Commuting | Fleet | Shipping | Results | Looking ahead
Employees continued to participate in commute programs globally and there was an exceptional increase in those who participated in our international Bike to Work Day. Other key highlights of the year include:
- We moved our free shuttle service to an on-call schedule to help North Texas employees save time, money and reduce environmental impacts. Shuttles are now in use only when needed, instead of operating continuously throughout the workday.
- By increasing awareness of the benefits of cycling, and introducing some friendly competition, participation in TI's annual Bike to Work Day more than doubled.
- TI's headquarters began installing on-site shower facilities to encourage additional bicycle commuting.
- The new Cottonwood Trail near our headquarters officially opened in 2011; it is expected to boost bike ridership significantly. The trail connects 35 miles of paths and provides a safe means for employees to commute. It also connects with the Dallas Area Rapid Transit (DART) rail and bus system. DART has bike lockers at the train stations and allows bikes on trains and buses.
- For Dallas-based employees interested in cycling, TI held full-day training classes to teach them how to safely navigate in bicycle and vehicle traffic. The comprehensive course included online study and exams, as well as on-site practice.
- We completed a site-entrance upgrade at our site in Kuala Lumpur, Malaysia, which included renovation of the motorbike parking sites and enhanced employee bus stops and pedestrian walkways.
- We replaced eight older vehicles in the North Texas fleet this year with more efficient options, including one hybrid.
- We kept 15 newer, leased vehicles with our late-year acquisition of National Semiconductor.
- TI opened its first product distribution center in Shanghai, China. This significantly reduced our shipping costs from Singapore to China and improved the delivery time to our Asia-Pacific customers. In turn, we were able to accelerate our products' time to market.
- We continued to use a delivery strategy of shipping finished goods directly from our manufacturing sites in Taiwan and Malaysia, which saves us thousands of dollars per month. To expedite order fulfillment, we now take just-produced materials and deliver to the next available customer, instead of storing inventory in anticipation of orders. For orders that are not needed immediately, we began shipping inventoried materials on ocean freight, as it is the least expensive mode of transportation.
- The March earthquake in Japan and October flood in Taiwan presented transportation and distribution challenges:
- In Japan, it took a while to transport unfinished material from our more damaged Miho site to our factories in Aizu and Hiji. Road conditions were poor and the availability of trucks was limited due to high demand. It also was difficult to return unneeded supplies shipped in from other TI sites due to export requirements.
- While TI does not own manufacturing facilities in Thailand, some suppliers were impacted by the floods. To ensure safety, government agencies restricted access to industrial parks and free trade zones, which delayed our ability to help recover any usable materials. We tapped other suppliers to fulfill customer orders in the interim and accelerated alternate plant qualifications.
- More than 425 employees and contractors from 26 sites worldwide rode a total of 6,500 miles to work on TI's international Bike to Work Day. That is about the distance across the U.S. and back. The event kept 5,820 pounds of carbon dioxide out of the atmosphere.
- TI Germany had the highest percentage of bicycle commuters; about 8 percent.
- Approximately 60 percent of our global workforce had the tools for remote connectivity to telecommute. Of that group, an estimated 77 percent worked remotely at least once per month.In France, 12.5 percent of employees used alternative forms of transportation to commute.
- In the U.S., concierges served more than 3,100 employees and fulfilled more than 9,200 requests, allowing employees to save a trip away from the work site during business hours.
- In North Texas:
- More than 930 employees used subsidized passes to commute by mass transit.
- More than 500 employees participated in TI- and DART-subsidized vanpools, up from an average of 459 the previous year. Nearly 400 more carpooled.
- The 155 employees who tracked their commutes on the North Central Texas Council of Government's TryParkingIt website reduced their mileage by more than 76,000 miles, which eliminated nearly 72,000 pounds of carbon dioxide from the atmosphere.
- An average of 600 North Texas employees used our shuttle service daily for travel between TI buildings and mass-transit stations.
TI's primary commuting, fleet and shipping plans for 2012 include:
Each year, we assess our commute programs to gauge employee participation and needs. We plan to reinvigorate how we promote and make our offerings accessible to other sites in the U.S. and abroad in an effort to increase participation. Additionally, we will invite and encourage former employees of National Semiconductor to use the Commute Solutions website when possible.
TI will continue to offer electric vehicle charging stations as demand from employees dictates.
We also plan to create a cyclist-friendly environment at various sites and offer additional safety courses in North Texas if interest is high. We hope to achieve an informal goal of riding 10,000 miles globally through increased participation in the 2012 international Bike to Work Day.
Additionally, we will reach out to cycling clubs and/or teams that existed at former National Semiconductor sites to solicit their involvement in our programs and events.
TI will continue replacing older vehicles in the North Texas fleet. We also are evaluating whether to purchase or continue leasing vehicles we acquired.
With the addition of former National Semiconductor sites, we will take a holistic look at our global distribution centers, transportation providers and strategies to identify cost and efficiency opportunities.
We also plan to execute our fast/slow delivery strategy at two additional distribution sites and assess our freight movement infrastructure to identify areas we can optimize.
Ocean shipping of capital equipment and raw materials to our factories continues to be a process by which we can not only save substantial transportation costs, but also reduce the amount of expedited freight by planning our ordering and delivery based upon need. This process gives us the opportunity to maximize the amount of cargo that we ship per unit volume, thus eliminating wasted space.