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Recharge Wrap-up: Senators want stronger RFS, Toyota working to improve mobility in Bangkok

A new E15 bill has been introduced to the US House of Representatives. Sponsored by one Democrat and three Republican congressmen, the bill is a companion to the Fuel Choice and Deregulation Act of 2015 recently introduced to the Senate by Rand Paul and Chuck Grassley. The House bill's goal is similar: to remove certain restrictions to help get E15 to the marketplace. This bill also targets the EPA and its rules regarding the Reid Vapor Pressure of the ethanol blend. Read more in from Domestic Fuel. A bipartisan group of 37 senators is urging the EPA to strengthen the Renewable Fuel Standard. Stated reasons tend to focus on economics and energy security, but also on the future of other alternative fuels. The RFS "has strengthened agriculture markets and created hundreds of thousands of jobs in the new energy economy, many of which are in rural areas," the senators say in a letter to the EPA. "A stable RFS will also provide the certainty needed to unlock future investments in renewable fuels and necessary infrastructure, reduce our nation's dependence on foreign sources of energy, and drive innovation and progress toward cellulosic, biodiesel, recycled-waste, algal, and other advanced biofuels." See the full letter at Senator Chuck Grassley's website, and read more at Domestic Fuel. The Toyota Mobility Foundation has launched a pilot program in Bangkok, Thailand. In partnership with Chulalongkorn University, Toyota's program aims to help "people move, grow and explore in a world that is comfortable, safe and clean," says Toyota President Akio Toyoda (traditional rickshaws are pictured above). The program will focus on reducing congestion by creating sustainable shuttle and park and ride services, encouraging people to use multiple modes of transportation, use traffic simulation models to pinpoint particular problem areas and work with police to optimize traffic signals. The Bangkok project is expected to last a year and a half, ending in December 2016. Read more in the press release below. Realizing the Future of Mobility: Toyota Mobility Foundation Launches First Pilot Program in Thailand Program Supports Foundation's Global Mission to Advance Solutions for a More Mobile Society Tokyo, Japan (April 22, 2015) - More people everywhere are about to get moving. Toyota Mobility Foundation (TMF) today announced that it is launching its first pilot program.

Toyota sold record 1.52 million hybrids in 2017

Toyota has been selling electrified cars for more than two decades now, launching the Prius hybrid in Japan in 1997. Back in the fall of 2015, the automaker announced a number of goals as part of its "Environmental Challenge 2050." One of those was to sell 1.5 million hybrids (including its Lexus brand) annually by 2020. Toyota has announced that is has already achieved that goal, selling 1.52 electrified vehicles in 2017. That's an 8 percent increase of Toyota's 2016 hybrid sales, and means the company has sold more than 11.47 million electrified vehicles since it began. Toyota says that represents a reduction of more than 90 million tons of CO2. Last year's achievement "is a testament from our customers to the quality, durability and reliability of our electrified powertrains," says Toyota Executive VP Shigeki Terashi, "and, thanks to them, has led us to establish a solid and sustainable foundation for mass producing a more diverse portfolio of electrified vehicles across our range moving forward." Other goals of Toyota's Environmental Challenge 2050 are 30,000 annual fuel cell vehicle sales by 2020, mass production of battery electric vehicles in 2020 and annual electrified vehicle sales of 5.5 million by 2030. These are all part of Toyota's larger goal of reducing new vehicle CO2 emissions by 90 percent by 2050 (compared to 2010). Prior to 2016, Toyota hybrid sales peaked in 2013, at 1.28 million before slumping slightly in 2014 and 2015. Toyota saw an uptick and a new record in 2016, at 1.4 million, before setting yet another record in 2017, at 1.52 million. Related Video:

Suppliers love Toyota and Honda: Why that matters to you

You might think that a survey of automotive suppliers and their relationship with OEMs is the automotive equivalent of nerd prom. In some ways that's what the North American Automotive OEM-Supplier Working Relations Index (WRI) is. The study, the 17th annual conducted by Planning Perspectives Inc., is based on input from 652 salespeople from 108 Tier One suppliers, or, PPI points out, 40 of the top 50 automotive suppliers in North America. Suppliers to General Motors, Ford, FCA, Toyota, Honda, and Nissan. But the results have consequences in terms of tens of millions of dollars for OEMs - and in the quality, technology, and cost of the next vehicle you buy. There are a couple of ways to look at the results of the WRI. One is, "So what else is new?" And the other is, "Damn! How did that happen?" The study looks at five relationship areas — OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance; Supplier Profit Opportunity — within six purchasing areas — Body-in-White; Chassis; Electrical/Electronics; Exterior; Interior; Powertrain. In the overall rankings, Toyota is on top for the 15 th time in 17 years, with a score of 328. Honda, the only company to best Toyota (in 2009 and 2010), comes in second, at 319. Those two companies, explains John Henke, president of PPI, have collaborative working arrangements with colleagues and suppliers alike built into the very fabric of their cultures. This, however, is not a situation where one can readily conclude it is about "Japanese companies," because the third company with headquarters on the island of Honshu, Nissan, came in dead last. This is the "How did that happen?" portion. The Nissan score of 203 puts it 125 points behind Toyota. There hasn't been a number that low since the then-Chrysler Corp. scored 187 in 2010, when the company was clawing its way out of the recession. Clearly, the suppliers don't feel particularly engaged by the buyers at Nissan. Henke explains that whether a company does well or not on the WRI is rather simple. All people do things based on what they're measured on. "If you're measured on taking 10% out of your annual buy, you immediately know how to do it. But if you're also measured on improving relations, suddenly there is a new dynamic as to what you can do to achieve both.