasked with the mission of managing Toyota Argentinas
industrial plant. Over the years, we have seen many changes as well as significant growth, but these
have always been achieved with careful regard for the principles of corporate quality, safety and
care for the environment. These pillars are present in every stage of our production process and we
encourage the continuous development of improvements based on these principles.
Increasing production from 14,000 units per year in 1997 to 70,000 units in 2007 was a significant
challenge undertaken by every part of our operation, but I would like to focus here on our attention
to environmental care. At Toyota, we understand that being a large company not only means
increasing production and sales, it also means fulfilling our social and environmental commitments.
Our concern for environmental care has meant that, as our plant has grown considerably so too have
our environmental targets, which aim to meet the goals, established by Toyota Japan for water and
energy consumption, waste generation and VOC emissions.
Our environmental commitment is in line with Toyotas global policy. That is why we try to use
cutting-edge technologies that, combined with our practices, help us protect the environment,
improve safety and create the most advanced transportation systems. At Toyota, we are making
every effort to offer a cleaner and safer world by continuously improving our activities and vehicles.
Toshikazu Ishida, Plant Director
Introduccin
Introduction
Aware of the importance of caring for and protecting the environment, Toyota Argentina S.A. (TASA) is
committed to performing all tasks related to manufacturing, distributing and marketing its automobiles and
components, as well as any other company activities, in accordance with this policy and in keeping with its
guidelines.
Basic Policy
TASA commits to:
I. Ongoing improvement
Developing and promoting ongoing environmental improvements through implementing voluntary plans and
establishing progressive goals and objectives.
II. Pollution prevention
Using economically viable, environmentally-friendly technologies in order to minimize potential impact.
III. Complying with requirements, legal and other
Complying with relevant regulations and other requirements to which TASA adheres in order to preserve the
environment.
IV. Cooperation with society
Aiming for harmonic growth and cooperative relations with persons and organizations involved in preserving
the environment, including relevant authorities and companies.
Action Guidelines
1.- Always attending to environmental impact
Aim to minimize emissions resulting from company activities, setting goals and objectives.
a) Encouraging production activities that do not generate waste or emissions.
b) Implementing operative controls and preventative measures to minimize the potential environmental
impact.
2.- Creating a better environment
Aim to minimize pollution.
a) Promote activities that preserve natural resources.
b) Implement a research system for new processes and products with chemical substances prior to use.
3.- Complying with requirements, legal and other
As part of a corporation, fulfill our responsibilities.
a) Complying with environmental laws and regulations.
b) Complying with the other requirements to which TASA adheres.
4.- As a Member of society
Actively participate in social actions.
a) Cooperate with dealerships, suppliers and outsourcers.
b) Support government environmental authorities.
c) Contribute also to non-profit activities.
d) Actively encourage environmental awareness among our staff and society.
47
Gestin Ambiental
Estructura Organizacional del SGA
La coordinacin de la Gestin Ambiental de la compaa
est a cargo del Departamento de Asuntos Ambientales. Este
administra y se encarga de que todos los sectores de la empresa
mantengan el Sistema de Gestin Ambiental (SGA).
Con el objeto de organizar y lograr el correcto funcionamiento
del SGA, TASA cuenta con una estructura de trabajo que permite
el continuo seguimiento y mejora de todas aquellas actividades
relacionadas con la gestin ambiental. Dicha estructura est
constituida por cuatro comits donde cada uno cumple una
funcin especfica que determina la regularidad con que el
personal de cada comit debe reunirse.
El Comit de Revisin Gerencial est integrado por los mximos
responsables de la compaa, quienes se renen semestralmente
para analizar y revisar el SGA a los fines de verificar su eficacia y
mejorar lo que sea necesario. La coordinacin est a cargo del
Representante de Gestin Ambiental.
El Comit Ambiental de Produccin se rene mensualmente,
mientras que el de Actividades de No Produccin de manera
trimestral. Estn integrados por los jefes de seccin de las
actividades de produccin y de no produccin respectivamente.
En ellos se reportan y analizan las actividades ambientales
realizadas, el grado de cumplimiento de metas y objetivos, y
se determinan los pasos a seguir de acuerdo a los hallazgos
encontrados. La coordinacin est a cargo del Jefe de Asuntos
Ambientales.
El Comit de Crisis est integrado por los responsables de
Presidente
President
Chart 32
Directorio
Board of Directors
Representantes de
Asuntos Ambientales
Environmental Affairs
Manager
Comit Ambiental
de Produccin
Environmental
Management
Representative
Comit Ambiental
de No Produccin
Environmental
Management
Representative
Representante de
Gestin Ambiental
Environmental Management
Representative
Comit de Crisis
Environmental Management
Crisis Committee
Comit de Revisin
Gerencial
Management Review
Committee
RESIDUOS / WASTE
Minimizar / Minimize
ENERGIA / ENERGY
AGUA / WATER
VOC
Evitar / Avoid
SOC
Aspectos Ambientales
De acuerdo a la norma ISO 14001, se denomina aspecto
ambiental al elemento de las actividades, productos o servicios de
una organizacin que puede interactuar con el medio ambiente.
Un aspecto ambiental significativo es aquel que puede impactar
de manera significativa en el ambiente.
La identificacin y evaluacin de aspectos ambientales es un
punto bsico dentro cualquier Sistema de Gestin Ambiental,
ya que a partir de los aspectos significativos se determinan los
controles operativos, procedimientos y monitoreos del sistema.
En TASA, esta actividad es realizada por los representantes
ambientales de los diferentes sectores con soporte del
Departamento de Asuntos Ambientales. La identificacin se realiza
teniendo en cuenta los volmenes de consumos y generaciones
involucrados en cada actividad as como su caracterizacin,
segn la siguiente clasificacin:
Environmental Management
EMS Organizational Structure
The Environmental Affairs Department is in charge of coordinating the Companys environmental
management. This department administers the EMS (Environmental Management System) and verifies that
every sector of the Company complies with it.
In order to organize the EMS and ensure its proper functioning, TASAs structure engages in ongoing
environmental management follow-up and improvement activities. Said structure consists of four committees,
each of which has a specific function and a regular meeting schedule.
Though it complies with all legal norms, Toyota Argentina works tirelessly to reduce the environmental
impact of all its activities to even lower levels. By this, it intends to minimize the generation of waste and
the consumption of water and energy, Volatile Organic Compounds (VOC) emission and avoid the use of
Substances of Environmental Concern (SOCs).
(For more details on SOCs, please refer to Environmental Aspects - Chapter III)
Aspectos Econmicos
Economic Aspects
Aspectos Sociales
Social Aspects
Since TMCs ISO 14001 certification, the Research and Development area has been constantly monitoring
its progress in order to meet environmental impact reduction targets. In this sense, Eco-VAS serves as a
valuable environment-management tool for those in charge of vehicle development.
The Eco-Vas is a system in which the engineer in charge of the development of a new vehicle sets up
environmental objectives and makes sure that the needed efforts are being done during all the stages of the
general process of development, from the design to the early stage of the production.
The objectives are not limited to the parameters of the vehicle use stage, such as fuel efficiency and gas and
noise emissions. They also include the application of the evolution of the vehicle life cycle assessment (LCA)
including the issue of volume of greenhouse gas emissions and other pollutant substances, the consumption
of non-renewable resources, the recycling management and volume of substances of environmental concern
(SOCs). The objective of these efforts is to improve the vehicle general environmental performance achieving
environmental objectives from the point of view of the total lifecycle of the vehicle.
Life cycle Assessment (LCA) is a quantitative analysis method which evaluates the energy and resources
used during the manufacture of a product, as well as the environmental impact during its manufacturing and
usage and it evaluates the product environmental impact in general during its complete lifecycle.
Aspectos Ambientales
Environmental Aspects
The Management Review Committee is composed of the Companys chief officers, who meet every
six months to analyze and review the EMS in order to ensure its effectiveness and make any necessary
improvements. This Committee is coordinated by the Environmental Management Representative.
The Environmental Production Committee meets monthly, whereas the Non-Production Activities
Committee meets quarterly. They are composed of the production activities and non-production activities
sector chiefs respectively. These committees report on and analyze the environmental activities that have
been performed, the degree to which goals and objectives have been met, and determine the actions to be
taken according to the results. This Committee is coordinated by the Environmental Affairs Manager.
The Crisis Committee is constituted by the heads of the following areas: Production, Legal Affairs,
Institutional Relations, Safety and Hygiene, and Environmental Affairs. It only meets upon occurrence of an
event affecting the community.
Introduccin
Introduction
Environmental Aspects
According to ISO 14001 standard, environmental aspect means any component of an organizations
activities, products or services that may interact with the environment. A significant environmental aspect is
that which can affect the environment significantly.
Identifying and evaluating the environmental aspects is a basic issue in any Environmental Management
System, since the operative controls, procedures and monitoring of the system are determined by the
significant aspects.
At TASA, this activity is carried out by the environmental representatives of the different sectors with the
help of the Environmental Issues Department. The identification process is carried out taking into account
the volumes of consumptions and generations involved in each activity as wells as its characterization,
according to the following classification:
Use of chemicals
Storage
Energy Consumption
Water Consumption
Emissions to the atmosphere
Waste generation
Wastewater generation
Odor emission
Noise emission
By means of this identification, it is possible to analyze each
environmental aspect determining its incidence under different
operative conditions, in a normal situation, an abnormal situation
(for example, plant shutdown periods) and an emergency. The
obtained information, once it has been analyzed and revised, is
loaded in a matrix which provides a value or ranking for each aspect
and determines which ones are significant. Apart from the obtained
value, it is taken into account whether the aspect has a legal or other
associated requirement in determining if it is significant or not.
In FY 2007, 515 environmental aspects were identified in
production areas and 132 in non-production areas. Out of the total
of the obtained aspects, 58 were defined as significant. Besides,
with the aim to rise an environmental awareness in every sector, the
Almacenamiento subterrneo de
combustible, uno de los aspectos
most important environmental aspect is spread within such area,
ambientales significativos que se
even if it is not relevant compared to the most significant aspects
controlan en TASA.
of the total of the plant. The objective of this practice is that every
Underground fuel storage, one of
employee is capable of identifying the significant aspect within their
the significant environmental aspects
own workplace.
monitored at TASA
49
Gestin Ambiental
Anormalidades Ambientales
Una anormalidad ambiental es una situacin fuera del
estndar que tiene o puede ocasionar un impacto negativo.
Eventualmente, durante el funcionamiento de la planta pueden
producirse anormalidades ambientales tales como derrames
menores, principios de incendio, etc. Con el objeto de conocer el
origen de la anormalidad, corregir la falla que la genera, y evitar su
repeticin, se llevan a cabo procedimientos estandarizados para
informarlas y analizarlas. Estos procedimientos son efectuados
por todo el personal involucrado en el acontecimiento de la
anormalidad.
Chart 34
2002
2003
2004
2005
2006
2007
10
11
Incendio / Fires
Otros / Other
Toyota EMS
Basado en el concepto de mejora continua, Toyota desarroll
el Toyota EMS. El programa EMS Level Up (por su sigla en
ingls Environmental Management System) fue promovido por
TMC basndose en las experiencias a nivel global que Toyota
tiene en Sistemas de Gestin Ambiental. De ese modo, con el
Toyota EMS se propone superar las exigencias de la norma ISO
14001, estableciendo objetivos de gestin ms elevados.
El Toyota EMS realza los requerimientos de la norma ISO 14001
con la aplicacin del Toyota Way, cuyos pilares son el Respeto
por la Gente y la Mejora Continua, de ese modo establece los
siguientes objetivos:
1- Lograr total cumplimiento de las normas a la vez de no
recibir reclamos
2- Minimizar los Riesgos Ambientales con una rigurosa
actividad preventiva
3- Ser N 1 a nivel global y regional en performance ambiental
Una meta fundamental del Toyota EMS es asegurar que las
actividades ambientales estn ligadas con las actividades de
seguridad, calidad y reduccin de costos.
Chart 35
ISO 14001
Toyota way
Desafo - Kaizen - Genchi
genbutsu - Respeto - Trabajo
en equipo
Challenge - Kaizen - Genchi
genbutsu - Respect
Teamwork
N 1 en el mundo
N 1 en la regin
World N 1
Regional N 1
Auditora Global
Una vez implementado el Toyota EMS, y como mtodo de
verificacin del mismo, se realiza una auditoria que es llevada
adelante por TMC con auditores especficamente entrenados
para este Sistema de Gestin.
La evaluacin se realiza basndose en los pilares del EMS:
Quejas y No Conformidades
Contaminacin de suelo
Mejora de la performance ambiental
Los puntos evaluados se distribuyen sobre las polticas,
procedimientos, actividades, y roles asociados a cada etapa
del PDCA (Plan-Do-Check-Action por sus siglas en ingls). Las
auditorias globales ambientales (Global Audits) se llevan a cabo
cada 3 aos por personal de TMC, no obstante anualmente se
auditan internamente los aspectos relacionados.
Palabras Histricas
Deseamos hacer que Toyota sea no solamente una compaa fuerte,
sino admirada mundialmente y ganar la confianza y respeto del mundo.
Debemos ser una compaa aceptada sinceramente por toda la
poblacin mundial, quienes consideraran normal que Toyota se convirtiera en la compaa Nro. 1 en tamao, debido a que suministramos
productos atractivos de excelencia en la proteccin ambiental y en
seguridad, y que por ello realizan un gran aporte a las comunidades
locales. Ese es el objetivo del Crecimiento Armonioso y lo que considero
una virtud empresarial.
Hiroshi Okuda
Auditoras Ambientales
Las auditoras son esenciales para el mantenimiento y mejora
continua del SGA ya que evalan su funcionamiento de manera
sistemtica. Las mismas pueden ser externas o internas y ambas
auditoras deben realizarse por lo menos una vez al ao.
Auditora Interna: Las realiza personal de TASA capacitado
para esta actividad. El objetivo es evidenciar posibles fallas
para ser corregidas e identificar puntos de mejora a desarrollar,
siempre previa a la auditora externa.
En noviembre de 2007 se realiz la auditora interna del AF
2007, donde se obtuvieron 14 hallazgos.
SGA de
TOYOTA
TOYOTA s
SGA
Conformidad
ninguna queja
Compliance
No-complaints
50
Conformidad legal
Legal compliance
Prevencin anterior
Prior prevention
Minimizacin de riesgos
ambientales
Minimization of
environmental risks
Chart 36
AF 2003
AF 2004
AF 2005
AF 2006
No conformidad / Non-compliance
10
12
AF 2007
3
Observacin / Observation
12
12
10
Environmental Management
No conformidad / Non-compliance
Observacin / Observation
Toyota EMS
Based on the principle of ongoing improvement, Toyota has developed the Toyota EMS program. On
the basis of Toyotas experience in Environmental Management Systems around the world, the EMS Level
Up program has been fostered by TMC. Along with the Toyota EMS, this program proposes going beyond
the requirements of the ISO 14001 standard and establishing higher targets.
The Toyota EMS meets the requirements of ISO 14001 Standard while applying the Toyota Way,
whose pillars are Respect for People and Ongoing Improvement. Thus, the following objectives have been
established:
1- Ensure total compliance with norms and no complaints
2- Minimize environmental risks through rigorous prevention
3- Be N 1 in environmental performance at both global and regional levels
One of Toyotas EMS basic goals is ensuring that environmental tasks are linked with safety, quality and
cost reduction tasks.
(See chart 35 on Page 50)
As a part of the environmental improvement and by means of the controls done by TASA, in accordance
with Toyota EMS principles, the adaptation of the new facilities has been carried out so they fulfill the
requirements of the next Global Audit that TMC will carry out in our plant during 2009.
Among these adaptations we find:
Containment of the 100% of the stored volume in our new area of environmental risk substances storage.
Waterproofing of the area of battery chargers of new industrial pieces of equipment.
Installation of aerial storage tanks.
Global Audit
Once the Toyota EMS has been implemented, and as a means to verify it, an audit is carried out by TMC
with auditors specifically trained in this management system.
The evaluation is based on the EMS pillars, namely:
Complaints and non-compliances
Soil pollution
Environmental performance improvement
The covered policies, procedures, activities and roles associated with each stage of the PDCA (Plan-DoCheck-Action) are based on these areas. Global Audits are conducted every three years by TMC personnel.
However, related aspects are audited internally on an annual basis.
Auditora de Qumicos
Durante el mes de marzo de 2008 se realiz
una auditora externa de gestin de sustancias
qumicas. La misma fue de carcter voluntaria
y con el objetivo de detectar oportunidades
de mejora asociadas a la compra, recepcin,
almacenamiento, manipuleo, uso y disposicin
final de productos qumicos.
Fue realizada por personal de la empresa
DuPont, teniendo en cuenta tanto, criterios de
buenas prcticas asociadas a la gestin de
sustancias qumicas como requisitos internos de
TASA, tales como los listados de sustancias de
consideracin ambiental (sustancias prohibidas y
riesgosas).
Historical Words
We wish to make Toyota not only a strong company but also have it world wide admired and make it earn the
trust and respect of the world.We have to be a truthfully accepted company for all the world population, who
would think it natural for Toyota to become a N1 company in size, due to the fact that we supply attractive
and excellent products which protect the environment and which are secure and, because of that, they make
a great contribution to the local communities.This is the objective of the Harmonious Growth and I consider
it as a business virtue.
Aspectos Econmicos
Economic Aspects
Oportunidad de mejora
Oportunity for improvement
Aspectos Sociales
Social Aspects
Chart 37
An environmental anomaly is an out of standard situation that has or may have a negative impact. At
times, during the operations of the plant, environmental anomalies such as minor spills, small fires, and the
like may occur. In order to discover the origin of an anomaly, correct the failure that led to it and ensure that it
does not occur again, there are standardized procedures at TASA to report on each anomaly and analyze it.
These procedures are followed by all the personnel members involved in the anomaly occurrence.
Aspectos Ambientales
Environmental Aspects
Environmental Anomalies
Introduccin
Introduction
Hiroshi Okuda
Environmental Audits
Audits are essential for the maintenance and ongoing improvement of the EMS since they provide a way
to systematically ensure its operations. Audits can be external or internal, and must be conducted at least
once a year.
Internal audits: These are conducted by TASA personnel specifically trained for this activity. The objective
is to detect any possible failures in order to correct them and identify points to be improved -always before
any future external audit.
In November 2007, the FY 2007 internal audit was conducted, resulting in 14 findings.
Auditora de qumicos
Chemicals Audit
During March 2008, an external audit of chemical substances management was conducted. It was voluntary
and its aim was to detect improvement opportunities associated with the purchase, reception, storage, handling,
usage and final disposal of chemical products.
It was carried out by DuPont staff, taking into account the criteria of good practice associated with the chemical
substances management as well as TASA internal requirements, such as the listing of substances of environmental
concern (forbidden and risky substances).
51
Gestin Ambiental
Certificacin en concesionarios
Chart 38
Residuos / Waste
Residuos especiales / Special Waste
Energa / Energy
Qumicos / Chemicals
Chart 39
16%
24%
6%
2%
6%
13%
4%
2%
5%
11%
8%
Auditora / Audit
Centro de entrenamiento / Training Center
Ensamble / Assembly
Inspeccin Final / Final Inspection
Kaizen / Kaizen
Mantenimiento / Maintenance
Motores / Engines
Movimiento de Materiales / Materials Movement
Pintura / Paint
Press / Press
Receiving Inspection SQA / Receiving Inspection SQA
Resin Parts Paint Shop / Resin Parts Paint Shop
Soldadura / Welding
52
Environmental Management
ISO 14001
2003
2004
2005
10
2006
2007
10
TOTAL
26
24
Aspectos Econmicos
Economic Aspects
SAT
The quality circles (QCs) and the suggestion system are two ways of promoting ongoing improvement
among employees. At TASA, the idea is that things can always be done better, and employees are encouraged
to participate in both the search and in the solution of each challenge that arises.
For QCs, a team is formed and its members work jointly for months in order to solve a problem,
considering each aspect of the point to be dealt with and improved. On the other hand, the suggestion
system is an individual-oriented initiative through which an employee can make a suggestion for a certain
aspect related to his/her work and that has been improved by means of a new process.
During FY 2007, out of the 219 Quality Circles carried out, 8 of them were related to environmental issues
while 448 of the total implemented suggestions corresponded to environmental issues representing 1,5%
of the total.
Aspectos Sociales
Social Aspects
Chart 40
Ongoing Improvement
Aspectos Ambientales
Environmental Aspects
Introduccin
Introduction
53
Gestin Ambiental
Mejoras Ambientales en Proveedores
Nube de polvo
Dust cloud
Certificacin en Proveedores
Una vez establecida la poltica ambiental, a travs de SGA
y su Poltica Ambiental, TASA extiende su compromiso con el
ambiente sumando a los proveedores en esta iniciativa. Es as
como viene trabajando desde el ao 2003 siendo, la solicitud de
implementacin y certificacin del SGA, un punto solicitado a
todos los proveedores aplicables.
Como contrapartida, TASA brind soporte a proveedores
a travs de auditoras denominadas GAP. El objetivo de las
mismas, es evaluar en las instalaciones del proveedor dos aspectos por dems importantes para poder lograr la certificacin:
1) las condiciones edilicias y de infraestructura del proveedor
2) el estado de la gestin legal ambiental aplicable
A partir de esta informacin, TASA realiza un diagnstico de
la situacin del proveedor para evaluar la brecha existente entre
la situacin real y la situacin necesaria para poder encauzar
satisfactoriamente la certificacin de los sistemas de gestin
ambiental respectivos.
De un total de 79 proveedores, actualmente 43 se encuentran
certificados bajo la norma ISO 14001, lo que representa un 54%
de los proveedores aplicables certificados.
Chart 41
54 %
Certificados / Certified
Sin certificar / Not Certified
2007
54
Environmental Management
Suppliers Certifications
On May 22, the Green Purchase Guide II was launched for suppliers of direct and indirect raw materials,
equipment, and logistics, construction, cleaning and gardening services. This new guide is a document
issued by TASA for its suppliers, and is based on TMCs document. Its purpose is to motivate suppliers to
meet the environmental goals set by Toyota. The Green Purchasing Guide II includes the following subjects:
ISO 14001 Certification Attainment, Management of Products and Materials Supplied to TASA, Environmental
Initiatives Related to Suppliers Activities, CO2 Emission Reduction, and Use of Packing Materials in Logistics
Activities.
Aspectos Ambientales
Environmental Aspects
Introduccin
Introduction
Once the environmental policy has been defined, through the EMS and its Environmental Policy, TASA
extends its commitment to the environment by bringing the suppliers into this initiative. This is the way it
has worked since 2003, being the application for EMS implementation and certification a requirement for all
suppliers, when applicable.
In return, TASA provided support to the suppliers by means of audits named GAP. Their objective is to
evaluate two important aspects at the suppliers facilities in order to achieve the certification:
1) the suppliers building and infrastructure conditions
2) the suppliers situation in relation to the applicable legal environmental management norms
Based on this information, TASA makes a diagnosis of the suppliers situation to evaluate the existing
gap between the actual status and the target one in order to satisfactorily channel the certification of the
respective environmental management systems.
To date, 43 out of 79 suppliers have been certified under the ISO 14001 Standard, i.e. 54% certified
applicable suppliers.
Aspectos Econmicos
Economic Aspects
Aspectos Sociales
Social Aspects
With the objective of developing a regional interaction work, the South American Toyota subsidiaries
created the South American Environmental Committee (SAEC) with the aim to debate and define the working
guidelines at a regional level, aiming to promote a structure of regional environmental management. This
committee has met twice a year since May 2006, taking turns to meet at the headquarters of a different
subsidiary of the Toyota Mercosur network (Argentina, Brazil and Venezuela) each time.
The SAEC structure is composed of the president of Toyota Mercosur, as committee chief, and the
presidents and vice presidents of each of the SAEC countries are its members. Each meeting lasts two
days and consists of a main session and a second day when four subcommittees work together: Logistics,
Commercial, Purchases and CSR (Corporate Social Responsibility).
The third SAEC meeting was held at TASA on May 7 and 8, 2007. Some of the subjects discussed there
were: experiences with other Toyota committees worldwide, environmental production activities, logistics,
sales and post-sales, Green Purchasing Guidelines II launch in Argentina, and Argentina and Brazil branches
Environmental and Social Reports. During the fourth SAEC meeting, held at Toyota do Brasil (TDB) on
November 27 and 28, the Production Subcommittee was created.
55
Aspectos Sociales
Servicio al Cliente
El Cliente Primero
Promoviendo la Seguridad
Campaas Internas
Una mejor atencin telefnica contribuye a mantener la
alta imagen que los clientes tienen de la marca Toyota, es
por eso que las acciones de este perodo se completaron con
una campaa orientada a promover las buenas prcticas de
atencin telefnica entre los empleados de Toyota Argentina.
Difusin del material de seguridad en La Rural
Safety material distribution at La Rural
56
Social Aspects
Customer Relation
One of Toyotas pillars is its relation with those who choose its products. That is why our
customer service focuses on creating and maintaining customers loyalty to the brand as well
as to the Companys network of dealerships. Customer service is also oriented to supply Toyota
vehicle users with the most appropriate tools for best maintenance.
Since its foundation, TASA has developed corporate activities based on the Customer First
concept as a step toward ongoing improvement in Toyota products quality and services.
Palabras Histricas
En Toyota, seguiremos apuntando al horizonte. Nos
pueden llamar pacientemente agresivos en nuestra
bsqueda de crecimiento constante y a largo plazo.
Seguiremos escuchando a nuestros concesionarios
y clientes y asignaremos recursos para servirlos a
ambos. Asimismo, tendremos un ojo avizor puesto en
nuestra competencia, con la esperanza que sea el
espejo retrovisor.
Yale Gleszl, antiguo Vicepresidente Ejecutivo, TMS.
Customer Service
Customer First
Although every Toyota division takes the Customer First philosophy into consideration, Customer
Service is the area responsible for concentrating direct communications between Toyota and its final users.
In fiscal year 2007-2008, about 2100 queries were solved and 9300 inquiries were answered through both
the 0800-888-8696 line and TASA website: www.toyota.com.ar.
Safety Promotion
The Safety Handbook, originally edited by TMC, it is available now for download from TASA webpage
(http://www.toyota.com.ar/safety_section/index.asp), and it continues its divulgation at agro-industrial fairs.
The distribution of this material has a double purpose: on the one hand, it shows our customers how to use
the safety measures present in our vehicles more efficiently; on the other, it helps to prevent claims that might
arise due to lack of knowledge of the normal functioning of safety devices
Internal Campaigns
Better customer call handling contributes to maintaining the high image that customers have of the
Toyota brand. That is why the actions taken during this period were complemented with a campaign oriented
to promote good call handling practices among Toyota Argentinas employees.
The Customer Satisfaction Survey, with four-monthly results, was used as a tool to promote improvements
at dealerships. Once more, customers honored the Company with very high repurchase intention scores: 94
in the Post-sales survey and 96 in the Sales survey, on a 1 to 100 scale.
Historical Words
At Toyota, we will go on aiming at the horizon. Some people may say that we are patiently aggressive in
our search for constant growth in the long term. We will go on listening to our dealers and customers and
assign resources to serve them both. Besides, we will keep an eye on our competitors, hopefully through the
rear-view mirror.
Yale Gleszl, former Executive Vice-president,TMS
Toyota Argentina offers a wide range of genuine accessories for each of its marketed models for
customers to enjoy their vehicles in a more exclusive and customized manner.
In January 2008, the new virtual module of accessories EQUIP YOUR HILUX was officially presented.
This new commercial tool is a simulation module added to Toyota and Hilux-official websites where customers
can customize the N 1 van in the country to their preferences, style and usage needs.
In this virtual environment, surfers will be able to select their favorite version, change its color and choose
among the wide range of genuine accessories available for each model. They will also be able to send
their comments and/or suggestions, obtain updated quotations for each Hilux version and its selected
accessories, and print the information on paper quickly.
By this new development, Toyota keeps offering the best experience when it comes to choosing a vehicle
and its corresponding accessories on line -a modality that gets new adepts every day both in our country
and worldwide.
57
Aspectos Sociales
Educacin
Estudiando con Toyota
Este programa fue creado por Toyota Argentina con el objetivo
de ofrecer soporte a proyectos destinados para la educacin
de nios y adolescentes de bajos recursos econmicos. Estuvo
dirigido a nios y jvenes que provienen de zonas urbanas
y rurales econmicamente afectadas, as como tambin a
organizaciones sin fines de lucro dedicadas a su cuidado. Con
este programa, Toyota procur facilitar y fortalecer el trabajo de
entidades comprometidas con el desarrollo de la infancia.
Durante 2007, Toyota colabor con diversas escuelas dentro
de su zona de influencia, en la donacin de material didctico,
acondicionamiento de las instituciones, alquiler de colectivos para
viajes educativos, etc. 600 chicos participaron de estos viajes y se
don material de estudio para Escuelas Tcnicas. Este programa
se desarrolla desde 1999 y constituye una excelente herramienta
para fortalecer los lazos con las comunidades educativas de la
zona. Todas las acciones educativas son de especial importancia
tanto para las Instituciones como para Toyota, ya que stas
constituyen la materia prima en el proceso de seleccin de Team
Members.
Una de las acciones procuradas por Toyota Argentina y que
fue fuertemente difundida por los medios de comunicacin
nacionales, fue la campaa de educacin realizada junto con la
Fundacin Leer. Durante septiembre de 2007, Toyota apoy a
tres escuelas de la Provincia de Buenos Aires: las escuelas de
Zrate, EGB N 12 Crucero General Belgrano, EGB N 21 Paula
Albarracn de Sarmiento y la escuela EGB N 1 General Jos
de San Martin de Baradero. stas implementaron el programa
Proyecto Libro Abierto, elaborado por la Fundacin Leer, del
cual fueron beneficiarios 309 nios y jvenes. El Proyecto Libro
Abierto es un programa anual de motivacin a la lectura de base
anual, que ayuda a generar espacios que favorezcan la lectura
en las instituciones que carecen de ellos. Enriquece a los nios
al tiempo que involucra activamente a las familias, capacita a los
58
Capacitacin a docentes
Training teachers
Social Aspects
Community Relations
It is an important priority for Toyota Argentina to contribute to the betterment of the society
in which it operates. The Toyota Motor Corporation, its parent company, has set clear policy
objectives based on pragmatic altruism through a variety of measures and Toyota Argentina is
committed to these objectives which are set out in the Corporations slogan; Contributing toward
a prosperous 21st century society and sustainable development.
Education
Studying with Toyota
This program was created by Toyota Argentina to support projects offering education to children and
adolescents from underprivileged backgrounds. It is targeted at children and young people from economically
deprived urban and rural areas, as well as the nonprofit organizations dedicated to supporting them. Toyota
sought to facilitate and strengthen the work of organizations engaged in the development of children by
means of this program.
During 2007, Toyota worked with various schools within their zone of influence by donating educational
materials, refurbishing buildings, renting buses for educational trips and so on. 600 children participated in
these trips and benefited from materials donated to Technical Schools. This program was established in 1999
and is an excellent means of strengthening ties with the educational communities in the area. The educational
activities are as important to Toyota as they are to the organizations it supports, as they provide the raw
material when it comes to recruiting Team Members.
One of the activities undertaken by Toyota Argentina that secured substantial coverage in the national
media was an education program conducted in conjunction with Fundacin Leer (the Reading Foundation).
During September 2007, Toyota supported three schools in the province of Buenos Aires: EGB No. 12
Crucero General Belgrano and EGB No. 21 Paula Albarracn de Sarmiento, in Zrate, and EGB No.
1 General Jos de San Martn, in Baradero. They implemented the Proyecto Libro Abierto (Open Book
Project), developed by Fundacin Leer, which helped 309 children and youths. This project is an annual
program to encourage reading, which creates spaces to habilitate reading within institutions that do not have
such areas at present. This enriches the lives of children whilst actively involving families, training teachers
and attracting the whole community to support reading and learning. It provides the tools necessary to help
schools turn children into real readers and booklovers.
The three schools received an Initial Training Workshop for teachers and principals and chose books
to be made available to children during the Reading Festivals (events that allow children to experience and
celebrate the joys of reading). Various communication activities were held in these school communities to
bring together volunteers and committed people who were keen to help build and refurbish the Reading
Corners (informal and cheerful spaces, where children and young people can choose the books they like
best, and touch, leaf through and read them). The aim is to create a place where children and young people
can read, on the premise that reading is key to their development.
META Program: Improving Automotive Technical Education (Mejora de la Educacin Tcnica
Automotriz)
The META program aims to encourage the recruitment of HR professionals with technical training by
strengthening technical education in secondary schools to establish a chain of growth in the dealership
network. A strong social component of this program is its contribution to a community need in terms of
specialized technical training, a great commitment that the Toyota dealers have signed up to.
The program started with three dealerships in the interior of the country (Paran, Mendoza and Mar del
Plata cities), where local technical schools, and especially automotive technical ones, were invited to join the
initiative. Each of these schools would receive a donation of literature and equipment, and 4 students per
school would be selected to take part in a 9-month internship at the dealerships. Once the schools were
selected, all 5th year students were invited to take a written test and a shortlist of 10 students went on to
personal interviews.
The schools were selected by October 2007 and by the end of that year 12 interns had been selected to
work at official Toyota dealerships. On 12 February 2008, before starting their internship, the twelve visited
Toyotas manufacturing plant located in Zrate, where they received their induction and toured the plant. The
internships began in March 2008, and the following materials were donated in July:
59
Evaluaciones
realizadas por los
alumnos
Tests made by
students
Interns from technical schools during their training at the Toyota Argentina plant
En
Daniel Afione
Gerente General de Relaciones Pblicas y Gubernamentales Mercosur
60
Comunity Relations
Programa de Educacin e Insercin
Laboral
Aspectos Econmicos
Economic Aspects
Toyota en Accin
Aspectos Sociales
Social Aspects
Aspectos Ambientales
Environmental Aspects
Arte y Cultura
Introduccin
Introduction
61
Ciudadana y Comunidad
El estar vinculado activamente con instituciones dedicadas a
las problemticas de la sociedad, otorga a Toyota la posibilidad
de insertarse en la comunidad de forma directa y al mismo
tiempo, ayudar al desarrollo sostenible de estas instituciones y a
la sociedad en su conjunto. En esta oportunidad, Toyota asisti
con la preparacin, fortalecimiento y desarrollo de diversas
fundaciones dentro de la zona de influencia.
Pista de pruebas
Test Track
62
Comunity Relations
Programa de Crdito Fiscal para
Escuelas
Being actively linked with institutions engaged in solving societys problems, Toyota has an opportunity to
be a direct part of the community, whilst also encouraging the sustainable development of these institutions
and society as a whole. Toyota has thus far provided help for enabling, strengthening and developing various
foundations within its zone of influence
Aspectos Econmicos
Economic Aspects
Aspectos Sociales
Social Aspects
Aspectos Ambientales
Environmental Aspects
Road Safety Program Toyota and You. Safe driving is in our hands
As part of its policy of Corporate Social Responsibility, and because safety is a priority for the company
worldwide, during January 2007 Toyota Argentina introduced the Road Safety Program Toyota and You Safe driving is in our hands in Pinamar (Argentina).
There are about 1 million traffic accidents a year in Argentina. As an automotive company, Toyota is
committed to supporting the reduction of traffic accidents in the country. Therefore, it developed a free
program designed to assist and educate young license holders aged between 17 and 23 and their parents
to drive safely and reliably, and provided tools to help identify and react to situations of risk or distraction,
such as the use of cell phones. Each program course lasts 3 hours and combines theoretical sessions and
driving practice.
Participants also have a chance to practice braking maneuvers on straight and curved tracks, and slalom
exercises under the watchful eye and supervision of professional trainers. Whilst the youngsters complete
their sessions, parents work on increasing their knowledge of driving and learning about the risks and
consequences of crashes in a simulator demonstrating the benefits of seat belt use set at a speed close to
15 km per hour.
The program concludes with teenagers and parents coming together to consider the ideas previously
discussed during the course. At this point, the parents and children enter into a symbolic safe driving contract
to abide by on completion of the course onwards. The program was first held at Pinamar over three weekends
during January. 137 young people participated along with 143 parents.
Among other activities performed in that opportunity, leaflets about the program were distributed to 8,500
families from our stand and by a mobile promotion team. Toyota and You car shades were also distributed
in the parking lots of Pinamars major beach resorts and to participants in the program.
During 2008, the safe driving Toyota and You program will visit several cities in the interior of the country,
such as Rosario (June 08), Crdoba (August 08) and Mendoza (November 08). By doing this, the company
is showing its commitment to providing young people the tools they need to become better drivers and take
to the roads safely.
Introduccin
Introduction
CICACZ
Continuando con las actividades ambientales
enfocadas a la sociedad, TASA participa del
Comit Interindustrial de Conservacin Ambiental
Campana-Zrate, junto a 19 empresas asociadas
de la zona.
63
Forestacin
Como una actividad relacionada a la incorporacin de espacios
verdes en la compaa, TASA contina realizando gestiones para
incrementar el nmero de rboles plantados en el predio.
Ms all de las ltimas actividades de forestacin, llevadas
a cabo a travs de la donacin de especies por acogimiento al
Plan de Incentivo de Pequeas Forestaciones que impulsa el
Ministerio de Asuntos Agrarios de la provincia de Buenos Aires,
TASA se encuentra planificando la ejecucin de la forestacin de
un macizo alrededor de la pista de pruebas de vehculos.
Esta iniciativa, sumada a las 6.000 especies ya plantadas
desde el ao 2005, permitira contar con unas 5 hectreas nuevas
de forestacin. Este emprendimiento resulta de vital importancia
Forestacin en reas no
productivas
Forestation on unused land
Comunicaciones Externas
Junio, mes del medio ambiente
Considerando que, segn lo definido por Naciones Unidas, el
5 de junio es el Da Mundial del Medio Ambiente, Toyota Motor
Corporation (TMC) impulsa la iniciativa de considerar cada mes de
junio como Mes del Medio Ambiente. Esta iniciativa se extiende
a todas las filiales Toyota y desde TASA, ese mes se enfatizan
las actividades ambientales as
como su comunicacin interna y
externa. Buscando la conciencia
ambiental y transmitiendo el
compromiso de Toyota, ese da se
lanza una comunicacin masiva en
diarios locales, nacionales y revistas
especializadas.
Publicidad institucional publicada en diarios y
revistas para el Da Mundial del Medio Ambiente
Institutional advertisement published in newspaper
and magazines for World Environment Day
Proveedores
Poltica con Proveedores
TASA, siguiendo los lineamientos de su casa matriz, basa su
relacin con proveedores en tres principios fundamentales:
1. Igualdad de condiciones
TASA est abierta a todos los proveedores sin distincin de
nacionalidad, tamao o si han trabajado con Toyota anteriormente.
La seleccin de proveedores se basa exclusivamente teniendo
en cuenta la conveniencia desde el punto de vista del negocio
de la compaa. En este sentido, Toyota evala las fortalezas de cada
proveedor, incluyendo su calidad, sus capacidades tecnolgicas
y la confianza en el cumplimiento de las entregas a tiempo,
como as tambin su predisposicin para trabajar en la mejora
continua (kaizen).
64
Comunity Relations
Convencin Anual de Proveedores
External Communications
Aspectos Sociales
Social Aspects
Aspectos Ambientales
Environmental Aspects
Forestation
As part of work to enhance green spaces in the company, TASA is continuing its efforts to increase the number
of trees planted at its facilities.
As well as recent forestation activities consisting in the donation of a number of plant species within the Smallscale Forestation Incentive Scheme run by the Ministry for Rural Affairs of the province of Buenos Aires, TASA is
planning to complete a large-scale forestation project on land surrounding the vehicle test track.
This initiative, combined with the 6,000 trees/plants already planted from 2005 onwards, will provide
approximately 5 hectares of new woodland. This undertaking is vital to achieve the capture of CO2 emissions
from production and lessens the negative effect of this gas, as well as others, known as the greenhouse effect.
Introduccin
Introduction
One of the main objectives of this group of companies, as well as the municipalities of both cities, is to
maintain the air quality-monitoring network. Every month we report to the municipalities on the data collected
by the network. Participating companies have maintained the continuity of this network year on year since
1998, not only from an economic point of view, but also by participating in monthly meetings in which
technical issues and matters relating to management are discussed.
However, during the last month of 2007, CICACZ collaborated to deliver a workshop focusing on caring
for the environment. The workshop was held at a school in the city of Campana. It is currently under evaluation
with a view to continuing with further activities at other schools in the area.
Suppliers
Aspectos Econmicos
Economic Aspects
Supplier Policy
In line with its parent companys guidelines, TASA bases its relationship with suppliers on three
fundamental principles:
1.Equal opportunities
Toyota is open to any and all suppliers, regardless of nationality, size, or whether they have previously
done business with Toyota. Our choice of suppliers is based purely on business considerations. Toyota
evaluates the overall strengths of each prospective supplier, including their quality, technological capabilities,
and ability to deliver the required quantities on time, as well as their willingness to work on continuous
improvement (kaizen).
2.Mutual benefit based on mutual trust
Toyota aims to develop mutually beneficial, long-term relationships based on mutual trust. In order to
achieve that goal, Toyota works to ensure constant communication with suppliers.
3.Contribution to the local economy: good corporate citizenship
In line with its commitment to developing the community in which it is located, TASA will seek to contribute
towards economic and industrial development in the region. In this regard, the companys strategy is to seek
suppliers of parts within the country with due attention to issues of technology, economy of scale, knowledge
and costs.
Annual Convention for Suppliers
As in previous years, Toyota held its Annual Convention for Mercosur Suppliers, with 300 suppliers from
Brazil and Argentina present, where the best suppliers of the 2007 financial year were awarded.
This was the sixth convention to be held by Toyota Mercosur and the tenth by TASA, which recognizes
the performance of suppliers and rewards those who have reached and exceeded goals regarding quality,
logistics and costs.
Having given due consideration to the aims mentioned above, the Best Performance Award 2007 went
on this occasion to Ventalum S.A.I.C., a supplier from Argentina, and to Denso Do Brasil Ltda., a supplier
from Brazil.
TPS Seminar and Jishuken Activity
TASA PuD Kaizen, along with the Toyota Argentina Suppliers Association (APTA), hosted a TPS (Toyota
Production System) seminar, followed by Jishuken (learning by doing groups for suppliers at our plants)
between September and December. Of the 34 suppliers affiliated to APTA, 27 attended the seminar and 14
participated in Jishuken. The activity was a means of bringing together suppliers in order to provide support
and develop trust and integration.
The objective of this training was to:
1. Create awareness of Muda (activities that do not add value) and the impact on processes.
2. Provide basic tools to identify and remove Muda from their industrial processes.
65
Aspectos Sociales
El Toyota Way
El Toyota Way define la misin de Toyota como Compaa y
expresa las creencias y valores compartidos por el personal de
Toyota en todo el mundo. En este sentido, se alienta la construccin
de una cultura corporativa que garantiza un espritu comn y un
modo de ser y actuar en todas las filiales Toyota.
Los valores gua incluidos en el Toyota Way se sostienen en dos
pilares fundamentales: la mejora continua y el respeto por las
personas. De esta manera, Toyota no descansa en sus logros y
entiende que siempre se puede mejorar el negocio mediante el
aporte de nuevas ideas y la dedicacin constante en el trabajo.
El respeto por las personas hace nfasis en la estimulacin del
desempeo individual y del fortalecimiento del trabajo en equipo
para plantearse metas, comprometerse en las tareas y alcanzar
el xito. Estos valores se reflejan constantemente en Toyota
Argentina y en las actividades que los empleados encaran
diariamente en su labor.
Chart 43
DESAFIO / CHALENGE
Mejora Contnua
Continuous
Improvement
KAIZEN
GENCHI GENBUTSU
Respeto por la
Gente
Respect for
People
Personal de planta en sus puestos de trabajo
Factory staff in the workplace
66
RESPETO / RESPECT
TRABAJO EN EQUIPO / TEAMWORK
Social Aspects
Employee Relations
Toyota Argentina is strongly committed to pursuing a robust Human Resources management
system based on establishing a relationship of respect, mutual trust and seeking to maximize
the skills of individual employees in order to contribute to the development of its staff and to the
growth of the company.
At Toyota Argentina, great importance is attached to its relationship with employees. This is
made evident by its commitment to and teamwork with staff, our most valuable asset.
Crear un ambiente laboral en donde los empleados puedan trabajar con plena confianza
en la compaa.
Empleo estable.
Mantener y mejorar las condiciones de trabajo.
Garantizar consistencia e igualdad de
condiciones.
Employee Relations
Toyota Argentina is seeking to establish fair and stable working conditions, creating a safe and
harmonious working environment for its employees. At the same time, it recognizes the importance of
nurturing mutual understanding. This will help build a positive relationship with employees through open and
frank communication, which is also applicable in relations with Unions and their representatives.
Furthermore, it understands that the greatest respect a company can offer to its employees is to
contribute to the development and self-fulfillment of staff. Therefore, it seeks to maximize the performance of
employees, enhancing their skills and providing spaces for them to contribute ideas, express their creativity
and achieve self-fulfillment through work.
This relationship based on mutual trust and respect helps generate mutual cooperation and shared
responsibility in order to achieve a common goal of prosperity.
The Toyota Way
The Toyota Way defines Toyotas mission as a company and express beliefs and values shared by Toyota
staff throughout the world. In this sense, it encourages the construction of a corporate culture that ensures a
common spirit and defines who we are and how we do things in all of Toyotas subsidiaries.
The guiding values included in the Toyota Way are based on two main pillars: continuous improvement
and respect for people. By following these, Toyota understands that it must not rest on its laurels but rather
that it should strive to improve business by providing new ideas and constant dedication at work. Respect for
people emphasizes stimulation of individual performance and strengthening teamwork to raise goals, engage
in tasks and succeed. These values are reflected consistently in Toyota Argentina and in the activities that
employees face in their daily work.
(See chart 43 on Page 66)
Create a workplace environment where employees can work with their trust in the
company
Stable employment
Maintain and improve work conditions
Ensure fairness and consistency
Chart 44
Dotacin de empleados
Chart 45
2136
Comercial / Commercial
154
Administracin / Administration
184
327
27 aos
78%
2.801
2.800
2.600
2.429
2.400
2.543
2.719
2.200
2.000
1.800
1.574
1.600
1.400
1.200
1.000
800
771
752
808
1997 1998
1999
2000
731
881
893
1.053
2001
2002
2003
600
400
200
0
2004
2005
2006
2007
2008
Personal ingresante
entrenando en los dojos
New employees training
in the dojos
Employee Relations
sectores e incorporar esta nueva herramienta para
el desarrollo y formacin de Group Leaders.
The development of human resources is a key aspect of Toyota Argentinas policy. In this regard, the
company is geared towards improving the skills of each employee through continuous training and long-term
prospects, providing opportunities for growth and recognizing their development.
Training and Development Plans
Amongst the most important staff training and development work during the last fiscal year are the
following:
3 - Creating New Team Leaders and Group Leaders (Supervisors for Groups of Team Members
and Team Leaders Respectively)
The training program for Team Leaders and Group Leaders combines learning in the classroom (five
months) and on-the-job training (three months). This training enabled the promotion to Group Leaders of 30
members of TASA as well as establishing 124 new Team Leaders in the last fiscal year.
At the same time, Toyota Argentina introduced a system of strengthening labor practices for supervisors,
known as Kamishibai Project. The company is developing a system for the first time that seeks to continue
and reinforce training for Group Leaders. The project began with a survey of the major tasks and procedures
for supervisors at the plant and included information from other Toyota subsidiaries with the intention of
strengthening the criteria adopted. Following this, we worked with three sectors in the first stage: Assembly,
Movement of Materials and Quality Control. HR staff acted as facilitators, assisting various sectors to
implement a control card for activities. This is expected to continue throughout 2008 covering all sectors and
incorporating this new tool for the development and training of Group Leaders.
Aspectos Econmicos
Economic Aspects
Aspectos Sociales
Social Aspects
Aspectos Ambientales
Environmental Aspects
Introduccin
Introduction
Number of Employees
Toyota Argentina has reached its current position and its magnitude thanks to the collective contribution
of its employees since 1997. After a decade of production in Argentina, at the close of FY 2007 the company
employed 2,801 staff. Resources have increased significantly as a result of the implementation of the IMV
(Innovative Multipurpose Vehicle) project and the lead achieved in recent years in the pick-up truck market,
which resulted in increasing the productive capacity of the company.
4 - Program of Skill Development for Continuous Improvement (Kaizen) and Customer Satisfaction (PKS)
The first edition of this program was developed with the aim of promoting the work philosophy of Toyota,
with 49 members of staff who work as engineers, analysts, administrative clerks and assistants participating.
The objective of the program is to convey the Toyota Way to administrative offices in order to strengthen
their commitment to continuous improvement and teamwork. It also hopes to develop a sense of quality in
customer service internally and externally whilst at the same time working on skills to tackle new projects,
problem solving methodologies, standardized work and carrying out multipurpose functions.
5 - Toyota Management Foundations Program (TMFP)
This program was created three years ago. Due to the substantial increase in operation, alongside a
marked growth in the number of employees and the consequent expansion of the levels of management
and supervision, a mastery of skills and management tools based on the values of the Toyota Way and the
companys business methodology were needed.
Through an agreement with the Business Studies Center (BSC) at the University of San Andres, a variety
of internal and external courses were designed and facilitated that included presentations, case studies and
workshops. In 2007, common modules created for managers and supervisors were structured along the
following topics:
- Introduction to skills and management tools at Toyota: planning objectives, internal-external customer
service, decision-making, kaizen and innovation, Toyota Business Practices, control board and management
indicators.
- Management of human resources: communication, leadership, negotiation, conflict management,
management of human resources itself.
- Economic and financial management: general finances, budgets and financial bases.
6 - Training in Toyota Business Practices (TBP)
Toyota Argentina has begun to provide training on Toyotas method of problem solving. These business
practices are being implemented in all of Toyotas subsidiaries using the same method, thereby guaranteeing
a common mode of addressing and resolving problems. Some TASA HR employees received training and
certification from TMC as TBP instructors to carry out this task.
During 2007 company management (heads and above) were given training including theoretical classroom
training, analysis of case studies and assessment of an individual case developed and presented by each of
the 92 participants. At the end of training period, a coach from TMC enabled 12 new employees to work as
TBP instructors giving guidance on Production themes. There are plans to extend this activity to the rest of
the staff made up of supervisors, engineers, analysts, assistants and administrative employees.
69
que cada empleado o persona que ingresa a TASA, sepa que rol
cumplir ante una contingencia, reconozca los puntos de encuentro
e identifique las salidas de emergencia mas adecuadas para
abandonar el edificio.
Chart 46
Entrenamiento de brigadistas
Training emergency officers
5%
Ingls / English
27%
62%
Espaol / Spanish
Portugus / Portuguese
Japons / Japanese
MEDIO AMBIENTE
Anualmente TASA procura incrementar su plataforma de
auditores internos de la norma ISO 14001, capacitando a su
personal para esta tarea. Esto permite contar con empleados de
diversas reas que colaboran con el Sistema de Gestin Ambiental
verificando el cumplimiento de la norma. Durante el AF 2007, 15
nuevos empleados recibieron el curso de Interpretacin de la
norma y Auditor interno durante julio de 2007.
Employee Relations
295
2006
286
2005
191
2004
117
2003
103
2002
93
0
50
100
150
200
250
300
Chart 48
2007
1612
2006
1597
2005
867
2004
514
2003
401
2002
401
0
500
1000
1500
2000
1%
Costos / Costs
Seguridad / Safety
41%
42%
Calidad / Quality
Medio Ambiente / Environment
Otras / Other
1%
15%
Aspectos Econmicos
Economic Aspects
Aspectos Sociales
Social Aspects
2007
Chart 47
Aspectos Ambientales
Environmental Aspects
Cantidad de Crculos QC
7 - Language Training
Every year the language training needs of employees are analyzed. This enables the provision of
theoretical and practical courses in English, Portuguese and Japanese. Special and intensive courses are
also offered according to the specific needs of different areas of the company. In the case of Japanese staff,
Spanish courses are provided to facilitate their entry into our country. In 2007, approximately 148 employees
developed their language skills through these courses.
Introduccin
Introduction
71
Gerente General de Control de Calidad, D. Ghersi brindando la charla del TASAs Briefing al
personal de produccin
D. Ghersi, General Manager of Quality Control, giving a talk to production staff at TASAs
Briefing
Intranet Interactiva
En 2007, un nuevo canal de comunicacin se implement en
Toyota Argentina: la Intranet Interactiva. Esta herramienta permite
compartir informacin actualizada sobre eventos, flashes de noticias,
galeras de fotos, inscripciones a actividades, sorteos, horarios de
transportes, cumpleaos, clasificados, entre otras cuestiones de
inters para los empleados. Esta Intranet se implement en las
Employee Relations
Publicaciones Internas
Boletines Informativos
Diversas reas de la compaa publican
mensualmente boletines para comunicar a todo el
personal sus actividades y eventos ms importantes,
manteniendo informados a los empleados sobre
cuestiones referidas al lugar de trabajo.
Boletn Ambiental
En equilibrio es el boletn por el cual se dan
a conocer entre los empleados las novedades y
actividades ambientales. Se enva mensualmente
va correo electrnico y se cuelga en las carteleras
con el objetivo de interiorizar y familiarizar a todos
los empleados acerca de los asuntos ambientales
relacionados a la
tarea diaria y a la vida
cotidiana.
Boletn En equilibrio,
septiembre 2007
En equilibrio newsletter,
September 2007
Aspectos Econmicos
Economic Aspects
Five-minute Talks
This communication tool was designed to transmit information relevant to the job in a short and concise
manner. Workers at the plant receive a weekly five-minute chat with supervisors with content relating to
key Production news and indicators. Five-minute talks are also held on special occasions -such as the
introduction of the new Code of Conduct in October 2007- or to report on specific operations. Thanks
to this mechanism, Toyota Argentina is able to establish a formal channel to promote fluid and direct
communications with employees.
Aspectos Sociales
Social Aspects
TASAs Briefing: Communication of Corporate Goals and the Status of the Business
In pursuit of a clear understanding of achievements and opportunities for improvement, a communication
activity known as TASAs Briefing was performed in early 2008 with the entire staff of the plant. Team
members, team leaders and group leaders were briefed about the company and Toyota Argentinas
objectives for 2008. The chief executives of the company gave these talks to 2,094 employees and presented
a Decalogue with practical guidelines. Based on participants responses, new opportunities for improvements
have been identified in order to facilitate implementation of the Decalogue and jointly achieve the goals of
the company.
Aspectos Ambientales
Environmental Aspects
Code of Conduct
In 2007, the Toyota MERCOSUR Code of Conduct that applies to members of the company was revised
and updated. It includes a set of general guidelines for behavior with regard to relationships at work based on
the criteria of good faith, loyalty to the company, personal integrity and transparency in all actions.
In addition to providing basic rules that serve as a model and guide for employees, the Code of Conduct
gives explanations and detailed examples of actions and the problems that occur in developing specific work
activities. Employees of Toyota Argentina received an individual summary of this Code, a plastic card listing
the most important information, and a copy of the full manual is available to them in each area, with a pledge
to respect and implement the Code of Conduct, which includes the following:
Guiding Principles of Toyota
General Principles of Personal Conduct
The Assets of the Company
Business Relations
Information Processing
Environmental Protection and Safety
Corporate Communications
Community Relations
Gifts
Conflicts of Interest
The Correct Channel for Communicating Irregular Situations and / or Violations of the Code of Conduct
Introduccin
Introduction
Seguridad Industrial
A lo largo del ao fiscal se realiz una campaa de presentacin
de riesgos STOP SEIS, que es una clasificacin de accidentes que
por su gravedad potencial, pueden ser fatales. Esta campaa se
completa en presentar los riesgos por medio de banners, afiches y
capacitacin a todo el personal.
Los riesgos identificados como STOP SEIS son aprisionamiento
(con equipos con fuerza motriz), cada de pesos (mayores a 100
kgs), accidentes vehiculares (contacto con vehculos industriales),
cadas de persona (mayor a 2 mts.), electrocucin (a cualquier
tensin) y contactos con altas temperaturas (mayor a 80C).
Todas las medidas preventivas sobre estos casos poseen mxima
prioridad en el tratamiento de las contramedidas necesarias
para evitar la generacin de estos accidentes as como de su
minimizacin de los impactos asociados.
Employee Relations
Industrial Safety Newsletter
This newsletter was developed and sent to the home of every employee in order to promote a culture of safety
with information on safety issues at work, road safety and safety at home in the strong hope of spreading the
message of responsible safety to all members of the family.
Marketing Newsletter
Published monthly on company notice boards, this newsletter provides information about the activities of
the Commercial wing of Toyota Argentina, related events to be held during the month and a summary of work
performed during the previous month.
Internal Communication Campaigns
Toyota Argentina believes that it is important to inform and raise awareness among employees about various
aspects concerning their work environment, their social environment and personal life, promoting environmental
care, safety, health and healthy lifestyles among other issues. The following is a selection of some of the major
internal communication activities and campaigns during FY 2007:
Road safety
For Toyota, road safety has a double meaning: to take care of the employee as a user and bystander and also
of the community at large. As part of the 8th Road Safety Campaign for Toyota Argentina employees, dynamic,
participatory lectures were held and there was also an opportunity to spend an hour and a half with CESVI
instructors (CESVI is the Spanish acronym for Center for Road Safety Experimentation).
The main focus was Road Safety: How to be Better Prepared to Drive addressing issues such as attitudes to
driving, distractions, the influence of alcohol, speed and reaction times to unforeseen events. The problem of road
safety is critical in our country and Toyota Argentina understands that the best tool is prevention and responsible
driving. During November 2007, 1,100 employees attended this activity, which will be undertaken again in 2008 to
ensure that the entire staff is able to participate in it.
Aspectos Econmicos
Economic Aspects
Safety
A campaign to highlight hazards, STOP SIX, was held throughout the year to classify accidents that could be
fatal according to their potential seriousness. This campaign consisted in presenting hazards using banners and
posters and by providing training to all staff.
The hazards identified as STOP SIX are: trapping (by motor-force equipment), heavy weights falling (more
than 100kg), vehicle accidents (contact with industrial vehicles), falls of people (from heights greater than 2m),
electrocution (of any voltage), and contact with high temperatures (above 80C). Preventive measures for these
hazards have top priority when it comes to dealing with countermeasures necessary to prevent the generation of
accidents and minimize impacts.
Another activity to improve safety was the development of the Lock Out (blocking) system. This refers to
protective measures, whether through electric, pneumatic or mechanical blocking and Master On falls that were
implemented to ensure personal and equipment safety. This locking system prevents access to moving equipment
on the one hand, and on the other, shuts off equipment and maintains this stoppage during repairs or adjustment.
The system was launched in a series of steps. Following training, the use of padlocks and shut-off cards with user
identification was implemented, as well as activities aimed at adapting permanent protection safety measures in
order to comply with the parent companys latest standards.
Aspectos Sociales
Social Aspects
Summer Campaign
Before the plant shutdown in January, each employee received a can containing three refuse bags with the
message: Remember: On Vacation, the Earth Also Needs your Care. The objective was to encourage and
expand the environmental awareness of employees during vacation. Sunshades made of recycled cardboard
from the Toyota Manufacturing Plant were also distributed.
Aspectos Ambientales
Environmental Aspects
Environmental Care
Environment Months : June and November
All of Toyotas subsidiaries mark World Environment Day on June 5 by carrying out activities throughout the
month. In TASA, a campaign was developed under the heading Ponete las Pilas (Recharge your Batteries) with
the aim of raising awareness about the problem of domestic use of various types of batteries due to their high
content of toxic substances such as mercury, zinc, cadmium and nickel that contaminate soil and water. From
this month, bins were placed for battery collection on an ongoing basis, guaranteeing they would be taken to be
treated and disposed of by companies that are able to do so safely.
In November, the second environmental campaign of the year was held. Drawing on the World Day for Energy
Saving on 21 October, the Energy Saving Campaign was launched. It basically consisted of encouraging staff to
submit recommendations and suggestions for saving energy, both at home and in the office.
Introduccin
Introduction
Alimentacin saludable
Promover la vida sana y los buenos hbitos
alimenticios, Toyota Argentina dise especialmente
una campaa de difusin con la intencin de
contribuir al mejoramiento de la nutricin del
personal. Se llev adelante en febrero de 2008 esta
campaa brindando recomendaciones para una
buena alimentacin y destacando la importancia
de mantener una dieta equilibrada, moderada
y variada. Esta accin se complement con la
incorporacin de nuevos mens, comidas lights
y las especificaciones en valores calricos en las
carteleras ubicadas
en los comedores de
la compaa.
For more information on road safety campaigns, please see Chapter II Community Relations.
Healthy Eating
To promote a healthy lifestyle and good eating habits, Toyota Argentina designed an awareness campaign with
the intention of contributing to the improvement of staff nutrition. This campaign was conducted in February 2008
and consisted in providing recommendations for good eating habits and stressing the importance of maintaining a
balanced, moderate and varied diet. This action was accompanied by the introduction of new menus, light meals,
and the publication of the calorific values of each menu item on notice boards in the company canteens.
75
Celebracin de Fin de Ao
Visitas de las familias de los empleados a la Planta Zrate
Employees families visit to the Zrate Plant
Salud
Toyota Argentina busca continuamente contribuir al
mejoramiento de la salud de los empleados y este compromiso la
impulsa a realizar diversas acciones en esta direccin.
Servicio Mdico
Con la coordinacin del Departamento de Relaciones Laborales,
desde el Servicio Mdico de TASA se brinda en forma permanente
asistencia a los empleados en la Planta Industrial de Zrate. Se
cuenta con mdicos laboralistas de distintas especialidades, un
equipo de kinesiologa y otros profesionales en materia de psicologa
y asistencia social que actan en los casos en que se requieren
tratamientos especficos. En el ltimo tiempo, las instalaciones del
Servicio Mdico se ampliaron para disponer de ms consultorios y
tres nuevos gabinetes para atencin kinesiolgica.
Al mismo tiempo, cada ao se realizan exmenes mdicos a
todo el personal, cuyos resultados son analizados y devueltos
a los empleados en forma personalizada por los profesionales
junto con recomendaciones
generales a fin de contribuir
en
la
prevencin
de
enfermedades y el cuidado
de la salud de los integrantes
de la compaa.
Centro Mdico de TASA
Medical service located in the Toyota
Industrial Plant
76
Employee Relations
Evaluaciones de Casos Ergonmicos
Families are transported by bus from 25 locations in the Province of Buenos Aires and its Capital City. During
the visit, children are cared for by kindergarten teachers. The activity lasts about four hours and includes a reception
by senior staff of the company and an introduction and explanation of the history of the Toyota Production System
and its rules of Environmental Care and Safety. Then they visit various sectors of the plant with specialist guides.
This activity relies on the collaboration of staff from each area of TASA.
Health
Toyota Argentina seeks to continuously contribute to improving the health of employees and this
commitment drives it to perform various actions.
Medical Service
With the coordination of the Department of Industrial Relations, the TASA Medical Service provides assistance
to employees in the industrial plant of Zrate on an ongoing basis. There are doctors with various specialties,
a physical therapy team and psychology and social work professionals working on cases that require specific
treatments. The Medical facilities were recently expanded to include more offices and three new physical therapy
booths.
At the same time, medical examinations are carried out for all staff each year, and the results analyzed and
returned to employees in a personalized manner by professionals along with general recommendations to help in
disease prevention and health care for members of the company.
Aspectos Econmicos
Economic Aspects
Aspectos Sociales
Social Aspects
Comedores
Aspectos Ambientales
Environmental Aspects
Introduccin
Introduction
Fitness Center
It is also generally understood that physical activity and sports contribute to general wellbeing. Therefore,
Toyota Argentinas Fitness Center offers advice to improve physical capability. It was first established to support
physical therapy treatments and rehabilitation, but since last year, it opened its doors to all employees, and gives
them the chance to receive a training plan to meet their needs with the support of trainers specialized in physical
education. The company also coordinates the provision of services in various sports institutions in the areas where
employees reside
Ergonomics Evaluations
Ergonomics is the science that studies the interaction between people and technology or the study of work,
which is a critical point of action for Toyota in order to care for each of its employees. In this sense, and within
the framework of the annual plan, a set of activities were developed with the participation of different sectors.
Workstation assessments were carried out by external consultants and complemented with a plan that included
the various sectors of the plant. In addition, a joint rapid assessment group was established by the Medical Service
and the physical fitness area. A working group was set up with the aim of keeping track of the assessments
at weekly meetings. Sector managers receive a report on activities at the monthly ergonomics meeting, which
includes the Plant Director.
Canteens
Good nutrition is considered essential to a healthy life. Toyota Argentina has established canteens that provide
food with high nutritional value for employees every day. In 2007, a major campaign to publicize good nutrition and
eating habits was conducted. It included the addition of light menus that were publicized along with information on
the caloric value of food and other important related information through the canteens brochures and posters.
Annual Labor-Environment Measurements Plan
Samples of environmental variables are taken annually for each work post. This is a legal requirement,
and TASA is seeking to exceed the parameters required by local legislation to reach international standards.
Measurements of air quality, sound pressure level, lighting and heat are taken at workplaces as the law demands,
but UV radiation and the level of vibration are also measured.
Thanks to these actions, Toyota Argentina encourages a proper balance between work life, health, physical
activity and recreation, promoting employees welfare and a better quality of life.
77
Aspectos Econmicos
Resultados Financieros
Toyota Argentina registr un importante crecimiento en el 2007, tanto en lo que se refiere a la produccin
en el complejo industrial de Zrate, como en la comercializacin de la lnea de vehculos que ofrece en todo
el pas. Adems, la compaa alcanz su rcord de produccin anual con 70.000 unidades registradas al
31 de marzo de 2008 que corresponden al Ao Fiscal 2007-2008. En el mercado local, Toyota comercializ
a travs de su red de concesionarios oficiales 28.115 unidades, lo que significa un crecimiento de 27%
comparado con el 2006.
Las exportaciones de la pick up Hilux y de la Hilux SW4 ascendieron a 49.861 unidades convirtiendo as a
Toyota Argentina en una de las principales compaas exportadoras del pas. Ambos modelos mantuvieron
el liderazgo en sus segmentos. La pick up Hilux se consolid como nmero uno en ventas y es lder con un
36,3% de participacin, mientras que la Hilux SW4 tambin fue la ms elegida y lider su categora con el
35,3% de mercado.
El crecimiento de la compaa en Argentina est respaldado por el liderazgo alcanzado por Toyota Motor
Corporation a nivel internacional. Las ventas mundiales del Grupo Toyota alcanzaron las 8.913.000 unidades,
lo cual representa un incremento del 4,5% respecto del perodo anterior.
Cifras Consolidadas
Consolidated figures
Ao Fiscal 2006
Fiscal Year 2006
Ao Fiscal 2007
Fiscal Year 2007
4.633.873.682 AR$
5.312.629.194 AR$
+14,6%
1.703.416.842 AR$
1.918.488.729 AR$
+12,6%
921.916.751 AR$
1.008.358.645 AR$
+9,4%
+3,5%
+3,2%
1. Ventas Netas
Net Sales
2. Total Activos
Total Assets
3. Patrimonio Neto
Shareholders equity
4. Produccin de Vehculos
Vehicle Production
5. Venta de Vehculos
Hijikata Takato
Vehicle Sales
Director Financiero
Financial Director
70.000
Otros Pases
Other Countries 18.9%
60.000
50.000
40.000
Mxico 8.3%
30.000
20.000
10.000
0
78
mar-05
mar-06
mar-07
mar-08
Domsticas
Domestic
Exportacin
Export
Argentina 37%
Brasil 36%
Economic Aspects
Financial Results
Toyota Argentina achieved significant growth in 2007, both in production at the Zrate industrial complex
and in trading the vehicle ranges it offers throughout the country. Moreover, the company achieved its annual
production record with 70,000 units recorded as of March 31, 2008, which correspond to fiscal year 20072008. At the local market, Toyota sold 28,115 units through its official dealership network, which represents
a 27% growth with respect to 2006.
With 49,861 Hilux and Hilux SW4 pick-up truck units exported, Toyota Argentina has become a leading
export company in the country. Both models kept their leadership in their segments. The Hilux pick-up truck
consolidated as a No. 1 seller and is a leading product with a 36.3% market share, whereas the Hilux SW4
was also the most chosen one and a leader in its category with a 35.3% market share.
The company growth in Argentina is backed up by the leadership achieved by Toyota Motor Corporation
worldwide. Toyota Group global sales reached 8,913,000 units, which represents a 4.5% increase with
respect to the previous period.
Produccin de Vehculos (Ao Fiscal 2007) / Vehicle Production (Fiscal Year 2007)
50.000
30.000
20.000
10.000
0
2003
2005
s s s s
Ao Fiscal 2006
Fiscal Year 2006
Ao Fiscal 2007
Fiscal Year 2007
6.686.333
6.686.333
145.343.407
136.348.609
Vehculos / Vehicles
8.784.730
9.891.685
Instalaciones / Installations
39.782.823
44.924.766
2.211.135
2.398.248
Herramientas / Tools
2.047.356
3.586.953
133.447.821
150.496.206
Maquinarias / Machinery
5.020.006
4.742.550
Software / Software
1.048.521
642.635
Herramental / Tooling
211.215.612
205.858.938
29.927.334
34.051.888
Anticipo por compras de bienes de uso / Advances for purchase of property, plant and equipment items
18.876.084
22.216.832
11.634.127
16.609.901
TOTAL
616.025.289
638.455.544
79
Director General:
Anbal Borderes
Consejo Editorial:
Kazuyoshi Matsumoto
Toshikazu Ishida
Miguel Dejo Pea
Mariano Barriola
Jefe de Edicin:
Sergio Castro
Responsable de Edicin:
Paula Mntel Amari
Colaboraron en este Reporte:
Alfredo Cerra
Juan Jos Corbaln
Marcela Dipaolo
Mariana Gutierrez
Martn Llambi
Dafne Martin
Silvina Melo
Lucila Palacios Hardy
Pablo Rivera
Javier Ruvolo
Ana Cecilia Re
Santiago Sellart
Maria Eugenia Toledo
Hernn Vega
Martn Bianchi
Ventalum SAIC
Staff Asuntos Ambientales:
Sergio Cortabarria
Paula Mantel Amari
Dafne Martin
Emilia Mizukawa
Nelson Peralta
Ana Cecilia Re
Javier Ruvolo
Santiago Sellart
Alicia Vanzini
Fotografas:
Jos M. Casarino & Asoc.
Banco Fotogrfico de TASA
Banco Fotogrfico de TMC
Foto de tapa: Florian von der Fecht
Diseo y Diagramacin:
Publimen S.A.
Impresin:
Gartengroup SRL
Traduccin:
Traductora Pblica Vernica Mastronardi
Especificaciones tcnicas
Papel:
El papel utilizado en este reporte est fabricado con pulpa derivada de madera de bosques FSC (Forest Sterwardship Council),
organismo internacional que certifica que tienen un manejo controlado y comprobado.
Impresin:
Utilizacin de tintas ecolgicas compuestas de materias primas vegetales regenerativas y se utilizan planchas de aluminio CTP.
Agradecimientos especiales a:
TMC Corporate Social Reponsibility & Environmental Affairs Division y Maunfacturing Environmental Department Plant Engineering
Division por su continuo soporte en el desarrollo del presente reporte.
General Director:
Anbal Borderes
Publishing Council:
Kazuyoshi Matsumoto
Toshikazu Ishida
Miguel Dejo Pea
Mariano Barriola
Editor-in-chief:
Sergio Castro
Managing Editor:
Paula Mntel Amari
Report Contributors:
Alfredo Cerra
Juan Jos Corbaln
Marcela Dipaolo
Mariana Gutierrez
Martn Llambi
Dafne Martin
Silvina Melo
Lucila Palacios Hardy
Pablo Rivera
Javier Ruvolo
Ana Cecilia Re
Santiago Sellart
Maria Eugenia Toledo
Hernn Vega
Martn Bianchi
Ventalum SAIC
Environmental Affairs Staff:
Sergio Cortabarria
Paula Mntel Amari
Dafne Martin
Emilia Mizukawa
Nelson Peralta
Ana Cecilia Re
Javier Ruvolo
Santiago Sellart
Alicia Vanzini
Photography:
Jos M. Casarino & Asoc.
TASA Photograph Bank
TMC Photograph Bank
Cover photograph: Florian von der Fecht
Design and Layout:
Publimen S.A.
Printing:
Gartengroup SRL
Translator:
Vernica Mastronardi, Sworn Translator
Technical Specifications:
Paper
The paper used in this report has been made from pulp obtained from FSC (Forest Stewardship Council)-endorsed forest wood.
FSC is an international organization that certifies controlled and proven management.
Printing
Use of ecological inks made from regenerative vegetal raw materials and CTP aluminum plates.
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