TOYOTA ΕΛΛΑΣ ΑΒΕΕ
GENERAL
TOYOTA ΕΛΛΑΣ ΑΒΕΕ
Company Profile
Management Message
| ORGANIZATION NAME: | TOYOTA ΕΛΛΑΣ ΑΒΕΕ |
| SECTOR: | Commerce/Trade |
| ORGANIZATION TYPE: | 51-150 |
| ANNUAL TURNOVER: | Πάνω από 50 εκ. ευρώ |
| COMPANY INTRO: | |
| CONTACT DETAILS: |
COMFORMITY STATEMENT
TOYOTA ΕΛΛΑΣ ΑΒΕΕ
It is a certificate which is given by the QualityNet, on the firm'sof compliance with the reference framework of the Greek Sustainability Code. Confirms the compliance level and together with the Documentation table which accompanies, presents the response range of the enterprise to the criteria of Sustainable Development and Responsible Entrepreneurship. The Declaration of Conformity can be used as a legal document as essentially shows the range of the Organisations' approach to Sustainable Development and Responsible Entrepreneurship issues. Download the Organisations' Declaration of Conformity.
STRATEGY
1. Strategic, Analysis & Action
ADMINISTRATIVE PRACTICES
CSR is one of the mechanisms that underpins the long-term sustainability and viability of Inchcape plc Group. It is an important contributor to building Trust, which is at the heart of our Ignite strategy’s vision: to become the world’s most trusted automotive Distributor and Retailer.
Our CSR strategy comprises three core pillars: our people, health and safety, sustainability and the environment.
- OUR PEOPLE
The knowledge, experience and dedication to excellence embodied by Inchcape employees is the Company’s greatest asset. We aim at both a Group and market level to ensure that our people’s value is recognized and rewarded, that talent is developed through learning, that our people are engaged and communicated with effectively, and that all employees are empowered to achieve their personal goals at each stage of their career with Inchcape.
We are focused on creating a socially conscious culture based on inclusiveness and learning.
- We believe that the business is strengthened by embracing diversity in the workplace and this is underpinned by market relevant policies and practices.
- We foster a learning culture to enable people to optimize their performance in role and truly realize their potential.
- We aim to empower our people to collaborate in communities of practice, to share and work together, knowing that their contribution is truly valued.
The approach we take to engaging and developing our employees is designed to proactively defend against key risk.
- HEALTH & SAFETY
The health and safety of our people, customers and all who use our facilities is of the utmost importance to us. We are committed to providing environments that can be trusted as spaces in which to work that are clean, safe and promote healthy work-life balance.
Our ambition is to achieve zero avoidable safety incidents by continually challenging ourselves, sharing best practices and investing in the systems and structure to support our objectives. This commitment is underpinned by the creation of a pan-market Group HSE Community of Practice. With operations in 33 international markets and no single standard worldwide HSE guideline to apply to the business, we feel that it is incumbent on us to build a consistent Inchcape approach with shared best practice and leveraged scale.
The primary function of the HSE Community of Practice is to develop a single direction for Inchcape’s health and safety culture, with responsibility for implementing it part of every business's day to day activities. During 2019 we conducted over 450 separate HSE audits.
- ENVIRONMENT
We are committed to making continuous improvement in our emissions however we are also considering whether, in light of our broad regional spread, adopting a more 'science-based' target would be appropriate. We are still working closely with the Carbon Trust to improve in this area and are focused on delivering effective energy management in all our sites.
As the business continues to develop, for instance including the implementation of the omni-channel platform, we are evolving our approach to ensure we are able to build strategic alignment with our business model and the needs of our OEM partners. In the meantime, we are developing energy management best practice guidance to help those working at retail sites to better understand the concepts of energy management and energy efficiency.
The guidance will focus on key energy using systems and processes such as lighting, IT server rooms, heating, ventilation and air conditioning, compressed air and renewables.
Attached Files: There are no files
2. Materiality
ADMINISTRATIVE PRACTICES
Environmental matters
The Ιnchcape Group’s business model, of Distributing and Retailing vehicles, is not reliant on natural resources however the vehicles we sell for our OEM brand partners, are. Each of our OEM partners has developed comprehensive sustainability programmes and the automotive industry in general has made significant progress in reducing vehicle emissions. We work with OEM partners who are at the forefront of technological advances to improve fuel efficiency and to develop alternative powertrains, such as electric and hybrid. We ensure that our business model and the infrastructure are in place to support the changing industry and to be able to deliver cleaner technologies to our customers as their preferences change.
As an automotive Distributor and Retailer, we do not have a manufacturing footprint to manage, however, we use energy in our dealerships, transport cars and parts globally and have an impact from business travel. We measure and report our greenhouse gas emissions. Whilst we do not have a global environmental policy, each business is committed to reducing its energy usage and to managing energy in the most efficient way and the Code of Conduct sets out the expectation that employees:
- Seek all opportunities to reduce waste and energy usage, to recycle where possible and to switch off appliances when not in use
- Favour the use of environmentally sustainable supplies and materials
- Look for opportunities to reduce business travel where possible.
Our People
Our employees are integral to the delivery of the Ignite strategy. Failure to attract, retain and develop our people is a principal risk for the Group and the description, impact and mitigating actions taken by the Group are given.
As the industry experiences a period of significant change, we continually review the skills of our employees to ensure we can deliver for customers and OEM partners. Training and development programmes are carried out within each business and include various initiatives such as technician programmes and apprenticeships.
An Employee Experience Consultation is carried out globally to ensure that we understand the views of our employees. The findings of the consultation are reviewed by the CSR Committee which then monitors action plans implemented by management to address any issues. The Chair of the CSR Committee has designated responsibility for ensuring that employee views are communicated to the Board and he reports on a bi-annual basis.
We are making improvements on how we collate and manage the data on our people and have created a ‘People Dashboard’ which will enable us to track the employee journey. This data will allow us to monitor people KPIs to gain an understanding of where improvements can be made.
Employee-related policies are implemented at a local level and include policies on pay and rewards, flexible working, maternity and paternity policies.
Social matters
We believe in supporting the different cultures and communities in which we operate, often through sponsorship and support for local charities or local people.
All our colleagues can be involved in such initiatives and can expect to be supported by Inchcape in their efforts to help local communities.
We do not have a global policy covering specific social matters and any initiatives are governed by the local business.
Τhe initiatives of Toyota Hellas included Green Day Experiences in Athens & Thessaloniki (Beach Clean Up Day in Glyfada with 40 volunteers cleaning the beach by collecting more than 100kg of waste, Beach Clean Up Day in Kalamaria with 55 volunteers cleaning the beach by picking up plastic and other kind of waste), participation of Toyota Hellas’ Running Team in aid of child welfare charity ‘Together For Children’ with 71 volunteers running 388 km and gathering 194€ for the children, blood donation drives twice in the year, donation of food and essentials to SOS Childrens’ Villages Greece supporting homeless and abandoned children.
Attached Files: There are no files
3. Objectives
ADMINISTRATIVE PRACTICES
During the year Inchcape’s CSR Committee considered the progress being made on the Group's CSR agenda which, for the last few years, has focused on people, health & safety and the environment.
When looking at CSR in the context of our people, we have agreed an ambitious people agenda and are moving forward on diversity & inclusion. We have also considered how our employee policies and practices support an inclusive culture, whether our learning culture supports our people to optimize their performance in their role and to realize their potential and whether our social culture empowers our people and communities to collaborate, share and work together.
The health & safety agenda has progressed well with the appointment of a Group HSE Director and we are on track to achieve our goal of achieving zero safety incidents. The Group HSE Director visited all of the Group's markets in 2019, carrying out 450 health & safety audits globally. The Group now has a clear understanding of the health & safety environment globally and the HSE Director will present his findings to the Board during 2020. The creation of a pan-market Group HSE Community of Practice supports the Group's commitment to health & safety. This allows the markets to build a consistent approach through shared best practice and leveraged scale.
The primary function of the HSE Community of Practice is to develop a single direction for Inchcape’s health & safety culture across all our businesses.
We have also strengthened our CO2 data collection processes to ensure that our greenhouse gas emissions data is robust. We are committed to making continuous improvement in our emissions however we are also considering whether, in light of our broad regional spread, adopting a more 'science-based' target would be appropriate. We are still working closely with the Carbon Trust to improve in this area and are focused on delivering effective energy management in all our sites.
In addition to monitoring our energy and emissions we have also participated in the CDP (previously the Carbon Disclosure Project) for the last two years after receiving feedback from investors and customers who are encouraging their stakeholders to engage as climate related issues rise in importance for everyone. We will continue to participate annually and will endeavor to manage our impact on the environment effectively. Our score remained the same in 2019, however there was an improvement in our climate-related risk assessment analysis which will continue to be a focus for 2020.
We also discussed ESG factors which we agreed would be a focus for 2020 as this is a growing area of interest for investors.
We also added articulation on climate change impact to our principal risks.
As key areas of focus, we continue to review CDP improvement recommendations in the following areas:
Governance:
structure and applicable incentives for the management of climate-related issues
Targets:
science-based targets that are set at least five years from the start year and include progress percentage of emissions achieved
Opportunity disclosure:
potential financial impact, time frame, likelihood, and magnitude of impact for climate-related opportunities
Risk management process:
the process for identifying, assessing and managing physical and transitional risks and opportunities
Risk disclosure:
descriptions, financial impacts, and management methods associated with climate-related risks
Importantly, our approach to business and environmental sustainability can be linked to our long-term customer strategy and the development of our omni-channel platform. This future model consists of a matrix approach to customer interactions
both on and off-line and the vision is that this will contribute to a lower carbon intensity with a reduced physical dealership footprint as, over time, more customer interactions will take place online and virtually.
Attached Files: There are no files
4. Management of Value Chain
PROCEDURES
5. Responsibility
6. Rules & Processes
ADMINISTRATIVE PRACTICES
Code of Conduct
In 2018 we launched a new Code of Conduct across the business. To further embed the Code and its requirements, online training was launched in 2019 across the whole Group, in 18 languages. Topics and scenarios were tailored to our business ensuring it was relevant and impactful for our employees.
Over 16,500 employees were assigned the online Code training and completion rates are monitored by the Group Compliance Team. Excluding the UK, we achieved 99% completion across the Group – each market achieved a completion rate of at least 95%, with most achieving 100%. New joiners across the Group are also required to undertake the online Code training as part of their induction.
Where employees do not have access to a computer, we have ensured that they are made aware of the Code and what is required of them through various non-digital means.
Environmental matters
The Group’s business model, of Distributing and Retailing vehicles, is not reliant on natural resources however the vehicles we sell for our OEM brand partners, are. Each of our OEM partners has developed comprehensive sustainability programmes and the automotive industry in general has made significant progress in reducing vehicle emissions. We work with OEM partners who are at the forefront of technological advances to improve fuel efficiency and to develop alternative powertrains, such as electric and hybrid. We ensure that our business model and the infrastructure are in place to support the changing industry and to be able to deliver cleaner technologies to our customers as their preferences change.
As an automotive Distributor and Retailer, we do not have a manufacturing footprint to manage, however, we use energy in our dealerships, transport cars and parts globally and have an impact from business travel. We measure and report our greenhouse gas emissions. Whilst we do not have a global environmental policy, each business is committed to reducing its energy usage and to managing energy in the most efficient way and the Code of Conduct sets out the expectation that employees:
–Seek all opportunities to reduce waste and energy usage, to recycle where possible and to switch off appliances when not in use;
–Favour the use of environmentally sustainable supplies and materials; and
–Look for opportunities to reduce business travel where possible.
Employees
Our employees are integral to the delivery of the Ignite strategy. Failure to attract, retain and develop our people is a principal risk for the Group and the description, impact and mitigating actions taken by the Group are given.
As the industry experiences a period of significant change, we continually review the skills of our employees to ensure we can deliver for customers and OEM partners. Training and development programmes are carried out within each business and include various initiatives such as technician programmes and apprenticeships.
An Employee Experience Consultation is carried out globally to ensure that we understand the views of our employees. The findings of the consultation are reviewed by the CSR Committee which then monitors action plans implemented by management to address any issues. The Chair of the CSR Committee has designated responsibility for ensuring that employee views are communicated to the Board and he reports on a bi-annual basis.
We are making improvements on how we collate and manage the data on our people and have created a ‘People Dashboard’ which will enable us to track the employee journey. This data will allow us to monitor people KPIs to gain an understanding of where improvements can be made.
Employee-related policies are implemented at a local level and include policies on pay and rewards, flexible working, maternity and paternity policies.
Social matters
We believe in supporting the different cultures and communities in which we operate, often through sponsorship and support for local charities or local people. All our colleagues can be involved in such initiatives and can expect to be supported by Inchcape in their efforts to help local communities.
We do not have a global policy covering specific social matters and any initiatives are governed by the local business.
Anti-bribery and corruption
We have a global policy which is available to all Group employees via iConnect, the Group’s global intranet. The policy states our zero-tolerance stance to bribery and corruption and mandated procedures. In 2020, identified employees will be required to complete a new online training module. This will also be included in the induction programme for new employees whose role and remit require additional focus in this area.
Programme compliance is monitored via reports to Speak Up!, the external whistleblowing channel, and adherence to other relevant policies such as the gifts and hospitality policy.
Reports to Speak Up! are monitored by an independent third party. Reports on anti-bribery and corruption matters are escalated to the iPOM Committee and, if significant in nature, are reported to the Audit Committee. The iPOM and Audit Committees monitor management’s response to any issues and the implementation of any action plans deemed necessary. The Audit Committee has delegated responsibility from the Board for reviewing the effectiveness of risk management, internal controls, compliance and whistleblowing and receives regular reports from management, the Head of Corporate Assurance, and the Head of Internal Audit.
As part of our monitoring and assurance procedures, the Internal Audit team carried out a global anti-bribery audit, covering eight markets. The objective of this review was to understand related risk, assess the effectiveness of the anti-bribery and anti-corruption programme (including supplier selection and payments, gifts and hospitality monitoring and employee reference checking, for example) and determine what the organization can do to further minimize risks in this area. The audit outcomes enabled us to further strengthen our control framework, particularly in relation to business partner selection and payment approvals.
Attached Files: There are no files
PERFORMANCE INDICATORS
Toyota Hellas’ Dealers & Repairers Network ISO Certification 14001:2015
Toyota Hellas S.A. in accordance with TUV Hellas (TUV Nord) S.A. procedures has been for one more time certified for responding to the environmental management systems in line with the modified standard ISO 14001:2015.
An adjustment to the procedures of the Environmental Management System of Toyota Hellas, took place in order to incorporate the requirements of the new edition of the ISO14001:2015 standard, as well as all standards and requirements set by Toyota Hellas and Toyota Motor Europe.
Toyota Hellas is the 1st company of Inchcape plc group, that has included in the environmental management systems the whole Network of the Authorized Retailers and Repairers (66 sites in Greece).
This certification has been conducted in accordance with the TUV Hellas (TUV Nord) S.A. auditing and certification procedures and is subject to regular surveillance audits.
Additionally, a dedicated training programme has been organized for the whole network, so that the Retailers and Repairers can understand the requirements of the system, the specific actions and the relevant timetable.
Attached Files: There are no files
7. Monitoring
ADMINISTRATIVE PRACTICES
Our People
We have further developed the quality, breadth and depth of our People data to further support and prioritize our work in many areas, including talent, leadership development and effective succession. We have extracted rich insight to understand where we can make improvements in diversity, and we have made further progress in identifying high-potential individuals to support our long-term succession strategy from a broad pool of diverse talent.
Our 2020 Talent Strategy includes the launch of Careers@ Inchcape – giving individuals improved access to career development tools to realize their potential, effectively transition into new roles/opportunities and further develop our succession pipeline. Additionally, we have further developed our online development portal (hive) giving more employees mobile access to both latest thinking and development and key market data, trends and insight, aligned to strategic priorities.
‘Employee Experience’ consultation
Understanding employees' 'experience' at Inchcape is key to ensuring an ongoing cycle of improvements, to drive better retention, motivation and, ultimately, performance.
The total population Employee Experience consultation completed its first two-year cycle in 2019, and we also conducted our first more specific consultation for our senior leaders population. As well as the standard questions asked of all employees, the additional focus of this initiative was to question in greater depth how well our leaders understand and agree with the strategy and direction of the organization. We were pleased with the results of the consultation, with some headlines shown below.
In addition, these data sets are allowing us to create detailed action plans across all our teams to improve where there is a clear gap between expectation and experience. We are also now able to understand where engagement is strong and to see where we are creating a positive experience for our employees.
Health & Safety
Our ambition is to achieve zero avoidable safety incidents by continually challenging ourselves, sharing best practices and investing in the systems and structure to support our objectives. This commitment is underpinned by the creation of a pan-market Group HSE Community of Practice. With operations in 33 international markets and no single standard worldwide HSE guideline to apply to the business, we feel that it is incumbent on us to build a consistent Inchcape approach with shared best practice and leveraged scale.
The primary function of the HSE Community of Practice is to develop a single direction for Inchcape’s health and safety culture, with responsibility for implementing it part of every business's day to day activities. During 2019 we conducted over 450 separate HSE audits.
Main activities- How we have progressed in 2019
Establishing Performance transparency
–We now have global HSE KPIs
–We have developed a business intelligence tool to support analysis and established a dashboard
–Developed a full set of global and local policies and procedures which are now being rolled out
Managing Communities of Practice
–Recruited and trained 42 HSE 'champions' to promote adoption of best practices and improve standards throughout our global markets
–Established regular Communities of Practice communications to improve the visibility of HSE in the business, and further improve compliance
Codifying Inchcape practices and standards
–We conducted 457 visits to sales and servicing departments to understand the risk profile of our businesses, and establish a robust HSE Strategic Plan
–A standard structure for the development of HSE documentation was agreed by the Community of Practice
Coordinating opportunity assessments
–We have developed a range of tools to support an agreed approach to risk and opportunity assessments including hazard and incident notification reports, daily checklists, management site reviews, as well as an audit library
–Through established 'Global Safety Alerts' the Communities of Practice share insights on incident and learning opportunities
Providing expert support
–The HSE champions are tasked with driving local site engagement which has begun with the rollout of the first Risk Management Programme
–The champions comprise a key support mechanism to enable managers, supervisors and employees to extend their knowledge of HSE risk and compliance
Support training –– We have now developed a range of training programmes for all employees to understand the key risks and mitigation actions
–An internal HSE Diploma is being developed in 2020 to upskill employees to a globally recognised standard
Environment
We are committed to making continuous improvement in our emissions however we are also considering whether, in light of our broad regional spread, adopting a more 'science-based' target would be appropriate. We are still working closely with the Carbon Trust to improve in this area and are focused on delivering effective energy management in all our sites.
As the business continues to develop, for instance including the implementation of the omni-channel platform, we are evolving our approach to ensure we are able to build strategic alignment with our business model and the needs of our OEM partners. In the meantime, we are developing energy management best practice guidance to help those working at retail sites to better understand the concepts of energy management and energy efficiency.
The guidance will focus on key energy using systems and processes such as lighting, IT server rooms, heating, ventilation and air conditioning, compressed air and renewables.
In addition to monitoring our energy and emissions we have also participated in the CDP (previously the Carbon Disclosure Project) for the last two years after receiving feedback from investors and customers. We will continue to participate annually and will endeavor to manage our impact on the environment. Our score remained the same in 2019 as the previous year however there was an improvement in our climate-related risk assessment analysis which we will continue to focus on in 2020.
As key areas of focus, we continue to review CDP improvement recommendations in the following areas:
Governance:
structure and applicable incentives for the management of climate-related issues
Targets:
science-based targets that are set at least five years from the start year and include progress percentage of emissions achieved
Opportunity disclosure:
potential financial impact, time frame, likelihood, and magnitude of impact for climate-related opportunities
Risk management process:
the process for identifying, assessing and managing physical and transitional risks and opportunities
Risk disclosure:
descriptions, financial impacts, and management methods associated with climate-related risks
Importantly, our approach to business and environmental sustainability can be linked to our long-term customer strategy and the development of our omni-channel platform. This future model consists of a matrix approach to customer interactions both on and off-line and the vision is that this will contribute to a lower carbon intensity with a reduced physical dealership footprint as, over time, more customer interactions will take place online and virtually.
Attached Files: There are no files
PERFORMANCE INDICATORS
Employee Experience’ consultation
The total population Employee Experience consultation completed its first two-year cycle in 2019, and we also conducted our first more specific consultation for our senior leaders population. In addition, these data sets are allowing us to create detailed action plans across all our teams to improve where there is a clear gap between expectation and experience. We are also now able to understand where engagement is strong and to see where we are creating a positive experience for our employees.
Health & Safety
Establishing Performance transparency
–We now have global HSE KPIs
–We have developed a business intelligence tool to support analysis and established a dashboard
–Developed a full set of global and local policies and procedures which are now being rolled out
Managing Communities of Practice
–Recruited and trained 42 HSE 'champions' to promote adoption of best practices and improve standards throughout our global markets
–Established regular Communities of Practice communications to improve the visibility of HSE in the business, and further improve compliance
Codifying Inchcape practices and standards
–We conducted 457 visits to sales and servicing departments to understand the risk profile of our businesses, and establish a robust HSE Strategic Plan
–A standard structure for the development of HSE documentation was agreed by the Community of Practice
Coordinating opportunity assessments
–We have developed a range of tools to support an agreed approach to risk and opportunity assessments including hazard and incident notification reports, daily checklists, management site reviews, as well as an audit library
–Through established 'Global Safety Alerts' the Communities of Practice share insights on incident and learning opportunities
Providing expert support
–The HSE champions are tasked with driving local site engagement which has begun with the rollout of the first Risk Management Programme
–The champions comprise a key support mechanism to enable managers, supervisors and employees to extend their knowledge of HSE risk and compliance
Support training –– We have now developed a range of training programmes for all employees to understand the key risks and mitigation actions
–An internal HSE Diploma is being developed in 2020 to upskill employees to a globally recognised standard
Environment
As key areas of focus, we continue to review CDP improvement recommendations in the following areas:
Governance:
structure and applicable incentives for the management of climate-related issues
Targets:
science-based targets that are set at least five years from the start year and include progress percentage of emissions achieved
Opportunity disclosure:
potential financial impact, time frame, likelihood, and magnitude of impact for climate-related opportunities
Risk management process:
the process for identifying, assessing and managing physical and transitional risks and opportunities
Risk disclosure:
descriptions, financial impacts, and management methods associated with climate-related risks
Importantly, our approach to business and environmental sustainability can be linked to our long-term customer strategy and the development of our omni-channel platform. This future model consists of a matrix approach to customer interactions both on and off-line and the vision is that this will contribute to a lower carbon intensity with a reduced physical dealership footprint as, over time, more customer interactions will take place online and virtually.
Attached Files: There are no files
8. Incentive and reward systems for Sustainable Development
9. Stakeholder Engagement
ADMINISTRATIVE PRACTICES
Long-standing partner relationships
Inchcape has long-standing partnerships with the world’s leading automotive groups, with a core focus on manufacturers of premium and volume passenger vehicles. In select markets we also represent commercial and agricultural vehicles and machinery as well as emergent passenger vehicle brands.
The OEMs (original equipment manufacturers) with which Inchcape works are some of the foremost drivers of technological innovation in the automotive industry, from advances in hybrid and battery electric drivetrains to future mobility solutions.
How we engage with our stakeholders
OEMs
Having positive relationships with our OEM brand partners, our main suppliers, and our customers is imperative for the long-term success of the Company. Our OEM brand partner relationships are key to every part of our value chain and the length of these relationships is testament to their strength.
We have a very strong portfolio of brands. We need to build on our OEM partnerships to ensure that we thoroughly deserve to achieve the status of ‘partner
of choice’ across all our relationships, and then to robustly defend that position
–Understand and support our OEM partners’ objectives
–Ensure we maintain and reinforce contact with OEM partners
–Maintain and grow market share for existing partners
–Partner with OEMs to consolidate regional Distribution markets
We provide our OEM partners with professional and efficient routes to market for the post-factory automotive value chain.
Customers
The customer relationship is also extremely important, and we have undertaken a comprehensive project to understand the customer journey in order to improve their experience.
We provide access to automotive ownership and support services throughout the customer journey and aim to deliver the best experiences for customers in our industry globally.
– Analysis of reviews to feed in to continuous cycle of improvement
–Single view of customer through Salesforce implementation
–Ongoing surveys at market level
As the global automotive industry rapidly evolves, the purchasing behavior and service-level expectations of consumers are clearly changing. We invest to
maintain our position as leader in customer service innovation in automotive Distribution and Retail, with digital a key priority.
–Build digital and data capabilities at Group and market levels
–Improve mobile performance to better reflect customers’ preferences
–Optimize digital traffic to improve online performance
–Introduce structured measurement to improve customer experience
Employees
We aim to enable every colleague to achieve their personal goals at each stage of the employee journey, to recognize and develop talent; and to foster a socially conscious culture based on inclusion, empowerment and optimized potential through learning.
–Bi-annual engagement & pulse surveys
–Employee intranet and collaborative platforms provide two-way communications capability Group-wide
–Prospective employees – maintain active awareness of issues to stay relevant
Investors & Shareholders
Our objective is to deliver outstanding returns on long-term investment based on a sustainable platform for growth, disciplined approach to capital allocation and cash returns through dividends and share buyback.
- Regular dialogue with institutional investors
–AGM
–Annual Report & plc website
–Capital Markets Day held at regular intervals – last in May 2018
Local Communities
We have a balanced approach to engagement with the communities in which we operate, empowering ownership at local level with structural support from the Group.
–Market-specific activity, coordinated at local level
–Group-level support for extraordinary events affecting our market communities
Attached Files: There are no files
PERFORMANCE INDICATORS
As the global automotive industry rapidly evolves, the purchasing behavior and service-level expectations of consumers are clearly changing. We invest to
maintain our position as leader in customer service innovation in automotive Distribution and Retail, with digital a key priority.
–Build digital and data capabilities at Group and market levels
–Improve mobile performance to better reflect customers’ preferences
–Optimize digital traffic to improve online performance
–Introduce structured measurement to improve customer experience
Additionally, the Board receives reports from the Group Executive Committee on the outcomes of stakeholder engagement throughout the year at the Board and Committee meetings. The Board also engages with stakeholders in a variety of other ways. For example, guest speakers from OEM brand partners are invited to attend the Annual Strategy Day, to give their views on the industry from an OEM perspective which allows the Board to gain a broader view of the long-term impacts to the Ignite strategy.
Our major shareholders were consulted during the review of the new remuneration policy and their views were invaluable in helping formulate the policy.
The Company’s brokers also meet the Board to give the views of investors and the market generally. Establishing dialogue with investors is important to ensure that they understand and support the Group’s strategic objectives which in turn provides them with a sustainable return via the Group’s capital allocation and dividend policy.
Engagement with employees is important to the Board as it gives insight into the culture and behaviors of the organization. This engagement takes the form of the Employee Experience Consultation.
The annual overseas Board visit also allows the Board to speak to employees directly, gaining insight into the culture and values of the organization. The Board can also judge how the Ignite strategy is being embedded locally.
We would like to take this opportunity to pay tribute to our most important asset, our people. It is a great privilege to be able to travel to our markets, to meet the people who make Inchcape the business it is today. Τheir expertise and their enthusiasm for the brands they represent is infectious. The Ignite strategy is fully embedded within the Group and the employees have a strong sense of shared purpose. It is this passion that brings to life the strategic decisions made by the Company’s management and creates the resilience to manage challenges and drive performance in the future.
Attached Files: There are no files
10. Product Responsibility and Innovation
ADMINISTRATIVE PRACTICES
The Ιnchcape Group’s business model, of Distributing and Retailing vehicles, is not reliant on natural resources however the vehicles we sell for our OEM brand partners, are. Each of our OEM partners has developed comprehensive sustainability programmes and the automotive industry in general has made significant progress in reducing vehicle emissions. We work with OEM partners who are at the forefront of technological advances to improve fuel efficiency and to develop alternative powertrains, such as electric and hybrid. We ensure that our business model and the infrastructure are in place to support the changing industry and to be able to deliver cleaner technologies to our customers as their preferences change.
As an automotive Distributor and Retailer, we do not have a manufacturing footprint to manage, however, we use energy in our dealerships, transport cars and parts globally and have an impact from business travel. We measure and report our greenhouse gas emissions. Whilst we do not have a global environmental policy, each business is committed to reducing its energy usage and to managing energy in the most efficient way.
Inchcape since 2017 is working with the well-known NGO, Carbon Trust to use their methodology to set science-based reduction targets for the CO2 emissions of the group and to formulate an action plan.
Inchcape has identified electricity consumption and travelling as an area where substantial reductions can be made in carbon emissions, accompanied by substantial cost savings.
The project of Inchcape was initiated in 2016 and monthly figures for electricity consumption data and travelling are collected from all sites including those in Greece.
YTD results for all Inchcape sites in Greece show a further reduction in 2020 compared to those of 2019 and 2018, which Is mostly due to the change to LED lighting in all sites and implementing proposal made by energy auditors.
The Inchcape team has communicated that Greece is among the best performing countries in the Inchcape group.
Attached Files: There are no files
PERFORMANCE INDICATORS
Toyota’s leadership in Europe in low CO2 emissions vehicles
Toyota Motor Europe has achieved its target of becoming Top runner in CO2 emissions in 2019. As of 2018, average EU CO2 emissions will have to decline by 7.6% per year to comply with the 2020-2021 emission reduction target.
The dataset showed that new cars sold in the EU in 2019 had average CO2 emissions of 122 g CO2/km, 1 g/km higher than in 2018, as measured over the New European Driving Cycle (NEDC). As of 2019, fleet-average CO2 emissions will have to decline by 11.9% per year to comply with the 2021 target.
Toyota had the lowest CO2 emissions out of all major manufacturer pools in 2019 and was the closest to its 2020/21 limit value.
Leadership position was assured due to Toyota’s long-standing effort with hybrid electric vehicles. According to the report released by ICCT (http://www.theicct.org)
Toyota has a share of 40,8% for HEVs in its total EU sales, about 37 % of Toyota’s sales in Europe are hybrid electric vehicles.
Toyota Hellas’ Dealers & Repairers Network ISO Certification 14001:2015
Toyota Hellas S.A. in accordance with TUV Hellas (TUV Nord) S.A. procedures has been for one more time certified for responding to the environmental management systems in line with the modified standard ISO 14001:2015.
An adjustment to the procedures of the Environmental Management System of Toyota Hellas, took place in order to incorporate the requirements of the new edition of the ISO14001:2015 standard, as well as all standards and requirements set by Toyota Hellas and Toyota Motor Europe.
Toyota Hellas is the 1st company of Inchcape plc group, that has included in the environmental management systems the whole Network of the Authorized Retailers and Repairers (66 sites in Greece)-please see attached picture.
This certification has been conducted in accordance with the TUV Hellas (TUV Nord) S.A. auditing and certification procedures and is subject to regular surveillance audits.
Additionally, a dedicated training programme has been organized for the whole network, so that the Retailers and Repairers can understand the requirements of the system, the specific actions and the relevant timetable.
Strategic focus by Toyota Hellas on hybrid cars
Toyota Motor Europe has achieved considerable success in its strategic objective to increase the penetration of hybrid cars in its sales mix, which have a smaller environmental footprint compared to petrol and especially diesel cars. Currently, hybrids make up 37% of Toyota’s sales mix in total Europe. This brings Toyota Motor Europe close to its target of a 50% hybrid mix in total European sales by 2030.
The Greek market notice an increase of almost 69% of the registration of new vehicles with alternative fuel for 2019 comparing to 2018.
In Greece, Toyota Hellas continues its almost complete domination of the hybrid car market. The share of Toyota and Lexus in the hybrid market and in the market with alternative fuel in Greece remains at a dominant level.
Toyota Hellas’ strong efforts to promote hybrid cars have resulted to a further increase in the penetration of hybrids.
Please find below the hybrid penetration per model:
Yaris 32,8%
Corolla 61,9%
C-HR 85,1%
RAV4 41,6%
LEXUS 100%
Participation and payment of fees to Alternative Management Systems for Wastes
Toyota Hellas participates in all the collective recycling systems which cover the products that the company imports and places on the market and which are subject to the Alternative Management Law.
Declarations for Recycling Fees of 2019 were calculated and the relative fees amounting to ca, €120.176 were paid to the following collective systems:
▪ EDOE for ELVs
▪ ECOELASTIKA for tires
▪ REBATTERY for car acid batteries
▪ ENDIALE (ex ELTEPE) for oils & lubricants
▪ KEPED for the packaging of oils & lubricants
▪ ANAKYKLOSI SYSKEVON for used electric and electronic equipment
▪ EEAA for packaging materials of parts and accessories.
▪ AFIS for portable batteries
As required by EOAN, (the Body overseeing Alternative Management Systems), all producers (i.e. manufacturers/importers) must input the volumes of their products whose wastes are handled by Alternative Management Systems in the portal “Producers Register”. Toyota Hellas’ registration certification and compliance are available since 2015.
Initiative to reduce paper consumption for printing & photocopying in HO
The existing contract with Xerox for leasing networked multipurpose photocopiers/printers/ faxes/scanners includes the monitoring of all the machines’ activity through internet. Monthly reports are produced and sent to Toyota Hellas.
Thanks to continuous efforts, the average number of printed/photocopied pages per month has been further reduced.
Energy saving in Headquarters and Elefsina using LED lighting
During the previous year all lighting fixtures in Headquarters were replaced with LED ones to help reduce electricity consumption. In the following period, electricity consumption fell by more than 10% comparing to the same period last year.
Furthermore, in accordance with TME’s request starting from 2019, the company has to prove that it is using GREEN ENERGY for all of its facilities.
The specific certificate is available from energy suppliers for both sites.
End of life Vehicles (ELV) recycling
Compliance with the EU’s ELV Directive which stipulates that all ELVs should be recycled and which sets stringent recycling targets, is an important item in Toyota Motor Europe’s Environmental Action Plan.
Toyota Hellas has fully supported this requirement of Toyota Motor Europe in cooperation with EDOE, which handles ELV recycling collectively on behalf of all car importers.
EDOE has collected and recycled in 2019 49,547 vehicles and the share of TOYOTA HELLAS is 6,87% versus 7.12% of the previous year.
Attached Files: There are no files
ENVIRONMENT
11. Usage of Natural Resources
ADMINISTRATIVE PRACTICES
Energy consumption:
We are committed to making continuous improvement in our emissions however we are also considering whether, in light of our broad regional spread, adopting a more 'science-based' target would be appropriate. We are still working closely with the Carbon Trust to improve in this area and are focused on delivering effective energy management in all our sites.
We are developing energy management best practice guidance to help those working at retail sites to better understand the concepts of energy management and energy efficiency. The guidance will focus on key energy using systems and processes such as lighting, IT server rooms, heating, ventilation and air conditioning, compressed air and renewables.
The Group’s business model, of Distributing and Retailing vehicles, is not reliant on natural resources however the vehicles we sell for our OEM brand partners, are. Each of our OEM partners has developed comprehensive sustainability programmes and the automotive industry in general has made significant progress in reducing vehicle emissions. We work with OEM partners who are at the forefront of technological advances to improve fuel efficiency and to develop alternative powertrains, such as electric and hybrid. As an automotive Distributor and Retailer, we do not have a manufacturing footprint to manage, however, we use energy in our dealerships, transport cars and parts globally and have an impact from business travel.
Whilst we do not have a global environmental policy, each business is committed to reducing its energy usage and to managing energy in the most efficient way and the Code of Conduct sets out the expectation that employees:
– Seek all opportunities to reduce waste and energy usage, to recycle where possible and to switch off appliances when not in use
– Favour the use of environmentally sustainable supplies and materials
– Look for opportunities to reduce business travel where possible.
– A compliance programme is in place that meets or exceeds external benchmarks and is appropriate in terms of legal requirements, content, sector, costs and resources.
Attached Files: There are no files
PERFORMANCE INDICATORS
Participation and payment of fees to Alternative Management Systems for Wastes
Toyota Hellas participates in all the collective recycling systems which cover the products that the company imports and places on the market and which are subject to the Alternative Management Law.
Declarations for Recycling Fees of 2019 were calculated and the relative fees amounting to ca, €120.176 were paid to the following collective systems:
▪ EDOE for End of Life Vehicles
▪ ECOELASTIKA for tires
▪ REBATTERY for car acid batteries
▪ ENDIALE (ex ELTEPE) for oils & lubricants
▪ KEPED for the packaging of oils & lubricants
▪ ANAKYKLOSI SYSKEVON for used electric and electronic equipment
▪ EEAA for packaging materials of parts and accessories.
▪ AFIS for portable batteries
As required by EOAN, (the Body overseeing Alternative Management Systems), all producers (i.e. manufacturers/importers) must input the volumes of their products whose wastes are handled by Alternative Management Systems in the portal “Producers Register”. Toyota Hellas’ registration certification and compliance are available since 2015.
Initiative to reduce paper consumption for printing & photocopying in HO
The existing contract with Xerox for leasing networked multipurpose photocopiers/printers/ faxes/scanners includes the monitoring of all the machines’ activity through internet. Monthly reports are produced and sent to Toyota Hellas.
Thanks to continuous efforts, the average number of printed/photocopied pages per month has been further reduced.
Energy saving in Headquarters and Elefsina using LED lighting
During the previous year all lighting fixtures in Headquarters were replaced with LED ones to help reduce electricity consumption. In the following period, electricity consumption fell by more than 10% comparing to the same period last year.
Furthermore, in accordance with TME’s request starting from 2019, the company has to prove that it is using GREEN ENERGY for all of its facilities.
The specific certificate is available from energy suppliers for both sites.
End of life Vehicles (ELV) recycling
Compliance with the EU’s ELV Directive which stipulates that all ELVs should be recycled and which sets stringent recycling targets, is an important item in Toyota Motor Europe’s Environmental Action Plan.
Toyota Hellas has fully supported this requirement of Toyota Motor Europe in cooperation with EDOE, which handles ELV recycling collectively on behalf of all car importers.
EDOE has collected and recycled in 2019 49,547 vehicles and the share of TOYOTA HELLAS is 6,87% versus 7.12% of the previous year.
You can find additional data in the attached Report on the Operation and Performance of the Environmental Management System (EMS) of Toyota Hellas in 2020 YTD as well as in the attached Pdf file containing a detailed analysis of the actions included in the Toyota Environmental Challenge 2050 regarding the Usage of Natural Resources.
Attached Files: There are no files
12. Resource Management
13. Climate-relevant emissions
ADMINISTRATIVE PRACTICES
Greenhouse gas emissions
As a Distributor and Retailer Inchcape has no manufacturing footprint to minimise, however we collect data for all material emissions for which we deem ourselves to be responsible and look for ways in which to minimise our footprint. Data is collected for three key performance indicators:
–Energy – our global gas and electricity usage.
–Transport – the movement of cars and parts from the point of ownership (which means legal and contractual ownership) to the point we cease to have legal ownership.
–Travel – the movement of our people.
Methodology
The methodology used the calculate the Group’s greenhouse gas emissions is based on the GHG Protocol Corporate Accounting and Reporting Standard, and Mandatory Greenhouse Gas Reporting in line with HM Government guidance. The methodology uses conversion factors as published by the Department for Business, Energy and Industrial Strategy in 2018 and international electricity emission factors as published in the International Energy Agency’s ‘CO2 Emissions from Fuel Combustion (2018 edition)’.
Data collection and reporting period
Data has been collected for all markets from 1 January 2019 to 31 December 2019. The level at which we report is by business unit for each market. This covers our Retail operations, Distribution operations and business service operations, which fall within our operational control boundary.
Intensity ratio
The Group’s intensity ratio is revenue per tonne of CO2e. This allows for a fair comparison over time of CO2e emissions given the growth trajectory envisaged for the Group and cyclical variations in business activity.
You can also find useful detailed data in the attached Report on the Operation and Performance of the Environmental Management System (EMS) of Toyota Hellas in 2020 YTD.
Attached Files: There are no files
PERFORMANCE INDICATORS
Toyota’s leadership in Europe in low CO2 emissions vehicles
Toyota Motor Europe has achieved its target of becoming Top runner in CO2 emissions in 2019. As of 2018, average EU CO2 emissions will have to decline by 7.6% per year to comply with the 2020-2021 emission reduction target.
The dataset showed that new cars sold in the EU in 2019 had average CO2 emissions of 122 g CO2/km, 1 g/km higher than in 2018, as measured over the New European Driving Cycle (NEDC). As of 2019, fleet-average CO2 emissions will have to decline by 11.9% per year to comply with the 2021 target.
Toyota had the lowest CO2 emissions out of all major manufacturer pools in 2019 and was the closest to its 2020/21 limit value.
Leadership position was assured due to Toyota’s long-standing effort with hybrid electric vehicles. According to the report released by ICCT (http://www.theicct.org)
Toyota has a share of 40,8% for HEVs in its total EU sales, about 37 % of Toyota’s sales in Europe are hybrid electric vehicles.
Attached Files: There are no files
SOCIETY
14. Employment Rights
ADMINISTRATIVE PRACTICES
Employee communication
Town Hall meetings are held in each market on a regular basis and also following the release of any financial updates by the Company. The Town Hall meetings provide employees with information on the Group’s performance and provide an opportunity for consulting employees on new initiatives or other matters that concern them. The Group's global intranet, iConnect also provides a means of communicating important issues to employees.
The Employee Experience Consultation is the primary tool for obtaining the views of employees and the results of the survey are reported to the CSR Committee on an annual basis. The chair of the CSR Committee is the designated director for communicating the views of employees to the Board and he reports the findings to the Board following each meeting.
The consultation enables the Board to gain an understanding of how the employee experience is perceived and what actions can be taken to enhance this experience, so employees feel challenged, excited, engaged and supported in their roles.
Employee Experience Consultation
The consultation was rolled out across the Group during the latter half of 2018 and 2019. Over 13,500 colleagues completed the survey showing a good level of engagement throughout the business especially during a year of change for some regions with new acquisitions being incorporated into the Group and several disposals in certain markets.
In addition, the first consultation for the senior leader population was completed in 2019. This consultation went into greater depth on how well the management teams understand and agree with the Ignite strategy and the direction the Group is taking. The survey focused on three key areas:
–Organisation: the business as a whole, what Inchcape means to people, how they experience change and the big strategic drivers
–Leadership: how people experience the way in which the business and regions are managed, what they understand by ‘leaders’
–Individual: our people’s responses to their roles, relationships with their managers and how they are rewarded and developed
The outcomes from the survey were discussed by the Committee which considered the strengths and weaknesses identified and management’s plans for turning the insights into action. The Board receives an update following each meeting. The results of the consultation also give an indication of the culture within the organization and the metrics give an indication of the level of employee satisfaction. The Committee will monitor the employee performance metrics at each meeting and will be able to develop a clear understanding of the people culture within the business.
While much remains to be done, we are excited by the level of engagement and commitment amongst the Group Executive Committee and our employees around the world.
As reported last year, and in accordance with the Corporate Governance Code the Committee agreed the following processes:
–Dedicated ‘director-only’ town hall meetings to listen to the views of the workforce – this is the opportunity for colleagues to discuss the results of their region’s engagement scores without the presence of management. It is an important opportunity to ascertain whether the results presented to the Board are reflective of the thoughts and attitudes of the workforce and to discuss any action plans put in place by management and whether these are having the desired impact.
–Oversight of the ‘people dashboard’ to monitor progress against KPIs – the dashboard was introduced during 2019 and will provide valuable data on metrics which give a clear indication on engagement, inclusion and culture.
–Bi-annual analysis of the Employee Experience Consultation-Significant employee-related reports to Speak Up! – whistleblowing reports can often be an indicator of the culture within an organization. By receiving regular updates and monitoring the outcome of any investigations, we can report to the Board on any issues of concern.
–Monitoring management’s action plans to address workforce concerns – once action plans are in place it is important to measure progress against objectives to ensure that changes are being made. The Committee’s oversight will ensure that management are held to account.
Attached Files: There are no files
PERFORMANCE INDICATORS
Attached Files: There are no files
15. Equal Opportunities
ADMINISTRATIVE PRACTICES
Equal Opportunities-Employees and employee involvement
The Company is committed to a policy of treating all its colleagues and job applicants equally. We are committed to the employment of people with disabilities and will interview those candidates who meet the minimum selection criteria.
We provide training and career development for our employees, tailored where appropriate to their specific needs, to ensure they achieve their potential. If an individual becomes disabled while in our employment, we will do our best to ensure continued development in their role, including consulting them about their requirements, making appropriate adjustments and providing suitable alternative positions.
Our performance and talent framework, DRIVE5, sets performance expectations, behaviors and values for our people. It was developed using inputs from colleague and customer focus groups and incorporates our OEM brand partners’ existing frameworks of skills and behaviors to ensure that we can deliver against our stakeholders’ expectations in support of our ambition to be the world’s most trusted Distributor and Retailer.
The Company has various employee policies in place covering a wide range of issues such as family friendly policies, employment rights and equal opportunities. Policies are implemented at a local level and comply with any relevant legislation in that market. All policies are available on the Group’s intranet and compliance is monitored at local level.
The Group’s bonus and long-term incentive schemes are designed to encourage involvement in the Company’s performance.
Diversity
The breakdown of the number of female and male employees who were (i) Directors of the Company (ii) senior managers and (iii) employees of the Company as at 31 December 2019 is as depicted in the attached file Diversity Picture 1.
DIVERSITY POLICY STATEMENT
The Committee recognizes the benefits of having a diverse Board and sees this as an essential element in delivering the Group’s strategic objectives. We value diversity of skills and industry experience as well as background, race, age, gender, educational and professional background as we believe this adds fresh perspectives which enrich our decision making and the aim of the policy is to reflect this ethos.
The Board’s policy on diversity is a verbally agreed principles-based policy. It is clearly understood by our recruitment consultants and is taken into account when considering succession planning and external hires. The Board considers all aspects of diversity to be relevant and all Board appointments are made on merit and in the context of the skills and experience needed for the Board to be effective. The Board has not set specific targets, as it believes that all appointments should be made on merit and in the context of the skills and experience needed for the Board to be effective, however aims to achieve the recommendations set out in the Hampton- Alexander and Parker Reviews.
The Board has 33% female representation as required under the Hampton-Alexander Review.
The Board philosophy on diversity is also reflected throughout Inchcape where we employ a diverse workforce across 33 countries. We value the unique contribution that each person brings to Inchcape and we aim to employ people who reflect the diverse nature of society, regardless of age, sex, disability, sexual orientation, race, colour, religion, ethnic origin and political belief.
Attached Files: There are no files
PERFORMANCE INDICATORS
Attached Files: There are no files
16. Qualifications
17. Human Rights in the supply chain
ADMINISTRATIVE PRACTICES
In Inchcape we embrace, support and respect the human rights of everyone we work with and we comply with appropriate human rights legislation in the countries in which we operate.
We did not receive any reports of human rights abuses during 2019. We do not use or accept forced, bonded, involuntary or child labor. We only employ people who choose to work freely and respect their rights to equal opportunities and freedom of association.
Attached Files: There are no files
18. Corporate Citizenship
ADMINISTRATIVE PRACTICES
We have a balanced approach to engagement with the communities in which we operate, empowering ownership at local level with structural support from the Group.
–Market-specific activity, coordinated at local level
–Group-level support for extraordinary events affecting our market communities
We believe in supporting the different cultures and communities in which we operate, often through sponsorship and support for local charities or local people. All our colleagues can be involved in such initiatives and can expect to be supported by Inchcape in their efforts to help local communities.
We do not have a global policy covering specific social matters and any initiatives are governed by the local business.
Τhe initiatives of Toyota Hellas during 2019 included Green Day Experiences in Athens & Thessaloniki (Beach Clean Up Day in Glyfada with 40 volunteers cleaning the beach by collecting more than 100kg of waste, Beach Clean Up Day in Kalamaria with 55 volunteers cleaning the beach by picking up plastic and other kind of waste), participation of Toyota Hellas’ Running Team in aid of child welfare charity ‘Together For Children’ with 71 volunteers running 388 km and gathering 194€ for the children, blood donation drives twice in the year, donation of food and essentials to SOS Childrens’ Villages Greece supporting homeless and abandoned children.
Attached Files: There are no files
PERFORMANCE INDICATORS
Τhe initiatives of Toyota Hellas included Green Day Experiences in Athens & Thessaloniki (Beach Clean Up Day in Glyfada with 40 volunteers cleaning the beach by collecting more than 100kg of waste, Beach Clean Up Day in Kalamaria with 55 volunteers cleaning the beach by picking up plastic and other kind of waste), participation of Toyota Hellas’ Running Team in aid of child welfare charity ‘Together For Children’ with 71 volunteers running 388 km and gathering 194€ for the children, blood donation drives twice in the year, donation of food and essentials to SOS Childrens’ Villages Greece supporting homeless and abandoned children.
Attached Files: There are no files
