approach. We believe doing
this is the right thing to do,
but, just as importantly, so
do our customers.”
Internal incentives
Bentley Motors was bought by
the Volkswagen Group in 1997.
It remains a fully independent
company, and Bosch is part of
a board of directors with full
autonomy over its operations.
However, he says, being part of
the world’s largest automotive
group has its perks, especially
when it comes to sustainability.
“With a responsible
shareholder that is fully
committed to sustainability
and the environment, it’s easier
to make decisions that will
improve things. We don’t need
to reinvent the wheel, either
– we can look at the Group’s
footprint of 100 other factories
globally. We can learn from
them, but it also works the
other way around: VW Group
factories have seen the work
we’re doing here and have
copies them in their own sites.”
Bosch himself has
experience of making
signifi cant energy savings. In a
previous role, he was in charge
of the entire Volkswagen Group
factory network, which saw him
head up a team that reduced
the energy consumption per
car produced by 25% at all of
the group’s factories across
the world. Despite this, Bosch
and the board take a relative
back seat when it comes to
the energy-saving initiatives
at Pyms Lane. “Many of
the on-site sustainability
activities have come from our
employees,” says Bosch.
Some of these employeedeveloped
ideas are relatively
simple: the site is currently
phasing out plastic food
SUSTAINABILITY SPECIAL
and looks at what can be done. Avoidance and
reduction are the fi rst steps.”
Customer input
Bentley’s customers are also at the forefront of
the company’s sustainable focus. Last year, the
company sold 11,000 cars, and 5,000 visitors
came to Crewe to look around the factory. “If
we can show these people that our sustainability
message isn’t just great headlines, but real action
on the shopfl oor, it’s a sign of credibility and
authenticity,” says Bosch.
This close relationship with its customers has
long been part of Bentley’s success. In the 1920s,
the so-called Bentley Boys, a group of wealthy car
enthusiasts, raced the cars around Europe, both
in traditional circuit races such as Le Mans, but
also in more outlandish challenges, such as racing
a train from Calais to the French Riviera. Today,
says Bosch, customers are more
involved in infl uencing what
happens at the factory than
they are in haring around the
continent. “Our very fi rst cars
were developed with customers
like the Bentley Boys, and we’ve
spent time learning what they
do and don’t like,” he explains.
“Over the years, we’ve learnt
that our customers really care
about the environment – they
care about global warming, they
care about ocean plastics, they
care about where we source our
materials. This is why we’ve
taken the decision to become
the most sustainable luxury car
brand, as a holistic corporate
Bentley Timeline
1919
Bentley
Motors Ltd is
founded in
Cricklewood,
North London
by engineer,
W. O. Bentley
1924
The company wins its
fi rst Le Mans 24 Hour
race. Further success
follows every year
from 1927-30
1931
The Great Depression
sees demand for
Bentleys fall and the
company goes into
1938
New owner
Rolls-Royce selects
Crewe for a new
aircraft engine
factory
1943
25,000 Merlin engines
are produced at the
Crewe factory, which
employs 10,000
people
1945
Rolls-Royce
moves engine
production to
Derby, with car
manufacturing
moving to Crewe
receivership
18 www.manufacturingmanagement.co.uk
Dean Smith
/www.manufacturingmanagement.co.uk