Stable Base of Business Stable Base of Business
Business Continuity Management at Toyota Business Continuity Management at Toyota
Business Continuity Management at Toyota
Background of Business Continuity Management (BCM) at Toyota Early Recovery of the Affected Areas
Even though Toyota was not directly affected by the past large-scale disasters such as the Great East Japan Earthquake and the Collaboration with Disaster-affected Regions Vehicles that Excel and Prove Useful in Disasters
Thailand floods, it was temporarily unable to fulfill its mission of continuing to deliver always better cars and services to its
customers. Furthermore, Toyota Group’s main functions are concentrated in areas that are likely to be hit by a Nankai Trough On December 13, 2012, Miyagi Prefecture, Ohira Village, After experiencing the Great East Japan Earthquake, Toyota
earthquake and the risk that Toyota would suffer damage in that event is rising. Damage to Toyota and various Group companies could Toyota Motor Corporation (TMC), and Toyota Motor East Japan worked to address the issue of “energy, information and
severely impact production and other activities. Given this scenario, it is essential to assume that Toyota itself would suffer and to signed a cooperative disaster relief agreement designed to help transport network fragmentation” when disasters occur, and
make preparations to enable early recovery with limited resources. For all these reasons, Toyota is reassessing its business build a disaster-resistant community through the utilization of developed hybrid and plug-in hybrid vehicles installed with
continuity plan (BCP). plant facilities. external power supply systems.
Overview of the Cooperative Disaster Relief Agreement In addition to providing good fuel efficiency and
The major premise of Toyota’s BCP is to work on recovery after disaster in the following priority order:
environmental performance during normal times, during
• Saving lives in the immediate disaster aftermath
disasters, these cars can be driven on gasoline or electricity,
Toyota’s Basic Guidelines • Providing temporary evacuation shelters
• Providing food, water, daily necessities, and vehicles and also have a power supply function that allows electricity to
1 2 3
Priorities following a Disaster
• Providing storage locations for relief supplies be drawn from the automobile.
• Providing disaster-related information at energy-independent
facilities (Toyota East Japan Technical Skills Academy)
Toyota has made it possible to install two electrical outlets
Humanitarian aid Early recovery of Restoration of (AC 100 V, 1,500 W) inside the Prius and the Prius PHV.
(lifesaving first, the affected areas Toyota’s operations Moreover, Toyota installed connectors in the Prius PHV that
relief) and production allow power to be supplied to the outside even with the vehicle
doors and windows closed.
Humanitarian Aid PHV Introduction Examples
Agreement-signing ceremony • Twelve PHVs were
deployed at police boxes
Immediately following the Great East Japan Earthquake, Toyota sent 60 employees and in Sendai City in FY2012.
later a total of 140 employees to its production sites in the disaster-affected areas, where they Comments From the Miyagi Prefectural Government
• These PHVs can be
engaged in various activities such as restoring facilities and distributing disaster-relief
I would like to express our heartfelt appreciation to connected to traffic lights
supplies. Employee volunteers of Toyota Group and Toyota-related companies are continuing
Toyota Group and all the Toyota-related companies for or lights at evacuation
to assist with restoration efforts for the people in the areas hardest hit by the disaster. providing tremendous support toward our recovery
shelters to power them
In 2011 and 2012, a total of 360 employees from 15 Toyota and Toyota-related companies from the Great East Japan Earthquake. The agreement
we have just signed with TMC and Toyota Motor East during a disaster.
implemented activities such as wreckage removal in the Kesen region of Iwate Prefecture.
Japan represents a new approach to cooperative
These activities are continuing this year as well. disaster relief that will save lives and provide material
In addition to this type of human support, Toyota also provided material support. support following a disaster, as well as making
Eighty-seven 11-ton trucks filled with relief supplies from the Toyota Group and available company plants as temporary evacuation Miyagi Prefectural Police PHV patrol car
Volunteer activities in the Kesen region shelters. I believe this cooperative approach would
Toyota-related companies were gathered at two local production sites and distributed. work well as a model for all of Japan. We hope to Masahiro Wako
Because severed communication infrastructures made it impossible to assess the situation continue strengthening our cooperation with TMC to Vice Governor of
Miyagi Prefecture
in the disaster-affected sites from a distance, employees from the individual sites traveled to enhance our community’s ability to withstand
disasters.
the disaster-affected sites along the coast to assess needs first-hand, then delivered the
needed relief supplies (such as food, daily necessities, water and fuel) on their own.
Learning from such experiences, Toyota has prepared a nationwide framework for
sending relief supplies to disaster-affected areas that utilizes the warehouses and logistics Restoration of Company Operations and Production
network of its parts distributors throughout Japan. In addition to stocking emergency
supplies at the 34 parts distributors nationwide for use by their employees, Toyota has built a
framework for sending such relief supplies to parts distributors in disaster-affected sites. To ensure that Toyota will be able to continue delivering always better cars and services to High-priority Vehicle Models
Toyota is aiming to achieve fast and reliable support of disaster-affected sites taking into customers all over the world even when affected by a disaster that limits its resources, Toyota and Production Resumption Goals
account such potential issues as gasoline shortage. For example, relief supplies will be sent Material support
is reassessing its existing disaster-preparedness plan. Toyota plans to expand its activity
via a parts distributor relay, depending on the distance to the disaster-affected sites. scope to achieve the following three objectives: (1) Recovery from the customer’s viewpoint, (2)
Preparedness during normal times to enable autonomous recovery, and (3) Involvement of the Is not
entire supply chain including “All Toyota” and all suppliers. (cannot be)
Logistics Support Network Linked
directly linked.
To enable recovery from the customer’s viewpoint, Toyota has defined production Toyota
resumption goals for high-priority vehicle models and strives to be prepared at all times, in
order to minimize impact on customers. To maintain preparedness during normal times,
Parts Primary suppliers
distributor Toyota aims to fortify its production facilities while making them easy to repair should they be vehicle body
Linked
damaged. Finally, the supply chain required for purchasing the extremely large number of manufacturers,
Parts overseas affiliates
distributor Emergency supplies parts and materials utilized in car manufacturing has become a huge network and restoring
at each company To the disaster- production means restoring the entire supply chain. Thus, Toyota shares its restoration goals
Parts affected sites
distributor with its entire supply chain in order to achieve the quickest possible recovery in the event of a
Toyota or parts disaster. All suppliers
Parts Parts
distributor distributor distributors Toyota is also in the process of surveying the entire supply chain to build a database that
relays neighboring a
disaster-affected site will give a visual representation of the entire situation to allow assessment of the impact a
Parts Emergency supplies Emergency supplies
distributor at each company at each company disaster-damaged parts or material plant would have on the entire supply chain.
Shared
72 Sustainability Report 2013 Sustainability Report 2013 73
