Like other types of organizational systems, such as quality and safety, an EMS aims to reduce the impact

of an organization's operations on the environment. Using this tool, individuals can evaluate the
strengths and weaknesses of the company, as well as detect and manage important environmental
consequences. You'll also save money by improving productivity, and one will be in full compliance with
all applicable environmental regulations. Additionally, an environmental management system (EMS) can
help you better manage company resources and strengthen the legitimacy and reliability of your
protection of the environment. Ones EMS certification, such as ISO 14001, BS 8555, or even the Eco-
Management and Auditing Scheme, can demonstrate to consumers that you must be responsible for
meeting company environmental commitments (EMAS). Companies may be required by law to report
thier environmental performance, or you may do so to show your qualifications to customers and
consumers. Companies can learn more about environmental reporting and environmental management
systems (EMS) by reading this guide.

The Environmental Council, represented by the president, makes those decisions on company
protection of the environment and conducts up on key environmental activities conducted by the
corporation. In addition, we created four subcommittees that sit underneath our Environmental
Committee to focus on specific topics. Its subcommittees include Entrepreneurship Success, Energy,
Prevention Of pollution, and Resource Consumption, among others. At each facility, the national
environment director heads a Plant Environmental Council with specialized congressional committees to
manage environmental tasks.

Researchers disbanded the Communications as well as Public Relations Select committee in FY 2001 and
combined the Strategic Communications Organization and the General Management Department into
the Secretary General for the Ecological Committee. In addition to regular ISO audits, Toyota company
conducts internal audits depending on the environment protection system to monitor our ecological
conservation efforts. There are two sorts of auditing process in the organization. An example of this is a
vegetation "autonomy" audit. Secondly, the BSC (Business Support Center) plans and conducts a
corporation audit including all plants, which is carried out by a team of competent employees from
within the company. There were four internal and five corporation investigations in the fiscal year of
2001. Approximately three minor events and thirty-one observations were found in the normal and
renewing assessments of the ISO 9001 and 14001 quality management systems, respectively.

When it comes to environmental policy and ideology, Toyota is guided by its 1992 Key Principles . The
Toyota Environment Compact was established in 1992 as a framework for environmental programs . The
Integrated Environmental Management Solution governs 671 Toyota affiliates* all over the world. With
its 2011 announcement of the Toyota Global Vision, Toyota emphasized the significance of "Respect for
the Environment.

For its first long-term effective and sustainable way, Toyota developed the Toyota Environmental
Commitment 2050 based on its ideology and principles in FY2016. It was announced that Toyota's Sixth
Sustainability Action Plan would run from 2017 to 2021. Toyota's environmental policy understanding or
insights that emerged threats and opportunities that really can affect the activities and works toward
environmental sustainability in harmony with society by the year 2050 underneath this architecture.

Environmental Management Promotion Structures

However, the environmental management systems maintained and administered beyond the Japan
follow the Toyota Tsusho Group's environmental management rules of the game collection of voluntary
standards—rather than the ISO 14001 requirements in Japan.

The Company conducts frequent internal audits in Japan and abroad in order to improve environmental
management standards.

A International Safety and Environmental Advancement Meeting is held each year by the Toyota Tsusho
Group to reflect on the Company's environmental conservation actions, review changes in rules and
regulations, and exchange intelligence.

Every month, a Safety Management Enhancement Committee (which includes executives) meets to
discuss environmental incidents and share information on lessons learned and countermeasures that
can be taken to prevent a recurrence. The Sustainability Management Committee, managed by Ceo and
President, discusses environmental hazards such as changing climate, wildlife, forest conservation, and
water difficulties, and issues that satisfy certain parameters are submitted to the Directors and adoption
of appropriate measures. As of December 31, 2021, the Toyota Tsusho Group's ISO 14001:2015 renewal
audit was successful, and its present certification is valid until then. According to the ISO 14001
certifications of Group ’s business companies, there are 68 in Japanese and 139 outside Japanese,
amounting for around 20% of all subsidiary companies

Organization Description

Businesses would do well to begin by assessing their particular environmental risks and putting in place
mechanisms that are both workable and resilient to deal with these threats. It is possible to achieve this
by implementing an Environmental Management System (EMS). Organizational structure, planning,
responsibility, principles and resource for designing, developing, obtaining and managing a company's
Sustainability Policy should all be included in an EMS as part of the company's system . the organization.
In order to be effective, Environmental Management Systems must be integrated into the company's
operations. They need to be integrated into the community. The Eco-Management and Audit Scheme
(EMAS) and ISO 14001 can certify an EMS, however this is optional. A company's commitment to
environmental stewardship can be demonstrated to clients, suppliers, investors, as well as the general
public by obtaining an EMS designation. As part of Toyota's environmental management strategy, the
Toyota Boshoku group holds regular meetings for the group's regional safety, health, and environmental
committees around the world to monitor progress on sustainability programs, verify success stories, and
activities respectively bridge best practices. As a result, we're also educating both employees and the
general public on environmental protection.

Toyota Motor Corporation is a player in the automobile market. For vehicle makers, the last five years
have been turbulent. Consumers' tastes for smaller, more gasoline cars have migrated away from large,
gas-guzzling trucks due to rising petrol prices and conservation of the natural environment.

By increasing their small-car lineups and expanding into the development of hybrid electrical motor
vehicles, many manufacturers accepted the change. Other manufacturers were much more reluctant to
move their attention from large to compact cars because they expected the price of fuel to decrease
gradually, bringing customers back to the great folding back to big-car focussed companies. During in
the second half of 2008, the US economic crisis ravaged the worldwide economy, resulting in lower fuel
costs. In the developed and the developing countries, this had a ripple effect, with several Western
countries followed by The united States into depression. Industry revenue is expected to expand by 2.1
percent in 2013, to an anticipated $2.3 trillion, as a result of wooden demand. The industry is predicted
to increase at a 2.2% annual rate throughout the five years up to 2013 as a result of significant losses
followed by recoveries.

Development in the BRIC countries has been a major factor in boosting production over the past five
years. The increased need for automobiles in these nations was a result of rising incomes. To take
advantage of the growing BRIC markets with small production, European manufacturers have shifted
manufacturing facilities to these nations. The developing markets will continue to rise and the Western
worlds largest demand for automobiles will revive within next five years. So over five years leading up to
2018, industry revenue is expected to expand by an annualized 2.5 percent, reaching an anticipated $2.6
trillion.

Environmental Policy.

Planning

i. Environmental Aspects

The automotive industry, which relies heavily on critical resources and has the potential to have a
significant influence on the environment, is a prime example of a manufacturing industry that needs to
manage its environmental impact effectively. When it comes to making a positive impact on
communities throughout the world, we follow Toyota's worldwide vision and ideals as well as its Earth
Charter and declaration of environmentalism. Toyota Australia's Altona manufacturing facility has a
comprehensive framework for sustainable management that serves as the foundation for continuous
development and innovation. There are three pillars to Toyota's worldwide ecological administration:
conformity, risk minimization, and best practices.
Compliance

In compliance, the concentration is on prevention. Developing a healthy working connection with the
communities where it operates is an important part of this. Toyota, like many other corporations,
prefers to settle problems using cooperation and collaboration rather than further regulation. While
Toyota Australia's sustainability strategy is driven by Toyota Motor Industry's worldwide strategy and
environment planning process, Toyota Australia does have its own environmental strategy and plan,
which have been executed under Toyota Australia's sustainability policy (TEMS). Managing
environmental concerns, ensuring compliance with legal and promoting continual improvement are all
part of our TEMS system. The manufacturing plant (Altona), the components center and advertising &
distribution office, the business fleet and vehicle maintenance garage (Altona), and corporate
headquarters (Altona) are all ISO 14001-certified facilities (Port Melbourne).

Risk Minimisation

Application of pesticides and freshwater and soil pollution are two of the areas where this pillar focuses.
At the Altona facility, we ensure that chemicals used during components for locally made vehicles fulfill
strict international norms for chemical management, going above and beyond local regulatory
requirements. In order to comply with environmental protection laws in European countries, the Altona
site's list of prohibited chemicals was compiled. According to Guideline 15 of the United Nations
Convention of Principles, when there are concerns of serious or permanent damage, limitation of full
scientific knowledge shall not be included in the justification for delaying cost-effective steps to avert
environmental deterioration.

Best practice resource use

Using energy, water, trash, and volatile organic compounds in the right manner is the third pillar of
sustainability (VOCs). TPS describes waste not only in the classic sense, as well as in waste of time and
effort. Environmental protection at our production plant is implemented using the TPS concepts of just-
in-time and jidoka. Measurement and rectifying any unbalance is made easier by this approach.

This third pillar best demonstrates our commitment to climate change. Stakeholders are concerned
about climate change, which has a prominent position in light of government decisions and the
management of the policy's implications. The carbon working party, which submits its findings to the
development unit, oversees this problem. The company can reduce our water, waste, and energy usage
by identifying and implementing best practices in commodity use, all of which help to combat the effects
of climate change. As a result, Toyota has made a commitment to being a global part of environmental
research and technology. After 2017 we must keep up our efforts to minimise our carbon footprint by
continuing to make cars and motors here in Australia.

ii. Objectives, Targets and Programmes

A major tenet of Toyota's 2011 Global Vision is a commitment to environmental responsibility.

Customers can expect goods and services that not only respect the environment, but also improve their
daily lives and those of their neighbors. Toward a civilization where individuals, cars, and nature can
coexist harmoniously, Toyota established the Toyota Environment Challenge 2050 in 2015. As part of
the challenges, the goal is to produce a net positive effect on the environment. The automotive industry
is currently confronted with more difficulties than at any other time in its history. And now, more than
ever, a key component of the solution is sustainability. Global and national governments have
responded to increasing urban pollution by enacting stricter laws requiring cars to be more
environmentally friendly over their entire lifespans. Additionally, society and authorities demand
automobiles to be safer, have better connectivity, and be capable of communicating with their
surroundings. Challenges are a chance for Toyota to develop new and innovative our business.

Toyota places a high value on helping to minimize the negative effects of its products and services on
the ecosystem. Since the dawn of time, we've been devoted to the development of green technologies.
Toyota company cut CO2 emissions by almost 100 million metric tons since 1997, when we introduced
the Prius, the world's first surplus hybrid automobile. It's our belief that there is no one way to build the
ultimate eco-car. That's why we're developing plug-in hybrid vehicles, battery systems, and hydrogen-
powered battery - electric automobiles in addition to hybrid electric vehicles. Throughout the lifecycle of
a vehicle, we strive towards zero environmental effect.

Reducing, recycling, reusing and repurposing the resources in old cars is our primary goal towards the
end of their lifecycles. Get a glimpse into the environmental history to see what we've done and what
we're working on now to create a world where people, products, and the earth all live in harmony. The
sheer nature of our work necessitates the use of a wide range of important resources. In the sake of
future generations, humans believe it is imperative that they preserve these natural resources and
manage our ecological imprint. When possible, we aspire to decrease our operations' environmental
impact to zero, while also taking steps to make a beneficial impact on the earth as a whole, in the hopes
of building a sustainable society. Why did Toyota launch the Toyota Sustainability Challenging problem
2050 in October 2015.It serves as the framework for our long-term environmental goals, based on
earlier efforts. With six problems encompassing every facet of our business, we're able to go beyond
automobiles as a singular focus for our efforts.

Future actions will be taken that go far beyond zero environmental consequences in areas like as life
cycle pollutants, greenhouse gases from the manufacturing water sources usage to generate positive
environmental advantages in the years to come. The automotive industry in Europe is being confronted
with some of the most difficult business issues that it has ever encountered. Car manufacturers face a
wide range of challenges, including the need to change their organizations into sustainable workplaces,
the deterioration of air pollutants and transportation systems in cities, and the increasing rivalry from
innovative mobility competitors in the sector. As a result, firms must ensure that their supply chains are
accessible, their operations are environmentally friendly, and their communities are better served.

The suppliers and company associates must fully understand our objectives for environmental
sustainability and corporate citizenship if we are to secure compliance with legal requirements at all
times. The methods and mechanisms toyota have put in place to protect that our stakeholders satisfy
worldwide Toyota requirements in a fast-moving regulatory structure on a wide range of topics, from
chemical management to Corporate Social Responsibility (CSR). When it comes to the Toyota
Environmental Challenge 2050, Toyota is looking to go beyond removing adverse environmental impacts
to developing positive ones. Following significant research and internally and externally collaboration,
Toyota Motor Corporation (TMC, Toyota's parent organization with headquarters in Japan) declared
these six issues in 2015. Toyota's ecological pledges, which apply to all of the company's businesses
worldwide, seem to be the most demanding and motivating in Toyota's history.

Implementation and Operation

 i. Resources, Roles, Responsibility and Authority

The UN's 2030 Agenda and its 17 Sustainable Development Goals were a primary source of information
for TMC's assessment of important environmental challenges (SDGs). Through 2030, the SDGs and their
169 associated targets will work toward liberating humanity from "the tyranny of hunger and would like
and heal and safeguard the planet." Even when the UN's objectives seem impossible, governments,
corporations, non-profits, and even people may work together to make them a reality. It's important to
us here at Toyota that they all do their part. Many of the Sustainable Development Goals (SDGs) are
supported by the Toyota Environmental Challenge 2050, which shares their overarching goal of
improving the world, better, and cleaner place.

In order to help Toyota meet these problems, the company's primary regions are establishing plans and
setting goals. Mission 2050 and indeed the SDGs are grouped in North America by focusing on water,
emissions, commodities and diversity. In any of these priority areas, our long-term strategies
demonstrate the actions the company making to solve the worlds largest urgent environmental
challenges and then become a part of the answer. Seven of something like the UN's Development Goals
can be significantly aided by environmental sustainability actions carried out in about our four main
areas of focus, as well as outreach.

ii. Competence, Training and Awareness

iii. Communication.

Checking

i. Monitoring and Measurement

ii. Nonconformity, Corrective Action and Preventive Action.

Management Review

Toyota’s Operations Management

Product and Service Operations.

Toyota's approach to operations management and project decision-making area is based on

technological progress and high quality. The company's Investments help to ensure that a product have
cutting-edge characteristics. Toyota also takes into account the demands of its dealership staff when
formulating after-sales service plans.

Quality Control.

The Toyota Production is employed by the company in an effort to improve quality (TPS). As part of The
Toyota Way, a set of management approaches, the company obtain a competitive advantage of supply
chain management though ongoing improvement.

Design of the Process and the Capacity.

Toyota employs lean manufacturing, which is indeed reflected in TPS, to make strategic decisions in this
part of the swot analysis. Waste minimization is a priority at the organization, which aims to enhance
productivity and capacity utilization. As a result, Toyota's system and product manufacturers promotes
company efficiency and expense.
The location of the business.

Global, national, and regional location strategies are all used by Toyota. There are localized
manufacturing operations in the United States, China and Thailand and also official showrooms in all
regions excluding Mongolia and a few middle eastern nations and African. For example, Because of
these varied plans, Toyota handles this sound decision area in business management.

Design and Concept for the Layout.

Lean manufacturing are evident in Toyota's factory design layout. The goal of the operation and
production management team in this holds all authority and responsibility is to maximize operational
efficiencies. Toyota dealership facility layout, on the other hand, meets the company's criteria but also
incorporates the input of the dealerships themselves.

Human Resources and Job Design.

The Toyota Production system and TPS are both used by the organization in this particular region of
operations management decision-making. The Toyota Way emphasizes the significance of treating
everyone with respect, and this is reflected in the company's HR policies and activities. In addition,
Toyota offers TPS-based programs to ensure that lean production practices are maintained.

Managing the supply chain.

Toyota employs lean manufacturing in order to manage its supply chain. Automated systems are used in
this crucial strategic decision area of operations for genuine supply chain modifications. Toyota reduces
the impact of the volatility spillover effect on its supply chain in this way.

Keeping track of inventory. Toyota uses just-in-time stock control to reduce levels of inventory in this
intensive strategy management In the Toyota Production System, this method of managing inventory is
discussed.

Organizing the time. Toyota's scheduling is based on lean production. The company's problem is to
reduce operating costs in this particular context of management decision-making in operations
management. In order to keep costs down, HR and resources are scheduled in accordance with market
conditions and maintenance is the tenth item on the list. Over many years, Toyota built a global network
of strategically positioned locations. In addition, the organization has a global Management network
that aids in business flexibility and resilience. Because of this, Toyota utilizes its multinational company
reach to assure maximum and stable performance in this strategic decision-making part of the swot
analysis.

process of developing a sustainability

A part has been set aside for this instrument once the research company data analysis concentrates on
the release of sustainability reports. In the United States and European Countries, the first phase of
reporting on the ecological and sustainability implications of organizations. Voluntary reporting reports
have grown in variety since then, including all industries and countries. In reaction to the United Nations
Development Program9 in the late 1980s, several businesses made their environmental performance
data public.
Despite the fact that sustainability reporting is becoming increasingly important and widely used, the
issue of its effectiveness is still up for debate. NGOs and government agencies can compare the social
and environmental impact of different groups using information reports. Furthermore, NGOs,
environmental organizations, and other interested parties examine the Sustainability Reporting to learn
about the proactive efforts made by the organisation to address social and environmental problems.

Whether and whether an institution's reports show how its strategies are implemented or effective
solutions are developed can There are some differences between what is actually happening and what
has been reported. The lack of established rules causes some uncertainty in the interpretation of the
reports, according to the same author. Sustainable development, according to other researchers is a
reliable indicator of an organisation effectiveness. Global Reporting Initiative (GRI) has done an
outstanding job with the involvement of several partners in developing standards and qualities for the
order to prepare of sustainability reports in an attempt to address this variety of opinion on
sustainability press accounts' utility, focusing primarily on the assertion of lack of guidance for their
preparation.

GRI is widely utilized and acknowledged by many groups around the world, according to some authors.
These researchers have been producing some recommendations for corporate sustainability
preparations. In the opinion of this organization (GRI), the integrated reporting should include both
beneficial and detrimental effects of the organization's employees. When it comes to global
sustainability, even just a policy of openness by businesses and good stakeholder interactions may help
to alleviate the urgency and enormity of the dangers. We need a common framework that is
acknowledged around the world as well as a common vocabulary and metrics that are generally
understood so that we can speak clearly and honestly about sustainability concerns

management system that can support the implementation of a sustainable

operational plan

Additional research was done to identify the main components of the sustainable project
implementation, such as: management; teamwork; environment; strategies; assessment; evaluation;
interaction; consumers and tools, literature review reported In the conceptual model in the specified
theoretical characteristics are connected together to provide a proposal for how sustainable can be
applied in organizations. Conceptual model with components presented visually The goal of this model
is to shed light on how corporations might go about implementing sustainable principles. The
operational sustainable construction and the system implementation are at the heart of this strategy's
uniqueness. To put it another way, the model claims that each action taken to implement sustainability
must have the following exact location: the Triple Bottom Line strategy, be incorporated into the process
of implementing sustainability; It is backed by a set of relevant instruments. The organization is depicted
as a dashed Box, which symbolizes the institution's permeability in connection to outputs and inputs
(communication flows and expenditures) with stakeholders. Organizational sustainability requires a
specific organizational structure, which the triangle atop the pattern depicts. The development of this
phase must be founded on the Triple Bottom Line method and support appropriate instruments, as this
triangle is situated on the measurements of the three major axes. There are four basic steps in the
system implementation: Involvement, Implementation, Communication; and Monitoring

Communication
Prior participation of stakeholders is essential to identify individual needs, prioritize them, and to
increase participation in the implementation of the activities to determine the next stage in the process.
It is important to establish a mutually beneficial relationship between the many stakeholders in order to
ensure that the various sustainability management plans and policies are in sync. It aids in spreading the
message of sustainable to a wide spectrum of businesses and organizations. Tactical leadership: this is
the stage in which the organization's monetary, environmental, and social outcomes are improved
through the planning and implementation of activities.

Not only must actions be planned and carried out, but they must also be monitored in order to
determine whether they are sustainable. The organization will be able to apply sustainable practices
after completing the preceding procedures. Communication leads to the development of feedback
channels, which may be used to examine a set of data for the purpose of adjusting the defined activities
in the future. In order to make adjustments and improvements to the sustainability strategy, it is
required to communicate the results to the designated stakeholders and to build feedback channels.
Since each of these four processes is linked to the next, the process can be considered ongoing. It is
clear that the developed framework can address the research issues stated in the introduction,
accompanied by a variety of theoretical models.