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At American Tire, we decided
that we wanted to take on the needs

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of the replacement tire business
to reduce our carbon footprint.

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As the largest replacement
tire distributor in the world,

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we felt that we could actually
have outsized impact by being a leader.

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240 to 250 million used tires

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come off of vehicles in America
every year.

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Somewhere, those tires have to be disposed of.

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What we discovered was many of them were
being burned in kilns, used as used tires

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in a secondary market, or in fact, cut
and then buried in landfills.

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Our trucks go out full,

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they come back empty.

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From that, we got into the idea of scrap
tires and actually tire recycling

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and then that put us on another path
to the journey.

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When it came time for us to select
someone to help us

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accelerate our ability
to get at this issue of sustainability,

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we selected BCG.

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There were a couple of good reasons
for us to do that.

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We had worked with BCG
for a number of years,

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they knew our business inside and out,

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they knew our sector.

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As a result, they knew the nuances
of what it would take to have impact

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between the manufacturer,

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the distributor, and the retailer
in a positive and constructive way.

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They had already developed tools
that we could leverage and use

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and then build off of to help us
accelerate to a conclusion and be able

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to get stuff into the marketplace
faster than anybody else could.

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That was real,
credible outcomes for our industry.

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BCG helped a small internal team
accelerate the whole buildout of

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what's now become a separate

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line of business for us under our
FLX FWD logistics as a service hub.

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Today, with tire recycling, the results
that we've seen have been enormous.

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By the end of the year, we
expect to be in almost every state.

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We've sent 65,000 tires
to a better recycling outcome.

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We've connected CO2 AI
to our computing platform

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and in addition to the normal metrics

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you would get in terms
of how effective we are as a business,

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now we can actually understand
the impact of our operations

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and decisions and future decisions
on our carbon footprint.

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One of the things that became
particularly clear for our company

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was that sustainability
was not only good for the environment,

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but it had some real economic benefits
to us as a company,

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and also a place in differentiating
our business versus our competition.

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People want to be part of this within ATD.
Even outside of ATD,

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people want to work with us because of the
sustainability work that we are doing.

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It's not often that you go to set up
a new internal team or a new project team

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and you actually have people saying,
“Can I be part of that?”

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What we've realized is the importance that

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this has not only for us
and our employees,

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but for our broader constituencies
out there in the marketplace,

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and it has added value to our brand,
it has added value to our company,

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and it will continue to bring that to life
over the years ahead.

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It's a plank in who we are
as a company, it represents our values,

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it's about your culture,

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it's about your company,

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and it's about its future.