RESPONDING TO SDGS TO ADDRESS RISKS

create opportunities

Thematic story: Responding to SDGs to address risks and create opportunities

The United Nations set up the Sustainable Development Goals (SDGs) in 2015 with the hopes of achieving 17 goals of eradicating poverty, inequality and taking climate actions by 2030. Consequently, numerous domestic companies have responded by working to achieve the SDGs by promoting relevant projects and activities so that we can make the world a better place for all.

As YOKE endeavors to respond and promote the UN’s SDGs, we have been thinking about the significance and implication of such promotion at the corporate level. It dawned on us that while relevant departments will do their best to complete whatever missions and tasks that the management may demand, that does not necessarily guarantee that all our employees would truly understand the SDGs that we are working hard to achieve. Not only that, there is no guarantee that our employees will have sufficient awareness to assess their day-to-day work to identify items that relate to the SDGs and be able to propose solutions for improvement. It would be presumptuous and naive for us to make such assumptions.

And as such, during the meetings on how we could enhance the connection between what we do at the Company to the SDGs, the Sustainability Promotion Taskforce and our consultants jointly came up with an innovative format of activity - the concept of “World Café” that involves groups of participants to come together and engage in conversation on SDGs. We hope that by engaging our employees in focused dialogue without arbitrary restrictions on participants’ job grades or department, the participants would be able to conceive new ideas on SDG by exchanging diverse perspectives. This would allow us to achieve consensus and cohesion to generate the momentum that drives YOKE from the bottom up to change for the future.

未命名-22020.12.03LINKING SUSTAINABILTY DEVELOPMENT GOALSWorld Caf’e

As we continued to examine our corporate operation from a macroscopic perspective, it suddenly dawned on us to take a different viewpoint and instead adopt a microscopic perspective to facilitate, influence and change our employees’ perception of sustainable development and their motivation for sustainable promotion.

Image

As we went through all discussions to put all the pieces of the puzzle together, YOKE decided to host its very first World Café that connects everything to our sustainable development objectives on December 3, 2020. For this event, we invited the general manager, managers, section managers, engineers and specialists to come together for a cup of coffee while chatting about SDGs. The 30 participants were split up into five different groups and while 30 might appear to be a modest number, it was equivalent to 7% of YOKE’s total workforce. In other words, 1 out of every 13 employees at YOKE had taken part in the workshop.

During the process of planning for the activities, we had initially wanted to cover all 169 sub-objectives of the SDGs in full. However, we realized that was simply too ambitious a goal for us. So instead, we decided to focus on 35 specific objectives under 9 SDGs relevant to our corporate operation. Nevertheless, for discussions involving 30 participants, the goal was still too overwhelming for us, and we went through several rounds of reduction and simplification. When we were down to 17 sub-objectives and simply couldn’t make any more reduction, we turned around. We reflected on the objective we had assigned to the activity: to adopt a microscopic perspective to facilitate, influence and change our employees’ perception of sustainable development and their motivation for sustainable promotion. When we were faced with the challenge that the participants wouldn’t be able to adequately discuss the significance and implication of various sub-objectives, we opted for a different course of action three days prior to the day of the event: right at the start of the activity, the 30 participants would be asked to assess the sub-objectives based on “likelihood of occurrence” and “severity of impact” in order to select the top three sub-objectives with the highest risks and two sub-objectives with the highest chance for an opportunity to be the target items that would be discussed during the event.

While it is true that linking each sub-objective to the goal and actions for all departments may only have a limited impact, what we are trying to do is to add up all the little things and convert them into a major driving force. By gathering the collecting strength of everyone at YOKE to achieve something small, we will transform it into a substantial force that enables us to achieve great things.

Through the event, we surveyed the 30 participants and sought their input. From their analysis of SDGs risks, they identified three specific risks: SDG 12.5 - Substantially reduce waste generation through prevention, reduction, recycling and reuse, SDG 12.4 - Achieve the environmentally sound management of chemicals and all wastes throughout their life cycle and SDG 8.8 - Protect labor rights and promote safe and secure working environments for all workers. As for opportunities, they chose SDG 4.4 - Increase the number of youth and adults who have relevant skills to attain financial success and SDG 7.3 - Double the global rate of improvement in energy efficiency.

After 5 rounds of discussion, each table leader compiled all inputs from other participants and produced more than 120 suggestions. At the end of the activity, each group presented a summary of their suggestions, which would be sorted and provided to relevant departments for further review to determine their feasibility. For suggestions that were deemed as feasible, the potential schedule of implementation was further converted to short, medium and long-term goals. We are aware that the short, medium and long-term goal for each sub-objective we had formulated might not deliver substantial concrete benefits worthy of highlighting. Perhaps they might be approaches that other benchmark enterprises in sustainable operations had long adopted. That said, in our pursuit to generate NTD 10 billion in turnover by 2028, there are still numerous management measures we have that require gradual improvement. Our sincere hope that through the model that our employees have presented the Company, we would be able to achieve continual improvement and cultivate our influence, which will inspire more people to work towards the realization of SDGs. YOKE will also continue to organize more SDGs World Café in the future so that more employees will be able to better understand SDGs and do their part to achieve them.

SDG No. Sub-objective Short-term goal Medium-term goal Long-term goal
4.4 Increase the number of youth and adults who have relevant skills to attain financial success ・Strengthen FAE’s professional knowledge, competence and familiarity with product use
・Sustain our industry-academia collaboration to nurture talents
Promote supplier product quality competence training
Promote full digitization of knowledge documents and standardize relevant information for convenient searching and analysis. Develop steel material of even higher strength through industry-academia collaboration to reduce material consumption.
7.3 Double the global rate of improvement in energy efficiency Acquire new equipment that features high-performance motor units Replace existing company cars with electric vehicles
Replace diesel-powered forklifts with electric-powered forklifts
・Channel residual heat from forging to maintain the temperature of molds
Promote employee carpooling
Renovate existing buildings to comply with green building standards and reduce air-conditioner usage.
8.8 Protect labor rights and promote safe and secure working environments for all workers ・Promote security group to review oversights and promote improvement proposals periodically
Occupational safety dissemination during morning assemblies for foreign workers
Conduct periodic audits on the security and safety of foreign worker dormitory
Promote high-altitude operation safety for relevant domestic industries by collaborating with relevant industrial safety associations
Expand the scope of high-altitude operation safety dissemination Improve and introduce automated equipment to minimize the hazard of manual operation for personnel.
SDG 12.4 Achieve the environmentally sound management of chemicals and all wastes throughout their life cycle Recycle and reuse of cutting compound Use eco-friendly electroplating materials
SDG 12.5 Substantially reduce waste generation through prevention, reduction, recycling and reuse. Design of lightweight and compact products
Reduce scrap from forging
Ensure zero equipment leakage and reduce rag usage
Introduce supplier management platform
Reuse processing reamers and drills (fitted for secondary usage)
Choose better turning materials (i.e. cutting compound, cutter) to prevent excessive production of chips
Increase metal pallet utilization rate
Extend product lifecycle
Reduce allowances in designs to reduce the production of chips
Use degradable material for pallet shrink wraps
Adopt recyclable materials (i.e. TPU instead of PVC) in product design
Help suppliers adopt reusable containers for packaging material
yokelogo3.png

Safety is our first priority and
core CSR value


39, 33rd Road, Taichung Industrial Park, Taichung 407, Taiwan

Einfo@mail.yoke.com 
T+886-4-2350-8088

Follow Us

Copyright © 2018 YOKE Industrial Corp.

Design & Development By Chancer

Search

+886-4-2350-8088 

#39, 33rd Road,Taichung Industrial Park, Taichung 407, Taiwan