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Saturday, November 30, 2024

Making An Impact From Day One: Intern/Co-op to Full-Time Toyota Employee


The purpose of Toyota’s intern and co-op programs is to create a pipeline for future full-time employment opportunities for new college graduates. Interns/co-ops are encouraged to hit the ground running and make an impact from day one to help contribute to Toyota’s commitment to deliver world-class products and services that provide joy through mobility. They’re empowered to take ownership of real-world projects, collaborate to solve complex challenges and share innovative ideas at the company’s North American headquarters, R&D facilities, manufacturing plants, sales and field offices, and beyond.

Read on as five Toyota employees share stories about their journeys from co-op students to joining the company full time

Confidence Booster 

When Brad McMahon first started as a full-time Toyota Motor North America (TMNA) employee, he felt a bit out of sorts. Even though the 2021 Michigan State University graduate had completed four co-ops with the company between spring 2019 and summer 2021 in Chassis Design, Cost Planning, Body Kino and Crash Safety, he still didn’t feel fully confident in his newfound role.

“I faced a big challenge when I transitioned from co-op to full-time work,” he says. “I was hired as a body design engineer, but I hadn’t worked in body design during my four co-op rotations. At first, it was intimidating. I gained a lot of experience during my co-op years, but this was a whole new ballgame.”

Once he became more confident in his new position, his outlook changed.

“I expanded my knowledge of how to find the who, what, when, where, why and how. I became much more confident,” says McMahon. “One of the most important things I learned the first year I worked at Toyota is the process of solving problems. You will never be an expert on every part, but if you have an engineering mindset and the tools to research problems, then you’re capable of solving them.”


Use Your Voice 

Another key to solving problems in the workplace? Speaking up and letting your voice be heard. Lesly Salazar, an analyst with Toyota’s Project Planning and Management (PPM) department, started as a Toyota co-op during the pandemic and knows this firsthand.

A graduate of the University of Texas in Arlington, she joined TMNA full time in 2023. Salazar recalls what it was like in those early days.

“Being new, it can be intimidating to speak up and ask questions to individuals who have over 20 years of experience in their role, but questions are so important because they help us evaluate information, synthesize data and make better decisions,” she says.

One year later, she’s the project lead for the Lexus NX vehicle at Toyota PPM. And though Salazar is still finding her footing, she believes she’s overcoming some of her trepidations.

“I have worked on, and am still working on, speaking up and asking questions in a team setting,” says Salazar. “I’m enjoying my experience in PPM and working at a company that emphasizes continuously getting better and better and never stop asking questions.”

Taking the Initiative
Being inquisitive is a surefire way to learn. Another way to build on that knowledge is by taking initiative. At least that’s what Deborah Velazquez, a customer services field manager with Lexus Southern Area, did when she began her career over a decade ago as a TMNA management trainee.

“During the management trainee experience, we were given the opportunity to practice our skills on the phones, taking calls from guests regarding their experiences with [our] product,” she says. “I learned valuable problem-solving skills, the ability to navigate conflict and how to utilize resources to provide answers and assistance. I’ve continued to use these skills throughout my career.”

Her journey has been enlightening with myriad opportunities for growth and professional development.

“My career has allowed me to learn directly from our dealers and guests in the field. It has even taken me down south to work with the Toyota Mexico team to help launch the Lexus brand for an international assignment role.”

Embrace Your Network

Being ready to take on what comes your way is a positive quality to have in the workplace. It’s also important to turn to your colleagues for guidance and reassurance.

For Ethan Taylor, an engineer at Toyota Mississippi with the Internal Logistics Engineering department, tapping into his pool of peers and colleagues helped steer him in the right direction. Prior to his transition from co-op to full-time employee, Taylor struggled with bringing his theoretical and engineering education to reality.

“Once I settled into my co-op role at Toyota, I realized that many issues could be solved faster by reaching out to stakeholders and experienced employees,” he says. “Learning to communicate and ask concise questions when needed during my co-op carried over into the day-to-day of my current role, increasing my ability to gain knowledge quickly and keep everyone on the same page.”

Through his experience, Taylor gained key insights to help him develop and progress in his career while also embracing the culture of continuous improvement.

“My advice to others is to constantly look to learn and become better at your craft daily,” he says. “There is unlimited knowledge in the Toyota community gained from decades of experience. I feel as though everyone should be constantly looking to tap into the experience gained by others to make themselves better. Never forget to build relationships with your coworkers and others throughout the facility.”

Soak Up All the Skills 
Working as a co-op provides a wealth of opportunities to cultivate personal and professional relationships. Additionally, it gives those who are just starting out a springboard to gain valuable experience that can help them down the road.

Iran Rodriguez, a digital auditor engineer at TMNA who served three co-op rotations with Toyota Production Engineering (PE) beginning in 2022, quickly realized that once he joined Toyota full time, he had acquired countless skills that have come in handy.

“Being a co-op – as co-ops do – you learn different things, which adds value to you,” says the recent University of Kentucky graduate. “Coming in as a co-op and now being full-time, the skills you learn as a co-op help you in your full-time role. I am now able to take the information I learned and can use all the experience I gained to apply to whatever project I’m working on.”

Sunday, November 24, 2024

Toyota Releases 2024 North American Environmental Sustainability Report

 


  • Highlights key progress in four priority areas
  • Reflects on-going commitment to achieving UN SDGs and Challenge 2050

Toyota Motor North America announced the publication of its 2024 North American Environmental Sustainability Report (the Report), an annual report highlighting company initiatives across the United States, Canada, and Mexico. 

“Building on Toyota’s foundational principle of continuous improvement, Toyota aims to achieve our environmental sustainability goals – not just becoming carbon neutral  but also the continued collaboration, cooperation, and data management activities as they become standardized for all team members,” said Kevin Butt, regional environmental sustainability director, Toyota Motor North America. “I’m confident Toyota will be successful, and we look forward to seeing additional growth as we come to further understand the impacts of sustainability.” 

The Report outlines Toyota’s environmental strategy, highlights progress toward contributions to the UN SDGs (Sustainable Development Goals) and details the company’s advancements in its four priority areas—Carbon, Water, Circular Economy (previously called “Materials” in prior reports), and Biodiversity. The Report also presents data in an organized environmental metrics table and includes a Global Reporting Initiative (GRI) context index with disclosures aligned with GRI standards.  

Highlights found in this year’s Report include:

Carbon

  • 77% of Toyota and Lexus models available for purchase or lease in North America now have an electrified option, and more are on the way. Explore Toyota’s electrified lineup here.
  • 14% reduction in Scope 1 & 2 (operations-related) greenhouse gas (GHG) emissions vs. FY2019.
  • As of FY2024, 74 dealers were active in our Dealer Environmental Excellence Program (D.E.E.P.), a program to help dealers improve their environmental performance. Participating dealers have reduced their use of electricity from non-renewable sources by 20%.

Water

  • Achieved a 6.8% decrease in the current year for the number of gallons of water withdrawn per vehicle manufactured when compared to FY2021.
  • Focusing on water stewardship as a socially equitable, environmentally sustainable, and economically beneficial method to achieve through site and watershed-based actions.

Circular Economy (previously “Materials”)

  • 93% of all waste was recycled, reused or repurposed in 2023.
  • Achieved an added 9% reduction of single-use packaging materials in FY2024 for a total of 22% reduction when compared to FY2018.
  • See our story, Toyota’s Evolving Approach to Saving Water, for examples of how Toyota reduces, reuses, and recycles.

Biodiversity

  • An added 4,094.5 acres of pollinator habitat were developed in FY2024 through collaboration with Pollinator Partnership (P2) and National Environmental Education Foundation (NEEF), bringing the total to 14,432.4 acres (more than halfway to our goal of 26,000 acres). For more information, see our story on Toyota’s Blossoming Commitment: Nurturing Biodiversity through Bees and Butterflies.
  • Conservation programs at 16 of our sites, including nine assembly and engine plants, have achieved Conservation Certification, which is Wildlife Habitat Council’s® (WHC) voluntary certification standard designed for broad-based biodiversity enhancement and conservation education activities on corporate landholdings. For more on our work with WHC, see our story on the Indicator Species Project.

To stay informed about the progress of ongoing projects and for real-time updates or feature stories, visit Toyota’s Environment Sustainability website. The site offers a comprehensive view of agreements, announcements, and initiatives, highlighting the dynamic nature of Toyota’s environmental sustainability journey.

LOOKING AHEAD
Toyota is steadfast in its global commitment to achieving the Toyota Environmental Challenge 2050 through a phased approach that emphasizes collaboration and innovation. Through strategic investments and the cultivation of partnerships across diverse industries, the company in North America is confident in its trajectory toward its four key focus area aspirations. The Report begins with a letter that underscores the significance of united efforts in addressing climate change.

Toyota acknowledges that effectively tackling these challenges requires collaboration with various partners to develop sustainable solutions. By adopting an integrated approach that combines diverse technologies and strategies, Toyota aims to significantly reduce its environmental impact while promoting mobility for all, reinforcing the essential role of collective collaborative action in reaching sustainability targets, and advancing responsible practices.

To view the complete Report, visit Toyota’s Environmental Sustainability Website.

Monday, November 18, 2024

Renewable Energy Shines at Toyota Alabama

 


Toyota, Toyota Tsusho America and Huntsville Utilities complete 168-acre solar project

Toyota takes one step closer to carbon neutral operations with the addition of a 30-megawatt solar energy system at its Alabama plant. Today, Toyota Alabama, Toyota Tsusho America, Inc. (TAI) and Huntsville Utilities, celebrated the completion of the $49 million solar project – made possible by a joint power purchase agreement (PPA) 

“Toyota is committed to clean and sustainable power. We know that the collective future for our community and our team members depends on clean mobility, clean air, clean water, and biodiversity,” said Jason Puckett, president of Toyota Motor Manufacturing, Alabama. “We are thankful for our partners on this project who have created a model of environmental stewardship in North Alabama.”

This project will generate about 70 percent of Toyota Alabama’s total energy usage and aligns with the automaker’s goal of achieving carbon neutrality at all of its North American facilities by 2035. In total, the array will generate approximately 62,000 megawatt hours of energy on an annual basis, reducing an estimated 22,000 metric tons of COemissions per year.


“Clean solar energy is vital for powering the City of Huntsville as we continue to see a steady rise in energy demand,” said Huntsville Mayor Tommy Battle. “Our partnership with Toyota has been instrumental in advancing this initiative, and we are excited about upcoming solar projects that will further enhance our commitment to sustainability and a cleaner future for our community.”

The solar array, located in the North Huntsville Industrial Park, surrounds Toyota Alabama with 72,000 individual solar panels. The site spans 168-acres, which is equal to 127 football fields. The project started in June 2023 and was led by TAI’s Energy Infrastructure Solutions team. TAI owns the solar array and is responsible for long-term operations.

“Bringing projects like this to life aligns with TAI’s goal to create positive impacts in local communities, while also helping to create pathways to a sustainable future globally,” said Chris Simmons, TAI division head for green infrastructure. “TAI strives to be a model of responsible corporate environmental stewardship, and this partnership illustrates how we can work together to create a better future for us all.”

The PPA between TAI and Huntsville Utilities is the largest flexibility agreement of its kind, allowing the cost-to-serve municipal utility to purchase clean energy.

“Innovative approaches to clean energy generation are critical to Huntsville’s future growth,” said Wes Kelleypresident and CEO of Huntsville Utilities. “Toyota’s forward-thinking approach to carbon neutrality has paved the way for additional public-private collaborations.”

Monday, November 11, 2024

Toyota’s Evolving Approach to Saving Water


For Mark Yamauchi, Toyota’s efforts to save water over the years adds up to a lot more than the numbers of gallons saved—instead, it represents an understanding of the critical role water plays in our society and Toyota’s work to support the future of water conservation.

When Yamauchi took over managing the water program in 2015, the prevailing attitude was that water was cheap and relatively plentiful, and Toyota needed a lot of it. Cutting down on water usage didn’t seem as urgent as some other sustainability goals.

There has been a growing awareness of water issues, both within Toyota and in the wider world. At Toyota, Yamauchi has worked tirelessly to build awareness that every gallon of water purchased adds costs other than the water itself. For water to be used in manufacturing, it needs to be treated, processed, pumped, moved, and filtered. Each step adds costs in equipment, space, and even time.

Outside the boundaries of Toyota’s properties, water scarcity and quality are becoming more prominent sustainability topics as populations grow and climate change affects weather patterns. While there might be areas in North America that have plenty of water, including some areas where Toyota has operations, some Toyota factories operate in communities that are challenged by water shortages or water quality concerns.

“This is an investment for risk mitigation, because all these things are coming,” Yamauchi said. “There will be additional stress on infrastructure and supply and treatment of water. So, let’s get ahead of that.”

A Growing Urgency for Water Stewardship
To illustrate the problem, globally, 2.3 billion people live in areas where water is under stress1. Of the world’s 37 largest groundwater reservoirs, 21 are being depleted faster than they can be replenished2. Two of the largest reservoirs in the U.S. – Lake Mead and Lake Powell – are at their lowest levels ever3. Toyota has closely followed this critical issue over the years. As water scarcity has become increasingly top of mind for many, Toyota shifted from a mindset of conservation to a more proactive approach – stewardship.

With conservation, Toyota has focused on reducing the number of gallons of water used in its own operations. Now, moving toward a more involved level of stewardship, Toyota is thinking about the communities and regions in which it operates, recognizing the need to partner with other stakeholders – like governments, non-profits, and community leaders – to make a long-term, positive impact. Toyota recognizes that its resources and influence can be used as a catalyst to enact changes that go far beyond its property boundaries.

Along these lines, Toyota began rethinking water when it was designing its North American headquarters in Plano, Texas, which the company officially opened in July 2017. A 400,000-gallon rainwater harvesting system supplies the campus’ landscape irrigation system. At the time, it was the largest installed system in North America.  The Plano headquarters also recycles sink wastewater for toilet flushing in two buildings. Native landscaping was installed, which requires little irrigation, which contributed to the campus receiving LEED certification.


Partnering in Baja California – A Model of a More Sustainable Water Supply

Water stewardship remains important to Toyota with continually improving operations throughout North America. One such example: Toyota Motor Manufacturing Baja California (TMMBC) in Tecate, Mexico has returned more water than used – a critical need for a location that sits in one of the most water-challenged areas of the continent, near the bottom of the Colorado River basin.

After rethinking its manufacturing and painting processes, both of which are particularly water-intensive, Toyota Baja California (TMMBC) is now reusing 600 cubic meters of water a day in industrial operations and saving 23 million gallons a year, enough to support 500 residents in Tecate.


TMMBC assembles more than 150,000 Tacoma pickups each year and draws on municipal water supplied by a local reservoir which is fed from 80 miles away in Mexicali. This water comes from a diversion dam on the Colorado River – a major western river that supplies water to seven U.S. states as well as two states in northern Mexico. Decades of drought have caused a loss of about 10 trillion gallons across the basin – or a reservoir the size of Lake Mead.


The process to reuse the water at TMMBC involves taking wastewater from the paint shop and treating it to remove phosphates, minerals like zinc and nickel. After that, a membrane bioreactor can remove any suspended solids. The reactor brings the level of solids close to zero, which is necessary to be able to use the reverse osmosis system, which then removes any remaining suspended solids.

“Before it installed its bioreactor, TMMBC was using reverse osmosis to treat the industrial wastewater, but the solids would clog the system’s filter so much that operations would have to be shut down after three hours,” said Jesus Ernesto Rodriguez, an engineer at TMMBC. It would take a full day to clean the reverse osmosis system before it could be used again. With the bioreactor, the reverse osmosis system only needs to be cleaned during routine maintenance.

“Baja California is a high-risk area for water,” Rodriguez said. “Some seasons, the community just doesn’t have enough water. With the amount of recycling we’re doing, it’s making a big contribution to our neighbors.”

Outside the plant, Toyota has teamed up with The Nature Conservancy (TNC) to help address water issues along the Colorado River, especially in Baja California. The conservation group works with local partners, cities and farms to help make the water supply more sustainable. More than 500 local farmers attended optimization training workshops to promote water efficiency. Toyota Baja provided $363,000 over three years to acquire, secure, and monitor water volumes in the Colorado River Delta.

Together, Toyota and TNC are protecting more than 16,100 acres of wetlands along the Hardy River and in the Santa Clara Marsh, the lower Colorado River, and in the upper Colorado River Estuary – where the underground aquifer gets replenished. Overall, this partnership alone has released 264 million gallons of water into the Hardy River, restoring continuous water flow to nine miles of the river.

Rivers and Lakes We’re Used To
The work at TMMBC and the Colorado River Basin are just two examples of Toyota’s efforts in water stewardship. Projects in other parts of the continent are tailor-made for the local circumstances and landscape. Along the Wabash River in Indiana, Toyota is working with TNC to restore oxbow lakes (horseshoe-shaped bodies of water located where the river bends) that provide important habitats for fish and wildlife. Toyota and TNC are also looking at ways to reduce nitrogen, phosphorus, and sediment that fill the river from nearby agriculture.

In addition, Toyota is working with its network of 1,900 dealers across North America to reduce water use in showrooms and vehicle lots. One program that the company is offering includes The Dealership Environmental Excellence Program (D.E.E.P.), which has been recognized by the U.S. Department of Energy.

D.E.E.P. is a voluntary, easy-to-implement program designed to help dealers reduce energy, water, waste, and carbon emissions.

Toyota provides technical assistance to dealerships to help measurably improve environmental performance and recognizes dealers that demonstrate significant reductions in energy and water use while engaging their local communities. There are 116 Toyota and Lexus dealerships across 33 states participating in this program, and Toyota aims to get that number up to 630 by 2030.

“Through all these and other efforts, what’s stood out is how different parts of the company are inspired and eager to help support this important water change,” said Yamauchi. “Once Toyota team members get on board with a goal, they come up with creative solutions that are good for the environment and good for the business.”

“When Toyota does something, people really stand up and take notice,” Yamauchi said. “We have such a great company. When we leverage that brand value, it can lead to big changes.”

1 SOURCE: Drought in Numbers 2022, United Nations Convention to Combat Desertification, page 4 (https://www.unccd.int/sites/default/files/2022-06/Drought%20in%20Numbers%20%28English%29.pdf)

SOURCE: Water Resources Research: Volume 51, Issue 7, July 2015, Quantifying renewable groundwater stress with GRACE (https://agupubs.onlinelibrary.wiley.com/doi/full/10.1002/2015WR017349)

SOURCE: Latest projections from the Bureau of Reclamation https://www.newsweek.com/lake-mead-lake-powell-water-levels-colorado-river-shortage-1940243

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