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Toyota Nokia
GRI at Toyota and Nokia
The Global Reporting Initiative (GRI) guidelines provide a framework to Companies on how to prepare sustainability reports.
Briefly discuss these guidelines.
The Global Reporting Initiative (GRI) has successfully become established as the foremost global framework for voluntary corporate environmental and social reporting (Levy, et al., 2010). The GRI reporting process is determined to become a ubiquitous measure of an organizations performance that includes both social and environmental factors in conjunction with the traditional financial reporting metrics (Willis, 2003). The reporting framework has gone through several revisions and in 2006 the third generation (G3) was launched followed by another revision in 2011 (G3.1) (GRI, 2012). There is also a fourth generation already in the works which is scheduled to be released next year.
b. If your companies use these guidelines, the critically examine which parts they follow and which they do not follow. Suggest...
Of the two companies, Nokia has prepared a more readable report in which they rank their own company as a "B+" in their adherence to the provisions included in the framework (Nokia Siemens Networks, 2011). Nokia is a privately held company which makes some of the reporting requirements for the GRI not applicable to them (i.e. 4.3). Furthermore, Nokia also does not report on their use of localized policies and practices. There seems to be no significant effort to "localize" aspects of the company. This is likely due to the fact that most of their manufacturing is performed by low cost labor in foreign markets. Toyota, on the other hand, does report on their social performance in terms of various social indicators; however some of these key figures seem to be dropping (Toyota, 2010).
Figure 1 - Toyota Social Performance (Toyota, 2010)
c. If they do not follow the GRI guidelines, what approach…
Analysis of Toyota Opportunities and Threats Toyota is the world's leading patent holder in hybrid vehicle technologies, having over 85% of all patents registered in the U.S. Patent Office, in addition to holding over forty different patents in other registries throughout Europe and Asia. This is a formidable platform for growth in this high-growth emerging line of business. Hybrid technologies can reduce carbon emissions by over 60% in the latest engine
Toyota Strategic Management Case (TOYOTA) Strategic Management: Strategy Implementation Strategic Implementation Do you think that the implementation of Toyota's current strategies identified in its 2011 Annual Report and on its web page will help to overcome the public relations difficulties resulting from the recall issues reported by the media in 2010? The current strategies as identified by Toyota in its annual reports and on its website will not be enough in the short-term to reverse
Toyota Strategic Management For decades, Toyota has been one of the most admired companies in the world. They were able to turn their image in the 1960's and 70's from cheap Japanese import to the car of choice for millions of consumers worldwide. Toyota's strategy has varied significantly over the years. The company began by primarily imitating many of its competitor's designs and even used some of its components. Much of
This process improvement is implied in the manufacturing and the upper-level management changes, and should be prioritized as such. Another manufacturing process that Toyota needs to address and which is implicit in the previously mentioned manufacturing process is its increasing propensity to utilize parts suppliers outside of its keiretsu, which loosely translates into headless combination (No author, 2009). Keiretsu is a Japanese term for the tiered hierarchy of additional companies
Toyota Motor Manufacturing, U.S.A., Inc. Major Issues in the Case Toyota Motor Manufacturing U.S.A., Inc. (TMM) has bypassed their typical response to quality issues known as "jidoka" in a special circumstance regarding seat installation. As opposed to stopping the assembly line and focusing on the underlying root of the problem, in the case of the faulty seats the cars were allowed to continue through the production line with a special marking that
However, certain elements of the Toyota Production System must be re-evaluated, particularly the conception of waste. If the principles of CCC21 and Value Innovation were based on the concept that production materials could be halved because they amounted to waste, those initiatives should be discarded. Ideally, Toyota should utilize 100% of the materials that it used prior to CCC21, when all of its quality issues began. The cost-benefit analysis of