世界经济论坛-产业战略的新时代：通过公私合作应对重大挑战（英）-2024.1

The

New

Era

ofIndustrial

Strategies:Tackling

Grand

Challengesthrough

Public-PrivateCollaborationW

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4Images:GettyImages,UnsplashContentsForeword3456Executivesummary1

Theneweraofindustrialstrategy2

Grandchallenge1:Achievingenvironmentalsustainabilityofmanufacturingoperations,productsandsupplychains2.1

Keyissues792.2

Under

debate2.3

Casestudies93

Grandchallenge2:Enhancingsupplychaintransparencyandresilience11111313153.1

Keyissues3.2

Under

debate4.3

Casestudies4

Grandchallenge3:Acceleratingthescale-upandadoptionofindustrialtechnologies4.1

Keyissues15171719192121234.2

Under

debate4.3

Casestudies5

Grandchallenge4:Securingthefutureofthemanufacturingworkforce5.1

Keyissues5.2

Under

debate5.3

Casestudies6

Grandchallenge5:Linkingbusinessvaluewithsocialandenvironmentalvalues6.1

Keyissues6.2

Under

debate6.3

CasestudiesConclusionandnextstepsContributors232525272831EndnotesDisclaimerThisdocumentispublishedbytheWorldEconomicForumasaresearchcontributiontoaproject,insightareaorinteraction.Thefindings,interpretationsandconclusionsexpressedhereinarearesultofacollaborativeprocessfacilitatedandendorsedbytheWorldEconomicForumbutwhoseresultsdonotnecessarilyrepresenttheviewsoftheWorldEconomicForum,northeauthoringorganizations,entiretyofitsMembers,Partnersorotherstakeholders.Thementioningoffirmnamesorcommercialproductsdoesnotconstituteanendorsementbyanyoftheauthoringorganizations.©2024WorldEconomicForum.Allrightsreserved.Nopartofthispublicationmaybereproducedortransmittedinanyformorbyanymeans,includingphotocopyingandrecording,orbyanyinformationstorageandretrievalsystem.TheNewEraofIndustrialStrategies2January2024TheNewEraofIndustrialStrategies:Tackling

GrandChallengesthroughPublic-PrivateCollaborationForewordKivaAllgoodNobuyaHaraguchiCarlosLópez-GómezHeadofUnit,CambridgeIndustrialInnovationPolicy,IfMEngage,UniversityofCambridgeHead,AdvancedManufacturingandSupplyChainsCentre,WorldEconomicForumChief,IndustrialPolicyResearchUnit,UnitedNationsIndustrialDevelopmentOrganizationHistorically,manufacturingindustrieshavefuelledsocialandeconomicgrowth,oftenguidedbyindustrialstrategiesfrom

theprivateandpublicsectors.Bytheturnofthe20thcentury,however,thepredominantdiscourseminimizedtherole

ofAsindustrialstrategiesregainprominence,theWorldEconomicForum,incollaborationwithCambridgeIndustrialInnovationPolicy(CIIP)attheUniversityofCambridgeandtheUnitedNationsIndustrialDevelopmentOrganization(UNIDO),isactivelyengagingwithgovernmentsandcompanies.Thiscollaborationaimstocomprehendmodernindustrialstrategytrendsandshedlightontheopportunitiesforgovernments,theprivatesector,

researchindustrialpolicies.thenewly-emergingBrussels-Beijing-WashingtonConsensus,

issteeringbacktowardsprioritizing1Arecentshift,influencedby2industrialpoliciesasintegraltoeconomicdevelopment.Recognizingthepotentialofindustrialstrategiestoaddresscontemporarychallenges,suchasgeopoliticaltensions,climatechangeandtechnologicaldisruptions,globaladoptionofindustrialstrategiesdoubledwithinadecade,comprising50%ofpoliciesintheGlobalorganizationsandcivilsocietytoco-createthenextgenerationofindustrialstrategies.Thispaper,drawingfromourglobalcommunities,structurestheconversationonthefutureofindustrialstrategiesandtheopportunitiesforcollaborationbetweenpublicandprivatesectors.Thegoalistocatalysedialogueonbestpractices,prioritiesandopportunities,ensuringthatindustrialstrategiescontinuetodriveinclusivegrowthamidevolvingglobaldynamics.Trade

Atlasby2019.3TheNewEraofIndustrialStrategies3Executive

summaryAdaptiveindustrialpoliciesthatachieveparitybetweensocietalandeconomicsuccessdesirecoordinatedandinclusiveapproaches.Theworldisinaconstantstateofflux,markedbynewtechnologicalinnovations,geopoliticalshifts,andenvironmentalcrises.Industrialstrategiesarenowrecognizedasmultifacetedtools,impactingeconomic,socialandnationalsecuritydimensions.andbusinessvalue.Thisreportdelvesintothekeyinterventionareaswherethepublicandprivatesectorleadersneedtodesignnewmechanismsforcollaborationandcoordinationifthesechallengesaretobetackledsuccessfully.Despitediverseapproachesacrosssectorsandregions,stakeholdersfacecommonchallengesinthisneweraofindustrialstrategy.Basedonaprioritiessurveywith32officialsfromgovernments,companies,andresearchorganizations,expertfocusgroupswith26specialists,andacarefulcurationofcasestudies,thisreportoutlinescurrentindustrialstrategyapproaches.Emphasisisgiventoconsensus-drivenapproachesandareasofongoingdebate.Concreteexamplesserveasreferencepointsonapproachesthatcanbetaken.Thegoalistosimplifytheunderstandingofglobalchallenges,informingthedesignofnext-generationindustrialstrategiesandpromotingdialogueamongcompanies,academiaandgovernmentsonbestpractices,priorities,andtransformativeopportunitiesforchange.The2023WorldEconomicForumreportTheFutureofIndustrialStrategies,writtenincollaborationwithCambridgeIndustrialInnovationPolicy(CIIP)andtheUnitedNationsIndustrialDevelopmentOrganization(UNIDO),identifiedfivegrandchallengesthatarefundamentallyshapingthefutureofindustrialstrategies.Thesegrandchallengesareenvironmentalsustainability,supplychainresilience,technologyscale-upandadoption,securingfutureworkforceskills,andlinkingsocialFIGURE1

FivegrandchallengesforindustrialstrategiesLinking

businessvalue

with

social

andenvironmental

valuesAchievingenvironmentalsustainabilityofmanufacturingoperations,productsandsupplychainsFivegrandchallengesforindustrialstrategiesEnhancing

supplychain

transparencyand

resilienceSecuring

thefuture

of

themanufacturingworkforceAccelerating

thescale-up

and

adoption

ofindustrial

technologiesTheNewEraofIndustrialStrategies4TABLE

1

KeyprioritiesbychallengeareaKeyissuesPublicsectorprioritiesPrivatesectorpriorities–

Decarbonizingwithinandacrosssupplychains–

Datastandardization–

Regulations–

Increasingresourceefficiencyandmaterialsubstitution–

Reconceptualizingproductdesign,businessmodelsandindustrialprocessestowards–

Supplychainpartnerselection–

In-houseinnovationhubs–

Informingconsumers–

RiskoffsettingAchievingenvironmentalsustainabilityofmanufacturingoperations,circularityandresourceefficiency–

Sharingsolutionsanddataacrossthesector–

Bolsteringaffordabilityindevelopingcountries–

Energyefficiencyproductsandsupplychains–

Improvingtheunderstandingandend-to-endvisibilityofsupplychains–

Strengtheninginternationalcoordinationandcollaboration–

Informationsharing–

Adoptingresilience-enhancingtechnology–

Restructuringessentialsupplychains–

Widespreadadoptionofresilience-enhancingtechnologyEnhancing–

Newprofitmodels–

Long-termvisibilityofdemandsupplychaintransparencyandresilience–

Long-termperspective–

Groundedriskassessment–

Regulatoryframeworksonbusinesstransparency–

Supportingtechnologyadoption–

Stockpilingemergencyresources–

Fosteringnumerousrobustcollaborativelinkages–

Consultativebodies–

Liaisingwithacademia–

Datagatheringandbenchmarking–

Integratedapproachtoskillsandtechnologydevelopment–

IntegratingindustryperspectivesAcceleratingthescale-upandadoptionofindustrialtechnologies–

Interlinkingworkforceskillsdevelopmentandtechnology–

Experimentalspaces–

Internationalcollaboration–

Mission-setting–

Definingtechnologypriorities–

Technology

adoptionadvocacy–

Developinglearningnetworks–

Fundingtheriskypartsofinnovation–

Ensuringajusttransition–

Early-stageskillsdevelopment–

Proactivelypartneringontrainingcurricula–

Developingaworkforcefitforthefuture–

Integratedapproachtotechnologyandskills–

LifelonglearningSecuringthefutureofthemanufacturingworkforce–

Makingtrainingmoreaffordable,accessible,andrealistic–

Balancingstabilityandreactivity–

Safetynets–

On-the-jobtrainingandre-training–

Establishingtrainingrequirementsforlargefirms–

Increasedtransparencyofbusinesspractices–

Bolsteringtransparency–

Regulations–

Employeedialoguemechanisms–

Usingtechnologyforsafetyimprovements–

Centeringworkers’safety,rights,anddevelopment–

ProtectingworkersLinkingbusinessvaluewithsocialandenvironmentalvalues–

Promotingcorporatesocialresponsibilityacrosssupplychains–

Decreasinggenderdisparitiesandpromotingdiversityinthemanufacturingsector5Theneweraofindustrialstrategy1Industrialstrategiesare

increasinglybeingseenasacrucialtoolforeconomicadvancement.Are

industrialstrategieseffectivetoolstorespondtotoday’schallenges?After

decades

of

marginalizingindustrial

policy,

aparadigm

shiftis

revitalizing

the

role

of

proactiveindustrial

strategies

across

theprivate

and

publicsectors.

Now,

new

production

ecosystems

are

beingintentionallycraftedto

transcend

a

traditional

focus

onefficiency

and

profitability

in

service

of

broader

societal,national

and

global

goals.Recognizingthecrucialroleofproductioninnavigatinggeopoliticalturmoil,technologicaladvancementandtheclimatecrisis,industrialstrategiesoffervitalsupportanddirection.Trends

driving

this

resurgence:Industrialstrategiesare

emergingasvitaltoolstoaddresscurrentchallenges,underpinningarangeofSustainableDevelopmentGoals(SDGs).SDG9inparticularplaysapivotalroleindrivingprogressinotherSDGsduetoitsProduction

andsecurityintersection:

Globalevents,includingtheCOVID-19

pandemic

andgeopoliticaluncertainties,exposedvulnerabilitiesin

productionsystems,promptinga

re-evaluationoftheimportanceofstrategicplanningbothingovernmentsandcompanies.Focus

nowincludesenhancingproductioncapacity,meticuloussupplychainmapping,

anddiscussionson

reshoring

andnearshoringforeconomic

andnationalsecurity.multipliereffectanditsinterlinkages.

These5strategies,therefore,are

notjustabouteconomicgrowth;theyare

aboutshapingeconomiesthatcontributetoeconomicsecurity,inclusivegrowthandenvironmentalsustainability.However,

therevivalofindustrialstrategiesispredominantlyledbythemostindustrializednations.Between2009and2019,forinstance,high-incomecountriesimplementedanaverageof95industrialpolicies,comparedtojust18inlow-tomiddle-incomecountries.6,7Thisdisparityhighlightsasignificantchallenge:low-incomecountries,withfewerproductiveandcompetitivemanufacturingsectors,areatadisadvantage.Theintensificationofindustrialstrategiesinadvancedeconomiescouldexacerbateglobaldivides,posingadditionalchallengesfordevelopingcountriesintheirindustrializationjourneys.Greenimperative:

Growing

environmentaldisruptionsanda

senseofindustryresponsibilityare

reshapingbusinesspracticesandgovernmentpolicyfocustowards

greatersustainability.Climatechangeconcernsdrivea

collectiveefforttoadopteco-friendlyapproaches.Socialdemands:

Industrialstrategyisrecognizedasessentialforcreating

fairersocieties.Increasingly,citizensdemandsustainablebusinesspracticestoaddress

environmentalissuesandinequality,bothwithinand

acrossnations.Future

technologies:

The

green

and

digitalrevolutions

necessitate

rapidadaptation.

Stayingcompetitive

requires

businesses

and

governmentstoembrace

new

technologies

and

cultivate

a

future-ready

workforce.Therearenoone-size-fits-allsolutions.However,withinthespecificcontextofeachcountry,itisclearthatprivatesectoreffortsaloneareinsufficient.Acollaborativeapproach,wherethestateworksintandemwithcompanies,isessentialforaprosperous,fairandsustainablefuture.Between

2009and2019,high-incomecountriesimplemented

anaverage

of95industrialpolicies,compared

tojust

18in

low-tomiddle-incomecountries.Globalrebalancing:Thelast20yearswitnessedtheriseofEastAsia,inparticularChina,asthenewindustrialcentreofgravity.TheshareofAsia-PacificdevelopingeconomiesinglobalGDPincreasedAchievingvisionarygoalsrequiresalong-termcommitment,involvingtraining,infrastructuredevelopment,technologydeploymentandtradenegotiations.Respondingtoglobalchallengesisanevolvingprocess,andthisreportoutlinesactionsnotonlyforimmediateneedsbutalsoforfuturethreefoldinthelast20years.

InspiredbyChina’s4success,

other

nations

are

adopting

industrial

strategiesthat

emphasizeincreasedstate

guidance,

the

bolsteringofmanufacturingvalueadded,

andintegrationintohighervalue-addedsegments

ofglobalvaluechains.technological,skillsandenvironmentaldemands.8TheNewEraofIndustrialStrategies6Grandchallenge1:2Achievingenvironmentalsustainabilityofmanufacturingoperations,products

and

supply

chainsReachingkeyclimatetargetsisnotpossiblewithoutsignificantindustrialproductiontransformation.Meetingglobalclimatetargetsrequiresadrasticoverhaulofindustrialproduction.Manufacturingandconstructionareresponsibleforalargeshareofglobalgreenhousegasemissionsandotherenvironmentalissuessuchasmaterialdepletionandlandandwaterpollution.Atthesametime,theindustrialsectorstandsattheforefrontofgreentechnologicalsolutionsthataddresstheurgentchallengesposedbyclimatechange.Inthepastdecade,therehasbeenanaccelerationingreentechnologicaladvancements,withmanufacturingfirmsaccountingfor60%ofgreenpatentsglobally.

Withdiverseproductionprocesses9andfragmentedsupplychains,transformingthesectorposeschallenges.Addressingthesedemandsrequiresvariedresponsesandstakeholdercoordination.Althoughthepublicandprivatesectorsdifferintheirapproaches,someconsensusemergesonwhatindustrialstrategiescandoforenvironmentalsustainability.TheNewEraofIndustrialStrategies72.1

Key

issuesDecarbonizingwithinandacrosssupplychainsCentraltothistransformationisthemovefromalineartoacircular,

low-carbonmodel.Circularproductioninvolvestransitioningtorenewable,recyclableorbiodegradableinputs.Effortsincludeextendingproductvaluethroughupcycling,redesigningforrepairs,andcombatingplannedobsolescence.EmbracinganaccessandFinancialincentives

andtax

breaks

canfurtherencouragecompaniestoadoptenergy-efficientSinceemissionreductiongoesbeyondacompany’soperationalprocesses,effectivedecarbonizationdemandssystemiccollaboration.Supplychainemissions,averaging11timeshigherthanoperationalemissions,underscoretheneedforacomprehensiveapproach.10

Decarbonizingproductionrequiresactionateverysupplychainlevel,fromrawmaterialstofinaldisposal.Thisextensivetaskinvolvesdatacollectionandspecificactions,likecertificationschemesorinternalmetrics.Industrialstrategiesguideresourceallocationformappingandsecuringpublicsupplychains,enhancingvisibilityforprivatesectororganizations.performancemodellikeproductleasing,asincar-sharingprogrammes,reducesoverallproduction.technologiesandpractices.EnergyefficiencyBoostingtheenergyefficiencyofindustrialprocessesisuniversallyrecognizedasakeydecarbonizationstrategy.Successfulcasesdemonstratethatsubstantialefficiencygainsarenotonlypossiblebutoftenexceedexpectations.Recognizingtheuseofpublicandprivatestandardsasabenchmark,suchasMinimumEnergyPerformanceStandardsandLabelsfordesigningenergyefficientappliancesortheISO50001EnergyManagementSystemsstandardsforindustrialoperation,governmentscanincentivizeadherencetointernationalenergyefficiencystandards,establishingabaselineforsustainablepractices.Financialincentivesandtaxbreakscanfurtherencouragecompaniestoadoptenergy-efficienttechnologiesandpractices.Reconceptualizingproductdesign,businessmodelsandindustrialprocessestowardscircularityandresourceefficiencyTheprevailingshort-termprofit-focusedeconomicmodelrequiresafundamentalshiftinbusinessandproductionpracticesforasustainablefuture.TheNewEraofIndustrialStrategies8TABLE

2

PublicandprivatesectorprioritiesforenvironmentalsustainabilityPublicsectorprioritiesDatastandardizationPromotingtransparency:

Encouraging

the

adoption

of

standardizeddatareporting

frameworks,

such

as

those

exemplified

by

theEuropean

Commission’sOpen

Energy

Forum.11Globalcollaboration:Activelyparticipatingininternationalcollaborationstostandardizedatareportingpracticesglobally,thusfosteringconsistencyandcoherenceinassessingenvironmentalimpacts.RegulationsStreamliningprocesses:Streamliningpermittingprocessesandrevisingstandardstosimplifyandexpediteapprovalprocessesforsustainabilityinitiatives,suchasreformstotheUSNationalEnvironmentalProtectionAct,thatclearawayunnecessaryredtapeexcessivelyinhibitingthedevelopmentofgreeninfrastructure.12Harmonizingregulations:

Facilitatingmultilateralagreementstoharmonizeenvironmentalregulations(e.g.MontrealProtocolonozonelayerdepletion,Baselconventiononwasteexportsetc.),makingiteasierforcompaniestooperatesustainablyacrossborders.13,14InformingconsumersRiskoffsettingEmpoweringconsumers:Empoweringconsumerstomakeinformedchoicesbydevelopingtransparencyregulationsandimplementingclearandstandardizedlabellingsystemsthatconveytheenvironmentalimpactofproducts.Enhancingcommunication:Developingcommunicationcampaignstodispelincorrectenvironmentalinformation.Leadingpublic-privatepartnerships:Facilitatingpublic-privatecollaborationtosharethefinancialrisksassociatedwithtransitioningtosustainablepractices.Thepublicsectorcanactasastabilizingforce,crowdinginprivateinvestmentininitiativessuchasrenewableenergyinfrastructureandthedevelopmentofnewgreentechnologies.Thiscanbedonethroughdirectgovernmentinvestment,greenbondsandloans,andpartnershipsbetweenpublicandprivatefinancialinstitutions.Additionally,governmentscantaketheleadinsettingminimumconditionsinpublicprocurement.Long-terminvestments:Providingfinancialsupportandincentivesforlong-terminvestmentsinriskyand/orcost-intensivesustainabletechnologyinnovationandupscaling,suchasfuelswitching.Bolstering

affordabilityindevelopingcountriesFinancialsupport:Offeringfinancialassistancetoenabledevelopingcountriestoadoptsustainabletechnologieswhendevelopingtheirindustries.Thismayincludeconcessionalloansandgrantstoensurethatthetransitiontosustainabilityiseconomicallyviableforthesenations.Technology

transfer:Facilitatingthetransferofsustainabletechnologiesfromdevelopedtodevelopingcountries,ensuringthatcost-effectiveandenvironmentallyfriendlysolutionsareaccessibletoall.Penalizethedumpingofobsoletetechnologiesondevelopingcountries(forinstance,theEUF-gasregulation).15PrivatesectorprioritiesIncreasingresourceefficiency

and

materialsubstitutionCirculardesignprinciples:Embracingcirculardesignprinciplesthatprioritizetheuseofrenewablematerials,facilitateeasierrecycling,andpromotethereuseofcomponents.Resourceefficiency:Investinginandadoptingresource-efficienttechnologiesandsystemsthatoptimizeenergyandmaterialusageinproductdevelopmentandmanufacturingprocesses.Thisincludeseverythingfromadditivemanufacturingusinglightweightdesigntoincreasingwaterefficiencyinmineralextractionprocesses.SupplychainpartnerselectionSustainablepartnerships:Selectingpartnersthroughoutthesupplychainthatshareacommitmenttosustainability.Thisinvolvesestablishingcriteriaforsuppliers,distributorsandcollaborators,ensuringthattheentirevaluechainoperateswithsimilarenvironmentalandsocialresponsibilitystandards.In-houseinnovationIn-houseinnovation:EstablishinginternalinnovationhubsorR&Ddepartmentsdedicatedtoclimate-friendlytechnologies.Byhavingaspacededicatedtoideation,experimentation,collaborationandtheexplorationofnewbusinessmodels,employeesareencouragedtocontributeideasandabroadcultureofinnovationisfostered.SharingsolutionsanddataacrossthesectorCollaborativeplatforms:Engagingincollaborativeplatformsandindustrynetworkstosharebestpractices,successstoriesandchallengesrelatedtosustainability.Thiscollectivesharingofinformationencouragesacommunity-drivenapproachtoaddressingenvironmentalissues.Datasharing:Participatingindata-sharinginitiativestocollectivelytrackandbenchmarksustainabilityperformance.Sharingaggregateddatacancontributetoindustry-wideimprovements,whileremainingsensitivetodataprivacyconcerns.TheNewEraofIndustrialStrategies92.2

UnderdebateCarboncaptureandstorage(CCS)technologiesanddevelopmentconditionsineachcountry.Thebenefitsandchallengesofsolutionssuchaselectrification,greenhydrogenandbiofuelmustbeanalysedinaholisticapproachtowardssustainability–includingaccountingforpotentiallossofcompetitivenessofcertainestablishedindustries.Thereissignificantpotentialinthesetechnologies,especiallyascrucialcomponentsinthearrayofcarbonoffsetmechanisms.Itisimportant,however,toapproachCCSaspartofabroader,

moreholisticstrategytowardsenvironmentalsustainability.ThisincludesnotonlyinvestinginandimprovingCCStechnologiesbutalsoensuringthattheseeffortscomplement,ratherthanreplace,otheressentialmeasuresinreducingemissionsandpromotingsustainablepractices.Additionally,furtherresearchneedstobedonetobetterunderstandtheSpecificactionsincarbon-intensiveindustriesCarbon-intensiveindustriessuchasconcreteandsteelareveryhighontheenvironmentalsustainabilityagenda,giventheiroutsizedcarbonimpact.Thereisaconsensusontheneedforactioninthesesectorsbutlesssoonhowthisshouldbedone.Specialattentionhasbeengiventothefactthatphasingouttheseindustrieswithoutpropertimeframesandadjustmentmechanismscanleadtoeconomicandsociallossestothebusinessesandfamiliescurrentlyreliantonthem.technicalviabilityofCCSattherequiredscale.FuelswitchingDiscussingfuelswitchingrequiresathoroughunderstandingofthespecificresource,technologies2.3

CasestudiesCASESTUDY1CommercializinggreensteelproductionInitiative:andsteelcompanySSAB–usedanEUInnovationFundgranttoestablishHYBRIT,

ajointventurecommercializinggreensteelproduction.Following7yearsofpilotingandinfrastructurebuilding,HYBRITsolditsfirstgreensteeltoVolvo

in2021.HYBRITisscalinguptobeabletoservetheglobalsteelmarketby2026andisontracktoproduce1.3milliontonnesofgreensteelperyear(aquarterofSweden’stotaloutput).Theprojectwillpreventmorethan14millionSwedishSOEJointVenture

HYBRITHYBRIT(HydrogenBreakthroughIronmakingTechnology)

isproducingtheworld’s

firststeelthatiscompletelyfossil-free,fromminetosteel.SteelmakingisoneofthepowerhousesoftheEuropeaneconomy,butthesteelindustryalonecontributes7%ofglobalCO

emissions.ThreeSwedishSOEs–miningcompanyLKAB,energycompanyVattenfall,tonnesofCO

emissionsinitsfirsttenyearsofoperation,andsafeguardasmanyas10,000steeljobs.22Source:HYBRITTheNewEraofIndustrialStrategies

10CASESTUDY2DrasticallyreducingenergyuseinindustrialprocessesandsharinglessonswithothersInitiative:annualsavingof18millionkilowatthours(MKWh)and3,300tonnesofequivalentCO

(TeCO

)

wasachievedandgloballyrecognisedwitha

GoldKaizenAward.Airconditioninginvestigationsinofficesidentifieddailycyclesofoverheatingandovercooling.Byintroducing“deadbands”thatpreventToyota

MotorManufacturingUK(TMUK)Collaboration22Uponinitiatingoperationsin1992,TMUKintegratedenvironmental

key

performance

indicators

and

targets.

In

2015theGlobalEnvironmentalChallenge2050alsoemphasizedwastedenergy,a

40%reductioninenergyandCO

wasachievedwithzeroinvestment.2carbondioxide(CO

)

reduction.Henkaten:Toyota

replacedend-of-lifemeltingfurnaceswithhigh-efficiencyequipment,whichoptimizedenvironmentalimpact.

This

resultedin

annual

savings

of

3.25

MKWh

and

6502To

encouragefurthercomprehensiveenergyreduction,adedicatedenergyteamwasestablishedin2009.Practicalstepsincludedcomprehensivetraining,whichappliedtheToyota

ProductionSystem(TPS)philosophyandprovidedmeasuringequipment.Theprogrammeconsideredboth“Kaizen”–

continuousimprovementthroughsmall,member-driven,low-cost,quickimprovements–

and“Henkaten”,strategicstep-changeopportunitiessuchasmodelchanges.TeCO

anda

morethan84%reductionincarbonmonoxide,2nitrogenoxidesandvolatileorganiccompounds(CO/NOx/VOC)emissions.Benefitsextendtopermitting100%recyclingofprocessscrapandtheabilitytodirectlysmeltexternalscrapwhicheliminatesa

completemeltingcycleinthesupplychain.ThroughoutTMUK’s

efforts,thecompanyhascollaboratedwithuniversitydepartments,suchastheInstituteforManufacturingoftheUniversityofCambridge,torefineandsh