The MICHELIN® Sustainable Mobility Equation
Michelin North America Inc. is committed to a continual improvement approach in environmental management. We are determined to contribute in an active way to the protection of the environment and address the concerns of our stakeholders in the best possible manner. This commitment, combined with the need for economical performance, is taken into account particularly when choices are made which involve the services provided to our operations.
Actions are organized around pollution prevention, compliance with legislation and environmental regulations, create an annual environmental plan, communicate as appropriate and lead manufacturing operations in the continuous improvement of their environmental performance.
Protecting the environment is not only a global corporate core value, its part of everyday operations, part of the Michelin culture. The information sections below represent goals, actions, and results from our commitment to do what we say.
With a commitment to improving both environmental and financial performance, Michelin continues to deploy a variety of renewable energy projects. For example, since late 2010, a solar wall has replaced heavy fuel as a source of heat for the Waterville plant in Canada.
Michelin is committed to contributing to global efforts to reduce greenhouse gas emissions in the overland transportation and manufacturing industries. For example, carbon emissions from all of the Group’s manufacturing operations, per ton of product, have now been reduced by 20% between 2005 and 2011. Energy efficiency programs are being pursued across the Group through deployment of a number of initiatives that form Michelin’s Energy Management Strategy. The Group is committed to reducing energy consumption 30% per ton of tires produced by the year 2017, using 2008 as a baseline. The progress made on this goal through 2011 is a 9.7% reduction.
This progress was primarily driven by a combination of Management Energy Reduction Practices and investment in Energy Projects. Management practices such as energy awareness campaigns and implementation of best practices engaged employees and created a common goal. Quick return energy projects are driven by Site Energy Diagnostics conducted at each site every three years with an event called “Bib Energy”, focusing on reducing the energy footprint of a specific machine or process. The resulting energy reduction ideas are shared with all facilities throughout the group. Both of these initiatives are led by the Site Energy Performance Managers and their cross-functional site teams.
In North America, an initiative has been developed in the Bridgewater plant in Canada called the Energy Olympics.
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