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Global Reporting Initiative (GRI) Index
| We have developed this report using the Global Reporting Initiative G3 Guidelines, which provide a useful framework for examining the environmental, social and economic aspects of our performance to be included in the report. The report applies the GRI framework to an A level, which means that we have undertaken the G3 Profile and Management Approach disclosures and reported on all core indicators. |
| GRI |
Description |
Link to page or comment |
| 1.1 |
Statement from the President. |
Pres. Message |
| 1.2 |
Key impacts, risks, and opportunities. |
Pres. Message |
| 2.1 |
Name of organisation. |
About |
| 2.2 |
Primary brands, products, and/or services. |
About |
| 2.3 |
Operational structure of organisation. |
About |
| 2.4 |
Location of organisation’s headquarters. |
About |
| 2.5 |
Number of countries where the organisation operates. |
About |
| 2.6 |
Nature of ownership and legal form. |
About |
| 2.7 |
Markets served. |
About |
| 2.8 |
Scale of the reporting organisation. |
About, Engage with employees, Economic performance |
| 2.9 |
Significant changes during the reporting period. |
About |
| 2.10 |
Awards. |
Logistics,Products env. leadership, Health and safety |
| 3.1 |
Reporting period. |
About |
| 3.2 |
Date of most recent previous report. |
About |
| 3.3 |
Reporting cycle. |
About |
| 3.4 |
Contact point for the report. |
About |
| 3.5 |
Process for defining report content. |
About |
| 3.6 |
Boundary of the report. |
About |
| 3.7 |
Limitations on the scope or boundary of the report. |
About |
| 3.8 |
Reporting on joint ventures and other entities. |
About |
| 3.9 |
Data measurement techniques. |
About |
| 3.10 |
Explanation of re-statements. |
Key Fig. |
| 3.11 |
Significant changes from previous reporting periods. |
About |
| 3.12 |
Table of standard disclosures. |
GRI index |
| 3.13 |
External assurance. |
We undertook rigorous internal auditing to ensure the data in this report is correct. Our GRI application level has been checked by an independent provider, Net Balance. We have not undertaken external assurance for this report. |
| 4.1 |
Governance structure. |
Vision & Strategy |
| 4.2 |
Chair of the highest governance body. |
Vision & Strategy |
| 4.3 |
Independent and/or non-executive board members. |
Vision & Strategy |
| 4.4 |
Mechanisms to provide recommendations or direction to the board. |
Vision & Strategy |
| 4.5 |
Compensation and performance. |
Executives within Europe are compensated according to industry rates and performance.
Senior executives of Toyota in Europe review the performance against annual objectives and key performance indicators under the Toyota Global Assessment Performance framework. |
| 4.6 |
Avoidance of conflicts of interest. |
Vision & Strategy |
| 4.7 |
Board selection process. |
Vision & Strategy |
| 4.8 |
Mission and values statement, codes of conduct and principles. |
Vision & Strategy |
| 4.9 |
Management of performance. |
Vision & Strategy |
| 4.10 |
Performance evaluation |
Executive remuneration is subject to annual review and is composed of a fixed salary payment and an incentive programme that is tied to the achievement of organisational targets in the financial year. |
| 4.11 |
Explanation of whether and how the precautionary principle is addressed. |
Pres. Message, Low carbon company, Integrated Approach |
| 4.12 |
Externally developed economic, environmental, and social charters. |
Engage with community |
| 4.13 |
Memberships in associations. |
Energy Challenges, Engage with customers, Engage with community |
| 4.14 |
List of stakeholder groups. |
CSR perf. internal |
|
4.15 |
Basis for identification and selection of stakeholders. |
Good corporate citizen
|
| 4.16 |
Approaches to stakeholder engagement. |
Good corporate citizen, CSR perf. internal, CSR perf. external |
| 4.17 |
Key stakeholder topics and concerns. |
Good corporate citizen, CSR perf. internal, CSR perf. external |
Economic
Disclosures on management approach. |
Pres. Message, Economic performance |
| Economic Performance |
| EC1 |
Direct economic value generated and distributed. |
Key Fig., Engage with community, Economic performance |
| EC2 |
Financial implications of climate change. |
Integrated Approach |
| EC3 |
Organisation’s defined benefit plan. |
Depending on the country of operation, our operations in Europe have social security systems that are competitive in the industry and locality where required by local practices. |
| EC4 |
Significant financial assistance received from government. |
Toyota Motor Europe has not received significant financial assistance from government in the reporting period. |
| Market Presence |
| EC6 |
Locally based suppliers. |
Key Fig. |
| EC7 |
Procedures for local hiring. |
Since our operations are spread across Europe, we attempt to hire from across the region, with a focus on hiring local people wherever possible. |
| Indirect Economic Impacts |
| EC8 |
Development and impact of infrastructure investments and services. |
Engage with community |
| EC9 |
Indirect economic impacts. |
Engage with community |
Environmental
Disclosures on management approach. |
Pres. Message, Integrated Approach, Energy challenges, Manufacturing, Sales & Marketing, After Sales |
| Materials |
| EN1 |
Materials used by weight or volume. |
We do not have the data collection systems to collect this information. We plan to do so in the mid-term future. |
| EN2 |
Percentage of materials used that are recycled input materials. |
See EN1. After Sales |
| Energy |
| EN3 |
Direct energy consumption by primary energy source. |
Manufacturing, Vehicle Log., Parts Log., Solar panels |
| EN4 |
Indirect energy consumption by primary source. |
Manufacturing, Vehicle Log., Parts Log., Solar panels |
| EN5 |
Energy saved due to conservation and efficiency improvements. |
Manufacturing, TMUK Eco-factory, Prod. and Log. Control, Vehicle Log., Parts Log., Solar panels |
| EN6 |
Initiatives to provide energy-efficient or renewable energy based products and services. |
Exec. Summary, R&D, Plug-in hybrid, Energy challenges, Auris HSD, Products env. leadership, Sustainable retailers, Lexus, Recycling |
| EN7 |
Initiatives to reduce indirect energy consumption and reductions achieved. |
Exec. Summary, Measure env. perf., Low carbon company, Global climate change agreement, TMUK Eco-factory, Solar panels |
| Water |
| EN8 |
Total water withdrawal by source. |
Most of the company’s water is sourced from municipal water suppliers with the remainder sourced from rainwater harvesting methods. Key Fig., Manufacturing, Sustainable NMSCs |
| Biodiversity |
| EN11 |
Land in biodiversity habitats. |
We do not report on this indicator as it is not deemed material as we do not have land in biodiverse habitats. |
| EN12 |
Impact on biodiversity rich areas. |
Not applicable - please see EN11 comment. Engage with community |
| Emissions, Effluents and Waste |
| EN16 |
Direct and indirect greenhouse gas emissions. |
Key Fig., Manufacturing, Prod. and Log. Control, Vehicle Log., Parts Log., Sustainable NMSCs |
| EN17 |
Other indirect greenhouse gas emissions. |
We do not have the data collection systems to report on this indicator fully. We plan to do so in the mid-term future. The majority of our greenhouse gas emissions are covered by EN16. |
| EN18 |
Initiatives to reduce greenhouse gas emissions. |
Measure env. perf., Low carbon company, Global climate change agreement, Plug-in hybrid, Energy challenges, Auris HSD, TMUK Eco-factory, Manufacturing, Prod. and Log. Control, Vehicle Log., Parts Log. |
| EN19 |
Emissions of ozone-depleting substances. |
Toyota Motor Europe sites do not use materials that contain ozone-depleting substances, except for fire extinguishers, some refrigerants and air conditioning units, therefore emissions of these substances are minimal and not deemed significant. |
| EN20 |
NOx, SOx, and other significant air emissions. |
Manufacturing, TMUK Eco-factory, Lexus |
| EN21 |
Total water discharge. |
Our water discharges are associated with our manufacturing facilities. In FY09 the total amount of wastewater was 689,261 m3 for our production sites. Manufacturing, TMUK Eco-factory |
| EN22 |
Weight of waste by type and disposal method. |
Key Fig., Manufacturing, TMUK Eco-factory |
| EN23 |
Significant spills. |
There have been no significant spills in the reporting period. |
| Products and Services |
| EN26 |
Impacts of products and services. |
Exec. Summary, Plug-in hybrid, Energy challenges, Products env. leadership |
| EN27 |
Products sold that are reclaimed. |
We do not have the data collection systems in place to be able to report on this indicator fully. We plan to do so in the mid-term future. Recycling |
| Compliance |
| EN28 |
Fines and sanctions for non-compliance with environmental laws and regulations. |
Key Fig., Manufacturing, |
| Transport |
| EN29 |
Impacts from transport. |
Logistics, Prod. and Log. Control, Vehicle Log., Parts Log. |
Labour
Disclosures on management approach. |
Engage with employees, Stable employement, Employee relations, Learning and development, Health and safety |
| Employment |
| LA1 |
Workforce. |
Engage with employees |
| LA2 |
Employee turnover. |
Stable employement |
| LA3 |
Benefits for full-time employees. |
Employees relations, Learning and development |
| Labour/Management Relations |
| LA4 |
Percentage of employees covered by collective bargaining agreements. |
Percentages differ by our countries of operation. We recognise the right of employees to freely associate and adhere to all applicable laws on collective bargaining in each country we operate in. Stable employement, Employees relations |
| LA5 |
Minimum notice period for operational changes. |
Operational changes are determined in line with the local legislature of the locations in which we operate and, in line with which and as applicable, discussions with our social partners. |
| Occupational Health and Safety |
| LA7 |
Absentee rates and injuries. |
Key Fig., Health and safety |
| LA8 |
Programs for serious diseases. |
Health and safety |
| Training and Education |
| LA10 |
Training per employee. |
Learning and development |
| LA11 |
Career and skill development programmes. |
Learning and development |
| Diversity and Equal Opportunity |
| LA13 |
Workforce by diversity. |
Engage with employees |
| LA14 |
Salary ratio by gender. |
In terms of pay between males and females, the company’s pay policies are designed to promote equal pay for equal contribution, capability and experience. There is no difference between pay ratios by virtue of gender. |
Human Rights
Disclosures on management approach. |
Vision & Strategy, Engaging with business partners |
| Investment and Procurement Practices |
| HR1 |
Investment agreements with human rights considerations. |
Engaging with business partners |
| HR2 |
Supplier screening on human rights. |
Engaging with business partners |
| Non-discrimination |
| HR4 |
Total number of incidents of discrimination and actions taken. |
We have had zero number of incidents of discrimination. |
| Freedom of Association and Collective Bargaining |
| HR5 |
Risk to freedom of association and collective bargaining. |
In line with our CSR policy, all employees have the right to freely associate or not to associate, complying with the laws of the country in which we operate. Based on local legal requirements employees are covered by collective bargaining. |
| Child Labour |
| HR6 |
Risk of child labour. |
In line with our CSR policy and local legal requirements, we do not tolerate any forms of child labour in our business. |
| Forced and Compulsory Labour |
| HR7 |
Risk of forced or compulsory labour. |
In line with our CSR policy, we do not tolerate any forms of forced labour in our business. |
Society
Disclosures on management approach. |
Good corporate citizen, Engage with community |
| Community |
| SO1 |
Managing impacts on communities. |
Good corporate citizen, CSR perf. internal, CSR perf. external, Engaging with customers, Engage with community |
| Corruption |
| SO2 |
Analysis on corruption. |
Toyota’s Code of Conduct sets out our approach to preventing corruption and managing corruption if it occurs or is reported. |
| SO3 |
Employees trained on corruption. |
Every employee at Toyota Motor Europe is required to read and understand the company’s Code of Conduct which sets out the type of ethical behaviour that is required of every employee, including honest and fair transactions and the policy on receiving gifts, hospitality or other favours. |
| SO4 |
Actions in response to corruption. |
No significant incidents of corruption have been reported or been found in the reporting period. |
| Public Policy |
| SO5 |
Public policy positions and lobbying. |
Integrated Approach, Energy challenges |
| Compliance |
| SO8 |
Fines and sanctions for non-compliance with laws and regulations. |
Key Fig. |
Product Responsibility
Disclosures on management approach. |
Pres. Message, Sales & Marketing, Recalls, Engaging with customers |
| Customer Health and Safety |
| PR1 |
Life cycle stages of products and services. |
Exec. Summary, Measure CSR perf., Low carbon company, Integrated Approach, Recalls, Engaging with customers |
| Product and Service Labelling |
|
| PR3 |
Product and service information. |
Engaging with customers |
| PR5 |
Customer satisfaction. |
Pres. Message, Products env. leadership, Engaging with customers |
| Marketing Communications |
| PR6 |
Marketing communications. |
Engaging with customers |
| Compliance |
| PR09 |
Monetary value of significant fines. |
nil. |
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