CSR Report

Corporate Social Responsibility ReportBridgestone GroupCSR Report 2 0 1 2
Corporate Social Responsibility Report

Editorial Policy

About this report

The Bridgestone Group has compiled this Report as a

Periodcommunication tool to help stakeholders understand how theThis Report focuses on data and activities for the 2011 fiscal

Group designs and pursues CSR activities. It also serves toyear (from January 1 to December 31, 2011), although it also

encourage dialog with stakeholders, and the Group looks forward

includes some information applicable to years before and after

to receiving feedback on its CSR activities.

fiscal year 2011.

The Report includes some special features exploring GroupCSR activities where significant progress was made in 2011.

Organizational coverage

These activities were selected from a pool of initiatives identified

This Report covers the initiatives of the Bridgestone Group,from the dual perspectives of what is important for society andincluding Bridgestone Corporation and its subsidiaries andwhat is important for the Bridgestone Group. The highlighted

affiliates in Japan and around the world. Throughout the text,

activities are divided into the following categories: products,“Bridgestone” refers to Bridgestone Corporation, while

initiatives to address social issues through business operations,“Bridgestone Group” refers to the entire group, including

and local communities.

subsidiaries and affiliates in Japan and around the world.

The Report consists of published and online components.

Notes are provided where this distinction does not apply.

The booklet is intended to be read by a broad range of

For an overview of the Group, see page 61 of this Report.

stakeholders, including customers, business partners,
shareholders, employees, residents of the communities in which

Guidelines referenced

we do business and CSR experts, while the website adds content

Environmental Reporting Guidelines (Fiscal Year 2007 Version)in response to requests from individuals who need more detailed(published by the Ministry of the Environment of Japan)

information than is provided by the booklet.

Sustainability Reporting Guidelines (Version 3.0) (published by the(URL: http://www.bridgestone.com/csr/index.html)

Global Reporting Initiative)

Starting this year, we are working to reduce resource consumption
by reassessing the roles of different media and compiling a pamphlet

Third-party evaluationthat summarizes the contents of the PDF document.

An independent party’s evaluation and opinions of this Report
have been included to increase its reliability.

Bridgestone Group1CSR Report 2012

CONTENTS
Editorial Policy / About this report

1

CONTENTS		

2

Commitment of Management

3

Aiding in the Recovery from the Great East Japan Earthquake

5

The Bridgestone Essence (Corporate Philosophy)

6

The Bridgestone Group’s approach to CSR

7

CSR management		

9

Corporate Governance10

Feature1 B ridgestone products and technologies
that support a safe and secure society
2 Addressing global social issues through business activities

11
19

3 Initiatives aiming to live together with local communities
in various countries

25

The Bridgestone Group’s Role in Achieving a Sustainable Society:Bridgestone Group

Dialog with CSR Experts

29

Initiatives Related to the 22 CSR Focus Points

33

Fundamental CSR activities

35

CSR through business activities

39

			

With customers

39

			

With business partners

44

			

With shareholders and investors

46

CSR through environmental activities

47

CSR from a social standpoint

53

			

With employees

53

			

With society and communities

58

Outline of the Bridgestone Group

61

Opinions from stakeholders and our responses

62

Independent evaluation statement

63

2

CSR Report 2012Commitment of Management

Bridgestone Group is deepening its CSR activities
by further strengthening management and governancethrough a new executive structureThis March, I assumed the position of CEO of Bridgestone Corporation. Going forward, I will be working together with the COO andChairman of the Board to further accelerate the management reforms we have been pursuing so that we can accomplish our ultimate
management goal of being “the undisputed World No.1 tire and rubber company in both name and reality.”

We will offer Group-wide assistance for theAfter viewing the outstanding results of this new management

recovery from the Great East Japan Earthquakeorganization in the Americas two years ago, we found them to bewhich occurred on March 11, 2011.

highly effective. The structure was implemented in European
operations effective January 1 of this year, and we at Bridgestone

Once again, I would like to express my deepest condolences to

Corporation in Japan followed suit in March 2012. By enhancing

all those who lost loved ones or were otherwise affected by thethe organization’s management efficiency and accelerating

Great East Japan Earthquake and Tsunami. I wish for a quick andbusiness reforms, we will respond quickly to social changes andpeaceful recovery.

create new values.

In the immediate aftermath of the Great East Japan

We will parlay the Group’s strengths to ensure innovation.

Earthquake, Bridgestone Group embraced the social mission of
offering reconstruction assistance to disaster-stricken areas andlaunched a series of aid efforts. For more information about these

The Bridgestone Group is characterized by not only the horizontal

ongoing efforts, please see page 5 of this Report.

expansion of its global operations, but also the vertical expansion

Going forward, the Group will continue to pursue potentialof the supply chain that extends from the natural rubber farms

actions, bring to bear its organizational capabilities and resources,that lie upstream to the sales channel network downstream.

and offer support to the recovery and reconstruction.

Vertical expansion confers one of the Group’s most importantcompetitive advantages by fostering innovation through theWe will pursue additional management reforms andutilization of knowledge and expertise at all stages of its operations.

initiatives on a global basis.

For example, tires with run-flat technology help lower theenvironmental impact while offering customers a superior level ofUnder a rapidly changing business environment, we havesafety and peace of mind. Similarly, our solutions businesses use

implemented this new management alignment as the best way toof the retread process for trucks and buses serves to significantly

position the company for optimum management on a group andreduce resource consumption. Each of these businesses is

global basis in the face of the speed and scope of change, and tooperated globally, and each is a manifestation of the strengths

reinforce the company’s focus on corporate governance.

that accrue from horizontal and vertical expansion.

To that end, we built this new management structure separating

We are also involved in the development of revolutionary

management responsibilities and execution responsibilities, clearlytechnology that would reduce by half the volume of raw materials

defining responsibilities among Chairman of the Board, CEO,

used in tire manufacturing through the Half-weight Concept Tire.

and COO positions. The CEO is responsible for corporate

In this way, the Group will continue to bring its various and uniquestrategy and general management, while the COO has

assets to bear to resolve social issues globally.

responsibility for overall daily operations. The Chairman has no

We will pursue consistent, steadfast CSR activities.

direct operational responsibilities; however he must work as a
facilitator between management and the Board of Directors,
ensuring effective governance and oversight of the corporation

The Bridgestone Group has identified 22 CSR Focus Points toby the Board. This new structure defines an explicit array of

pursue consistent, steadfast CSR activities on a Group and global

management and operational roles, while enhancing functions

basis. These 22 Focus Points serve as a common language forof checks and balances like the separation of the three

the Group’s CSR initiatives. Group “instructions” are issued togovernment powers.

embody specific objectives, policy directions, and approaches for

Bridgestone Group3

CSR Report 2012

each Focus Point under the PDCA cycle (“plan,” “do,” “check,”environment. We pursue environmental activities with the ultimateand “act”). During 2011, we sought to enhance this cycle throughgoal of achieving a sustainable society by realizing three importanta system of self-assessments by which Group companies

environmental perspectives: ecological conservation, resource

reviewed their own progress. In this way, we were able to clarify

conservation, and reducing carbon emissions.

which actions have already been taken and which need to be

In May 2012, we announced a long-term environmental vision

pursued in the future. We will continue to strengthen activities onfor 2050 and beyond: achieving “100% sustainable materials,”a Group and global basis.

contributing to the globally-agreed target (reducing CO2 emissions

We also refined the Corporate Philosophy in 2011 by explicitly
identifying our mission of “Serving Society with Superior Quality,”

by at least 50%) as a means of combating climate change, andexisting in balance with nature.

the company credo expressed by Bridgestone’s founder. Also inorder to fulfill this mission, Bridgestone Group has used the

The Bridgestone group has grown by providing advanced,

concept of “foundation” to demonstrate the sustained

high-quality products that play an essential role in mobility tocommitment of employees. Our belief that CSR is both an integral

customers around the world. Going forward, we will strive topart of management and the realization of the Bridgestone

contribute to a sustainable society and help ensure a healthy

Essence remains unchanged.

environment for current and future generations.

We will pursue environmental activities in line with
our long-term environmental vision.
As the world’s largest tire and rubber company, we recognize that

Masaaki Tsuya
CEO and Representative Board Member

the Group’s initiatives have a significant impact on the Earth’s

Masaaki Tsuya

Kazuhisa Nishigai

CEO and Representative
Board Member

COO and Representative
Board Member

Aiding in the Recovery from the Great East Japan Earthquake
Bridgestone extends its heartfelt sympathy to all those who have been affected by the Great East Japan Earthquake which occurredon March 11, 2011. We wish for a quick and peaceful recovery.
Since the Earthquake, the Bridgestone Group has offered support in a variety of forms. The Group will continue these activities
based on its belief that its social mission consists of contributing to the recovery and reconstruction of affected areas by maximizing
the use of its total capabilities and resources. This page reports on initiatives undertaken by the Group in fiscal year 2011.

Reconstruction assistance for disaster-stricken areas

We are also offering assistance by loaning service equipment freeof charge and helping clean up damaged stores so that

Although we were forced to grapple with the issue of raw material

customers can quickly rebuild and resume sales.

shortages in the immediate aftermath of the earthquake, theGoing forward, we will continue to offer support in a variety ofGroup took advantage of its global supply chain to minimize theforms for the efforts of customers in disaster-stricken areas toimpact of such shortages so that it could continue to supply thecontinue their business operations.

products and services needed in recovery on a priority basis.

Initiatives for reducing power consumption

The Group also donated 277 million yen, along with
Bridgestone bicycles and bedding (worth 100 million yen).
Further, the Group introduced a volunteering program to allow

The Bridgestone Group set the goal of reducing maximum power

employees to join in disaster-affected areas in April 2011, and a

use at a total of 12 worksites with contract demand of 500 kW or

total of 628 people had participated by March 2012.

greater (i.e., major users of power) by 25% compared to the same

Bridgestone will

period of the previous year (July through September) in order to deal

continue to pursue

with serious power shortages in Japan during the summer of 2011.

these activities in

We successfully reduced power utilization by 37%. We also soughtorder to aid in theto visualize power use at individual worksites while undertaking

recovery andvarious initiatives to slash public power use, including halting thereconstruction ofoperation of or limiting the hours of operation of some productionlines in plants, modifying equipment to lower power usage, making

disaster-stricken
areas.

use of co-generation systems (in-house generation systems that

Volunteers work in the city of Ishinomaki
in Miyagi Prefecture in October 2011.

effectively utilize heat generating power as byproduct), efficiently
utilizing power generated by a special incinerator for used tires at theWings of Dream ProjectTochigi Plant, utilizing stored nighttime power during daylight hours(by using sodium-sulfur batteries, originally installed as a means for

Bridgestone has made a commitment to support the Wings of Dream
Project as part of its disaster recovery assistance. The project, which isdedicated to providing long-term support to children who lost theirparents in the Great East Japan Earthquake, facilitates activities byNPOs, teams of student volunteers, and other groups. Specifically, theprogram seeks to look out for the growth of these children over the longterm by regularly offering a place for them to enjoy time together.
Bridgestone
decided to offer its
support based on the
project’s core missionof “helping children
grow and make friends
while sharing andexperiencing a varietyof activities such as
sports and tours ofdifferent facilities in the
Bridgestone invited the children to a companyform of an overnight
owned recreational facility
camp.”(in the city of Ome in Tokyo, December 2011).

dealing with power outages), and deploying diesel-powered
generators. We also reassessed air conditioning temperatures at all
12 worksites and reviewed every area of operations to find powersavings, for example by turning off some light fixtures and replacing
conventional bulbs with their LED equivalents.
In the future, we will work to ensure the efficiency of our business
operations and to reduce power consumption by limiting in-store andsignage lighting as well as air conditioning temperatures, drawing up
voluntary power-saving plans, and disseminating information about
successful power-saving activities not only at plants, but also atworksites such as sales offices and tire retail shops.

Future assistanceIn addition to continuing to provide the products and services

Supporting customers’ business continuity efforts

needed in recovery efforts on a priority basis, Bridgestone willcontinue to bring its full capabilities and resources to bear in

The Bridgestone Group moved quickly to supply food, clothing,offering assistance to business partners, stores, and others thatand other aid to dealers that were damaged in the earthquake.

suffered damage in the earthquake.

Bridgestone Group5CSR Report 2012

The Bridgestone Essence (Corporate Philosophy)
The Group’s mission is based on the words of its founder: “Serving Society with Superior Quality.” To fulfill this mission, Bridgestone Grouphas used the concept of “foundation” to demonstrate the sustained commitment of employees to provide its customers with world classproducts and services and to serve the communities where Bridgestone does business. The words, integrated corporate culture and ourdiversity that today’s company has inherited has been redefined into “The Bridgestone Essence” and a shared sense of values that can beembraced by Bridgestone employees around the world.

MissionServing Society with Superior Quality
We aspire to offer the best for our customers and to society, not only in terms ofour products, services, and technology, but in all of our corporate activities.
Our commitment to quality stems not from want of profit, but out of a passion
for improving the safety and lives of people everywhere.
Through our Mission, we strive to be a company trusted by the world a company in which all of us can take great pride.

Foundation“Seijitsu-Kyocho” [Integrity and Teamwork]
Seijitsu-Kyocho is about adhering to principles of good faith as you carry out
your work, in the way you treat others, and as you participate in and engage
with society. It is about producing positive outcomes by respecting a diversity ofskills, values, experiences, genders, and races and fostering teamwork.

“Shinshu-Dokuso” [Creative Pioneering]
Shinshu-Dokuso is about envisioning the future and proactively challenging
ourselves to identify and develop innovations that will further benefit society andrespond to customer needs — from the customer’s point of view. It is about
unleashing creativity and innovation to develop new business domains and creating
demand for new and beneficial products through our own unique methods.

“Genbutsu-Genba”[Decision-Making Based on Verified, On-Site Observations]Genbutsu-Genba is about taking the time to go on-site and personally verify thefacts, then using those observations to make informed decisions. It is about not
being satisfied with the current situation, and making informed decisions thatwill lead us ever closer to ideal products and solutions.

“Jukuryo-Danko” [Decisive Action after Thorough Planning]
Jukuryo-Danko is about investigating all options and the full range of possibilities,
giving careful thought as to how to execute the decided course of action. It is about
identifying what is necessary and deciding on a vision. And once a decision andcourse of action is determined, it is about moving forward with a sense of urgency.

Bridgestone Group6

CSR Report 2012

The Bridgestone Group’s approach to CSR
We at the Bridgestone Group conduct our daily business activities in a way that increases the overall level of our CSR activities basedon our belief CSR is at the heart of management itself. These CSR initiatives help the Bridgestone Group achieve its ideal state.

Framework for pursuing CSR activities

CSR activities at both the corporate (organizational) and employee (individual) levels

More than just a series of abstract philosophicalSocietyiety and Environme
Environment

principles, CSR must be put into practice in thecourse of Group companies’ daily business

Shareholders

Customers

Business
Partners

activities. Based on this belief, the BridgestoneGroup has taken a two-pronged approach to CSR

Local
Communities

that includes company activities at the managementlevel as well as employee activities at the individual

CSR

Communicatio

Organizational
CSR

level. We also strive to enhance and expand bothn

Employees

Individual
CSR

the scope and quality of our CSR programs by
Bridgestone

examining past activities through CSR
communication with stakeholders.

The company’s CSR activities
Pursuing CSR activities that are consistent with our

22 CSR Focus Points

business activities

In 2007, the Bridgestone Group established 22 CSR Focus Points

The Bridgestone Group considers CSR to be a core component

to serve as a Group-wide common language that would guide theof management that should be omnipresent in our daily businesspursuit of consistent, steadfast CSR activities. The Focus Points

operations and activities. We have developed specific policies inwere selected from a range of general societal requirements andthe form of a Mid-term Management Plan to identify and achieveorganized according to three perspectives: importance to the

our CSR vision and goals. In short, CSR activities are conducted

Bridgestone Group, importance to stakeholders and progress byin the PDCA (“plan,” “do,” “check,” “act”) cycle for achieving thethe Group in taking appropriate actions.

goals of the Plan so that they are an integral part of that process.

We pursue these 22 Focus Points by means of Group-wide“instructions” that embody specific objectives, policy directions
and approaches. These instructions are reviewed and revised on

CSR and the Mid-term Management Plana regular basis to ensure that we take into account changes inLevel of activities

societal requirements.
Upward spiral

Structure of the 22 CSR Focus Points

CSR issues imposedby society

CSR throughbusiness activities
Vision
How the Group should
exist in the future

Act

Plan
Do

Act

Check

CSR throughenvironmental activities

Plan

CSR froma social standpoint

Do
Act
Strategy
Necessary Actions
Current
StatusBridgestone Group

Check

Plan

Fundamental CSR activities

Do
Check

Time

7

CSR Report 2012

In 2011, the entire Bridgestone Group conducted a self-

apply CSR to his or her own work and take positive action toassessment to ascertain whether the instructions based on theachieve the Group’s vision.

22 CSR Focus Points were being implemented. Since the self-

Bridgestone employees deepen their understanding of theassessment helped us better visualize these activities, we are now

Group’s CSR activities by attending CSR Report Reading

pursuing improvement initiatives based on its findings.

Workshops and Bridgestone Essence Workshops. Individual

We also reviewed the level of Bridgestone’s activities based

employees also make a personal commitment that lays out what

on ISO 26000, which was issued in November 2010.

they believe to be important in their jobs and how they intend to

We have developed an action plan prioritizing those items that

conduct themselves so that they are better able to behave in a

the results of this review indicate we need to address throughmanner that earns the trust of stakeholders.

further initiatives.

CSR communication
Individual CSR

The Bridgestone Group strives to strengthen its CSR activities by

We believe that the awareness and the way individual employees

communicating with local communities, customers, shareholders,pursue their daily responsibilities are critical in the Group’sbusiness partners and employees. Additionally, we work tobusiness activities and approach to CSR. Each employee must

increase the transparency of our activities by publicizing ourprogress toward achieving CSR goals in annual CSR reports.

Independent evaluation of CSR activities
Based on its CSR initiatives in areas such as theenvironment, human rights, and labor, Bridgestone has been
selected for inclusion in the Dow Jones Sustainability Indexes(DJSI) Asia Pacific, an international socially responsible
investment (SRI) index. The company also continues to be
included in the Morningstar Socially Responsible Investment
Index (MS-SRI), a leading Japanese SRI index.
(This information is current as of April 1, 2012.)

Initiatives addressing global issues that affectdifferent countries and regions, both in the methods

the entire tire industry

and in the level at which they are implemented.

Together with other leading tire manufacturers, Bridgestone is

Following a review of how ELTs were being managed,

examining potential environmental impacts of tires through

The Tire Industry Project published a manual, End-of-

the Tire Industry Project, which was formed under theLife Tires: A Framework for Effective ELT Management

Geneva, Switzerland-based World Business Council for

Systems in an effort to propose an effective system for

Sustainable Development (WBCSD).

managing ELTs worldwide.

1. Examining the environmental and ecological impacts
3. Compiling guidelines on the use of nano-materials

of Tire and Road Wear Particles (TRWP)
Tire and Road Wear Particles (TRWP) are generated as

Bridgestone is involved in a project dedicated to compilingtires wear down during use. Having identified methods

guidelines on the resarch, development and industrialization

for collecting and quantifying TRWP, project membersof new nano-materials, particularly in tire development andare now examining the impact of TRWP on the

manufacturing, in partnership with the Organization forenvironment and its ecosystems.

Economic Co-operation and Development (OECD).

2. E
 xamining effective end-of-life tire (ELT) management
systems and publishing ELT management manual
There is variation in ELT management systems among

Bridgestone Group8CSR Report 2012

CSR management
Structures for pursuing CSR activities

Committee, the Risk Management Committee, the Social

The fundamental approach to CSR initiatives throughout the

Activities Committee, the Group Environmental Committee andBridgestone Group is set by the Integrated CSR Enhancement

the Group Safety Committee.

Committee, which is chaired by the CEO and Representative Board
Member. The Global Management Platform (GMP), which isFramework for CSR activities in Japan

responsible for pursuing activities in each issue area, then develops

The Bridgestone Group strives to promote CSR awareness througha basic direction for the Group’s initiatives based on that approach.

lectures for management-level employees, a company magazine

Strategic business units, or SBUs, which are responsible forand its corporate intranet. Each division and plant elects a key CSR

conducting business operations, translate that direction into

person whose job is to organize CSR Report Reading Workshops

action after taking into account specific circumstances andfor administrative and technical employees. The Group also holds

conditions in individual countries and regions.

training sessions and workshops in Japan for certain corporate

Additionally, the following committees have been formed to

officers and employees of overseas Group companies in an effort

advise the Integrated CSR Enhancement Committee and assist in

to promote CSR awareness throughout the Group.

guiding initiatives undertaken in each issue area: the Compliance
Structures for pursuing CSR activities

GHO
Global Head Office
Responsible for establishing global Group strategies and basic policies
CEO and Representative Board Member

Integrated CSR Enhancement Committee
Social Activities Committee

Compliance Committee
Risk Management Committee

Group Environmental Committee
Group Safety Committee

CSR Department

Pursuing CSR activities

SBUs
Strategic Business Units
Business sections and worksites tasked

GMP
Global Management Platform
Coordinates and manages global operations

Supportand Guidancewith conducting the Group’s business activities
Japan Tire SBU
Americas SBU

by providing support and assistance to SBUs

Europe SBU
Specialty Tire SBU
Asia and Oceania Tire SBU

Leverages a range of expertise to formulate shared Groupobjectives and directions for each CSR priority; provides
assistance and guidance to SBUs

China Tire SBU
Middle East & Africa Tire SBU
Diversified Product SBU

Implement common Group CSR activities and enhance
activities by pursuing those courses of action that are neededin particular countries and regions

Bridgestone Group9CSR Report 2012

Corporate Governancedirect responsibility for operational and execution duties, theChairman of the Board has a role of a facilitator between the
Board of Directors and operating divisions and is responsible for

Corporate governance structure

effective management supervision through meetings of the Board

Continually enhancing corporate governance is one ofof Directors. Under this new structure, Bridgestone will work to

management’s most important focus points. This will ensure that theadvanced separation and clarification of the respective roles andBridgestone Group continues to fulfill its founding mission as statedauthority of Chairman of the Board, CEO, and COO. This wouldin its corporate philosophy of “Serving Society with Superior Quality.”

advance information sharing; and increase transparency in

Based on this approach, in accordance with the responsibility

decision-making process. In this way, Bridgestone will work toand authority delineated in the Administrative Authority Rules, as

further strengthen its corporate governance system. The following

well as in the Policy Management Rules, Bridgestone Corporation

diagram provides an overview of corporate governance under thisis committed to developing, communicating and abiding by fair,

new management system.

transparent decision-making and management policies.

Internal control systems:
Basic approach and implementation

Bridgestone has adopted a corporate officer system to moreclearly distinguish between management and operational

On May 1, 2006, the Board of Directors instituted an official

responsibilities. This allows the Board of Directors to focus morecompany policy governing internal control systems; Bridgestoneeffectively on overseeing the execution of business operations.

Group reevaluates its activities in this area each year, aiming to

To strengthen corporate governance, such as by further

ensure appropriate internal control. In regard to the Japanese

engaging the Board of Directors, nine new directors, including

Financial Instruments and Exchange Act, and in particular to thefour outside directors, were elected at the General Meeting ofsection regarding the evaluation of the internal control systems toShareholders held on March 27, 2012.

assure the reliability of financial reporting and related information,
Bridgestone Group will work to ensure an effective and reliable

Bridgestone employs a corporate auditor governance model as
specified in the Companies Act. As of March 27, 2012, a four-system of internal controls on a Group-wide basis and to further

member Board of Corporate Auditors (including three outsideraise the level of internal control throughout the Group.

corporate auditors, one of whom serves full-time) was created to

Bridgestone has no connection whatsoever with antisocial

expand the Board of Directors’ supervision of directors’ activities

force or groups that threaten public order and safety, and takes aand execution of their responsibilities.

resolute stand against such activities. A department has been
established to evaluate information received regarding such

Following the General Meeting of Shareholders and the Meetingof the Board of Directors held on March 27, 2012, Bridgestonematters and take necessary action to ensure compliance with thishas a new management structure comprising Chairman of thepolicy, and Bridgestone Group has worked to build relationships

Board, CEO, and COO. The operational functions previouslyof trust and cooperation with external institutions, such as thehandled by the President have been split into two positions. Now,

police and other related organizations. Bridgestone Group is

CEO and Representative Board Member has overall responsibility

working to create a manual for dealing with inappropriate or illegal

for management and strategy, and COO and Representative

requests, evaluating contracts and the parties thereto ensure their

Board Member has overall responsibility for operations. Chairman

appropriateness and that they have no relationship with anyof the Board leads meetings of the Board of Directors and theorganization or group that are illegal or threaten public order ofGeneral Meeting of Shareholders. As a Board member without

safety, and implementing other related measures.

Corporate governance structure (as of March 27, 2012)
General Meeting of Shareholders
Board of Corporate Auditors (4)(Include 3 outside auditors)

Corporate Auditors’ Office

Board of Directors (9) (Include 4 outside directors)
Chairman of the Board

Inquires/Reports
Accounting
auditsCEO and Representative Board Member

COO and Representative Board Member

Corporate Officer Responsible
for Internal Auditing
Internal Auditing Office

Executive Operational Committee
Integrated CSR Enhancement Committee

Internal audits

Compliance Committee

Group Environmental Committee(Including those serving concurrently as Board members)

Risk Management Committee

Group Safety Committee

Business and Management Sections

Social Activities Committee

Corporate Officers

Bridgestone Group10

Independent Auditors

Directorial Personnel and Compensation Committee

Management oversightOperational
execution

AuditsCSR Report 2012

Feature 1

Bridgestone products and technologies
that support a safe and secure society
The Bridgestone Group’s corporate philosophy identifies its mission as “Serving Society with Superior Quality.”
In order to support the safe and comfortable lifestyles of people worldwide through superior quality, Bridgestone contributes
to the safety and security of society through a broad range of products and services around the world.

Golf products

Winter tires

Tennis products

Elastomeric seismic isolation bearings

Motorcycle tires

Adhesive films for solar modules
Passenger-vehicle tires

Bridgestone Group11

CSR Report 2012

Feature 1
Bridgestone products and technologies
that support a safe and secure society

Run-flat technology tires
Bridgestone run-flat technology tires can be driven following a loss of
air pressure. These tires allow the vehicle to be driven a certain
distance to a location where they can be safely repaired, reducing
risk for the driver. When used as original equipment tires on new
vehicles, run-flat technology tires eliminate the need to carry a spare,saving resources and improving fuel efficiency.

Winter tires
Aircraft tires

Winter tires are developed toallow vehicles to drive, turn, andstop reliably even on snowy andicy roads. Bridgestone wintertires continue to evolve, allowing
drivers to travel with peace ofmind on snowy days.
Marine fenders

Truck and bus tires

Tires for construction
and mining vehicles

Elastomeric seismic
isolation bearings
Seismic isolation is an important
structural technology that allows

Rubber tracks

buildings to better withstandearthquakes. Through the
installation of laminated rubber
bearings (elastomeric seismic
isolation bearings) –particularly
Bicyclesthose consisting of alternating
layers of rubber and steel sheeting– onto building foundations
and load-bearing columns, seismic energy can be absorbed
so that the transfer of the earthquake’s force to the building islimited. These products protect buildings, households andRun-flat technology tires

Bridgestone Grouphuman lives from the effects of earthquakes.

12

CSR Report 2012

Bridgestone products that support a safe and secure society (1)Run-flat technology tires
inflation pressure. In short, these tires enable drivers to avoid the

The evolution of tires contributes to safety
and the environment

risk of changing flat tires alongside fast-moving expressway traffic
by allowing them to drive to a safe location where the work canbe performed. Since RFT tires used as original equipment tires on

Run-flat technology (RFT) tires offer excellent safety advantages.

new vehicles eliminate the need to carry a spare –around 59

They help prevent the vehicle from swerving out of control after amillion* of which are discarded new and used each year– RFT

loss of air pressure while driving, and allow it to be driven a certain

tires greatly help to conserve environmental resources. In addition

distance at a manufacturer-designated speed, even with zeroto freeing up extra space in the car, they lower the vehicle’s
loaded weight and improve fuel efficiency.
* According to a Bridgestone survey (the number of vehicles with sparetires was calculated by subtracting the number of vehicles equipped with
RFT tires and the number of vehicles with tire repair kits from the total
number of passenger cars produced worldwide in 2008).

Reducing heat generation following the loss of air pressure
Conventional polymers

NanoPro-TechTM

The evolution of technology leads
to enhanced safety
Behind the exceptional performance of tires with RFT is
Bridgestone technology. The heat generated when a tire ispunctured to allow the rubber on its sidewalls to deform is a

Friction heat generated following the loss of air pressure is a major
cause of tire damage, which in turn affects safety. NanoPro-Tech, aproprietary, molecular-level technology, reduces this heat.

major cause of tire damage. NanoPro-Tech, a molecular-leveltechnology that is used in sidewall reinforced rubber, reduces theamount of heat generated to roughly half that of a conventional

Using heat to curb deformation
During normal operation

tire. Advanced RFT tires are made possible by proprietary
Following the loss of air pressuretechnologies such as wide framework materials that keep the tirefrom separating from the wheel and cooling fins that cool thesurface of the tire by changing the flow of air as it strikes the tires.
All of these technologies help ensure driver safety.

The framework material uses the heat that remains despite NanoProTech to contract. In this way, deformation of the tire itself is minimized,
allowing tires that can run a certain distance with a limited speed
under zero inflation pressure condition.

Features of advanced RFT tires that help ensure safety

NanoPro-Tech

Cooling fins

Dissipating heat through airflow
Without Cooling FinTM Technology

With Cooling FinTM Technology

Framework material
Protuberances (cooling fins) on the side of the tire disrupt the
movement of air around the tire, providing a cooling effect to it’ssurface area. Lower heat means increased durability.

Bridgestone Group13

CSR Report 2012

Feature 1
Bridgestone products and technologies
that support a safe and secure society

TPMS B-01* system components

The tire pressure monitoring system(TPMS) keeps watch over tire safety

ReceiverDriving, turning, and stopping: tires are an important auto partthat transmits the driver’s intentions to the road surface, and theinflation pressure of individual tires has a significant effect on thetire’s intrinsic safety and energy-saving performance. The tirepressure monitoring system (TPMS) uses a wheel-mounted
sensor to check the tire’s inflation pressure. The system keeps the

Sensor and transmitter

driver informed of the state of the vehicle’s tires by sending
pressure values to an onboard monitor.

When the inflationpressure is too low

Eliminating a variety of problems caused
by inadequate tire inflation

Notification of
the driver

The advantage of RFT tires is that they can be run a certain
distance under zero inflation pressure condition. In other words,
they are distinguished by the fact that it is harder for the driver torealize that air pressure has been lost. To ensure the driver’s ability

An LED on a receiver installed in the driver’s lineof sight keeps him or her informed.

to realize a tire has gone flat immediately and react appropriately,
TPMS is needed to keep him or her informed of each tire’s status.
What’s more, if the driver can be informed of inadequate inflation

Sensors and transmitters are installed on each tire, and a receiver is installedinside the vehicle. The sensors detect inadequate inflation pressure, and thedriver is notified by an LED. In this way, the system helps avoid worsening
fuel efficiency and tire damage that can be caused by inadequate inflationpressure, assuring safety.

pressure early enough, it is possible to avoid worsening fuelefficiency and tire damage.

In the word

dev

elop

er

* TPMS B-01 is available as an aftermarket TPMS from
Bridgestone Retail Japan Co., Ltd.

sof

We put safety first and strive toachieve ride comfort at
the same time.

Takeshi Watanabe
Advanced Tire
Engineering
Department

Bridgestone GroupRFT tires incorporate reinforced rubber on their sidewalls so that the vehicle canbe stopped safely or driven to a safe location following the loss of air pressure.
Due to this feature, they have not offered the same level of ride comfort asconventional tires.
During the technical development process, we struggled with the need toachieve these two aspects of tire performance: ride comfort on the one hand,and safety from tire durability following the loss of air pressure on the other.
NanoPro-Tech technology used in the reinforced rubber and technology forcontrolling heat with cooling fins on the tire sidewalls served to drive forward theevolution of RFT tires. We had to overcome difficult manufacturing issues inorder to commercialize these two technologies, but the involved departments
came together to make the improvements needed to bring a product to market.
Failure is an inevitable part of the technology development process, but I believe
it gives rise to new insights and technologies. My greatest joy as an engineer iswhen my belief in the potential of a technology to be commercialized throughsustained diligence and never give up attitude bears fruit, allowing me to thankothers for working with me and to enjoy a feeling of accomplishment together.

14

CSR Report 2012

Bridgestone products that support a safe and secure society (2)Winter tires
those bubbles remove the water film that forms on the surface ofA new material that makes
winter driving safer

the ice. In this way, Bridgestone tires provide exceptional grip,
even on icy roads.

The mission of winter tires is to safely and effectively allow the

Ensuring safety on winter roads withnew technologies

vehicle to drive, turn and stop on a road surface covered withsnow and ice. Icy roads are more slippery than roads that are not

The design of the tire’s tread pattern, including such factors asicy due to a film of water that forms on the ice, acting as a

the depth of its grooves, exerts a significant influence on its

lubricant. To accomplish this, the Bridgestone Group developed africtional force. The Bridgestone Group conducts research into

multi-cell compound material to use in new studless tire products.

how tires interact with the ground when turning and stopping. Our

Air bubbles in the multi-cell compound and water channels linking

newest studless tire, the REVO GZ, features an optimal tread
pattern design on each area of the tire’s surface. This effort led us
to develop an asymmetrical tread pattern as well as an
asymmetrical tire profile, helping to dampen chassis and tire

Multi-cell compound eliminates the cause of slipping.

wobble caused by bumps and undulations. The BridgestoneGroup creates tires that can be driven with peace of mind on
winter roads that are prone to cause driver concern, for example
wet, snowy, and icy roads.

By incorporating air bubbles into the rubber, Bridgestone can remove thewater film that causes slipping. Multi-cell compound has evolved over theyears, and the latest tires augment air bubbles in multi-cell compound withwide water channels connected by the bubbles. These channels allow thetires to more effectively eliminate water film, increasing tire grip on icy roads.
Keys to studless tire safety

Tread patterns and profiles designed to accommodate
all winter road conditions

Tread pattern
Tires incorporate
effective tread
patterns for turningand stopping.

Bridgestone’s asymmetrical profiles and tread patterns are based on
extensive research into how tires make contact with the road surface.
Bridgestone Group engineers conducted a detailed analysis on theareas of the tire that heat up when turning and stopping. By using aneffective pattern in each of these areas, it is possible to securely driveon snowy, wet, and dry roads alike.

Bridgestone Group15

Asymmetrical profile

Multi-cell compound

Tire profiles let motorists drivewith peace of mind on snowy,
wet, and dry roads alike.

Air bubbles in the rubber help
remove the water film thatcauses slipping.

CSR Report 2012

Feature 1
Bridgestone products and technologies
that support a safe and secure society

to navigate such roads with peace of mind. Compact generators

Continuing research and development to assure greater safety

and sensors embedded in tires are used to analyze information

Comparison of braking distance on ice

about the road surface. In this way, the Contact Area Information
Sensing (CAIS) system contributes to the safety of driving on
winter roads. The system classifies road surface conditions into

Comparison of wet braking distanceone of seven categories in real time, even if those conditions
change suddenly due to an unexpected snowstorm or otherBridgestone’s latest winter tire, the REVO GZ, improves braking distance on
ice*1 by 12% and wet braking distance*2 by 9% compared to our previous
studless tire (the REVO 2).

development, and then quickly communicates that information to*1 Test conditions Test location: Bridgestone Hokkaido Proving Ground(icy road surface) / Driver: Company test driver / Initial braking speed:
30 km/h / Outside air temperature: -1.2°C to -1.1°C / Icy road surface
temperature: -1.9°C / Tire size: 215/60R16 95Q / Rims: 16×7J /Braking method: ABS brakes / Vehicle: Toyota Mark X (DBA-GRX125) /Displacement: 2,500 cc / Drive: 4WD / Inflation pressure: 230 kPa (front
and rear) / Passengers: Equivalent to 2
*2 Test conditions Test location: Bridgestone Hokkaido Proving Ground (wetstraight course [asphalt surface]) / Rims: 16×7J / Driver: Company test
driver / Initial braking speed: 80 km/h / Water temperature: 9.9°C to
10.1°C / Water depth: 2 mm / Tire size: 215/60R16 95Q / Braking
method: ABS brakes / Vehicle: Toyota Mark X (DBA-GRX120) /Displacement: 2,500 cc / Drive: Front-engine, rear-wheel-drive / Inflationpressure: 230 kPa (front and rear) / Passengers: Equivalent to 2

Hokkaido Company Limited in an effort to commercialize thisthe driver via an onboard display.
Currently, we have begun a joint study with Nexco-Engineeringsystem. We are working to place CAIS in snow and ice patrol cars
used on expressways to streamline winter road management.
Furthermore, we are studying the possibility of applying thetechnology to systems that would alert ordinary drivers todangerous road conditions. In February 2012, road surface
condition detection technology based on this CAIS concept
received the Tire Technology International Awards for Innovationand Excellence 2012 from Tire Technology International, a British
tire industry journal. The Bridgestone Group will continue tosupport the safety of our automobile-based society by

CAIS: Detecting road surface conditions
for tirescontributing to safe driving on winter roads through tires andsystem technologies.

Driving on snowy or frozen roads is inherently dangerous. The
Bridgestone Group is developing a system that will allow drivers

The global spread of studless tires
Today, awareness and demand for winter tires is surging in China and Russia, countries which both have a cold climate and snowfall along withrising car ownership. Previously in China, most drivers were not accustomed to switch between summer and winter tires, and car ownership
was limited to a small portion of the population. Today the number of drivers aware of winter tires continues to grow, and the BridgestoneGroup’s high-quality studless tires are attracting attention. Bridgestone Group will continue to promote safety in the world’s colder regions with

dev

elope

r

high quality studless tires.

In the words

of a

I’ll continue to conduct tests in thefield using all of our technologies sothat we can deliver superior safety.

Kento Hashimoto
Winter Tire
Development
Department

Bridgestone Group

Winter roads are not only characterized by frozen surfaces, but also soft anddeep snow, snow that has been packed hard by other cars, melting snow, wetsurfaces, and a variety of other conditions. I have worked hard to evaluate andsupport safety on these various surfaces and to bring to the market tires that
perform under these challenging conditions. In using the summer tires’
asymmetrical tread pattern technology on winter models, it was necessary toconsider the characteristics of icy roads. Additionally, it was not possible tosimply use that technology without modification of the extremely soft wintertires. We prepared countless types of tires to study groove placement, which
is important on icy roads, sometimes carving the tire grooves in the field toimprove the tread profile in a series of repeating tests and analyses. The resultof this process was the asymmetrical technology featured on our current
winter tire, the REVO GZ, which delivers peace of mind under a variety of roadsurface conditions.

16

CSR Report 2012

Bridgestone products that support a safe and secure society (3)Elastomeric seismic isolation rubber bearings
Elastomeric seismic isolation bearings
that only a rubber company can supply
support a safe and secure society

Seismic isolation
Force of earthquake transferred to building
Swaying

Swaying

Seismic isolation devices
Structure in which seismic isolation
devices (elastomeric seismic isolation
bearings, etc.) installed between thebuilding and its foundation cushion
against and absorb earthquake loads
so as to reduce inputs to the building

Bridgestone developed elastomeric seismic isolation bearings,
which can be used with peace of mind over the long term, bydrawing on rubber formulation technology, adhesion technology,
and durability assessment technology cultivated through thedevelopment of tires and rubber products. The Bridgestone

Deformation of laminatedrubber bearings

Group began developing the seismic isolation rubber bearings in
1980, as a rubber manufacturer promoting safety and security.

Seismic isolation structure for withstanding earthquakes

Seismically isolated structures and elastomericseismic isolation bearings
Structural technologies used to help buildings withstandsheeting. When installed on a building’s foundation, theseearthquakes include earthquake resistance, vibration damping,bearings absorb seismic energy and prevent the force of anand seismic isolation. Seismically isolated structures use

earthquake from being transferred to the building. In this way, theseismic isolation materials to prevent the vibrations of an

flexibility of the bearings allows them to deform and then revert toearthquake from being transferred to buildings. Compared totheir original shapestructures incorporating earthquake resistance or vibration

along their horizontal

damping, seismically isolated structures are more effective notaxis when an

only at preventing damage to columns, beams, and wall

earthquake occurs,materials, but also at keeping furnishings from falling over andreducing vibration andbecoming damaged.

protecting buildings

Out of a range of available seismic isolation materials, theand household

Bridgestone Group is focusing on a seismic isolation systemeffects.

using laminated rubber bearings (elastomeric seismic isolation

e-RB iron powder / viscous polymer plug rubber bearings

bearings) that consist of alternating layers of rubber and steel

de v

elope

r

*Load history dependence: The property by which stiffness and damping change during
repeated deformations or stiffness declines after the material experiences significant
deformation, preventing it from returning to its original level.

I n t h e wordsof a

Supporting everyday peace ofmind through elastomeric seismic
isolation bearings
Hideaki Kato
Seismic Isolation
Development Unit 1
Infrastructure Products
Development
Department

Bridgestone GroupIn addition to development capabilities cultivated as a leading company in the rubber
industry, Bridgestone’s strengths include materials formulation technologies that allow
in-house development of new materials and advanced simulation and analysis
technologies, which play an essential role in product development and quality control.
For example, since we used a new, proprietary damping material in our laminatedrubber bearings with iron powder/ viscous polymer admixture plugs, we had todevelop everything from scratch, including manufacturing methods and material
evaluation techniques. It was a very challenging process, but I believe we weresuccessful in taking advantage of Bridgestone’s strengths to develop a product thatmeets the needs of customers who have a high level of interest in the environment.
I look forward to continuing to provide an environment in which customers canenjoy peace of mind, by supplying high-quality elastomeric seismic isolation bearings
to more customers and remaining cognizant of the fact that these products support
customers’ security and safety.

17

CSR Report 2012

Feature 1
Bridgestone products and technologies
that support a safe and secure society

We are also working actively to develop new products thatisolation bearings, escaped major damage during the Great East

meet society’s needs. Our new H-RB (X0.6R) high-damping

Japan Earthquake in March 2011, allowing it to maintain its

laminated rubber bearings use a newly developed high-damping

firefighting functions and even to serve as a temporary evacuation

rubber material to deliver reduced load history dependence* andcenter for local victims of the disaster. Bridgestone elastomericimproved damping performance both properties that have longseismic isolation bearings are also being used to protect historicalbeen sought by designers of seismically isolated buildings.

buildings with high conservation value, including the Marunouchi

Thanks to these characteristics, which past materials have notside of Tokyo Station, The National Museum of Western Art, andoffered, engineers can expect to conduct more precise

the Osaka City Central Public Hall.

simulations during the design process. We also developed e-RB

We also cooperated with reconstruction efforts in Sumatra,iron powder / viscous polymer plug rubber bearings, which avoid

Indonesia, which suffered a major earthquake in 2009, by

the use of lead in order to lower the environmental impact of the

supplying elastomeric seismic isolation bearings through the NPObearings at the time of disposal.

Engineers without Borders. These bearings were used in the

All of our elastomeric seismic isolation bearing products haverebuilding of the headquarters of the provincial government inbeen developed to support safe and secure lifestyles based on aWest Sumatra so that it could serve as a refuge in the event of an

unique and proprietary approach that is made possible by theearthquake, contributing to the security and safety of residents.

Bridgestone Group’s passion for elastomeric seismic isolation

Going forward, the Bridgestone Group will continue to advancebearing materials, characteristics, and analytical techniques.

seismic isolation
technologies designed
to have a lower

Initiatives promoting use of seismicallyisolated structures

environmental impact,

The number of projects involving the installation of elastomericdevelop products thatseismic isolation bearings continues to increase with eachsupport a safe andpassing year, both inside and outside of Japan. For example, thesecure society, andFire Fighting Disaster Control Center in the city of Tome in Miyagi

bring them to markets

Prefecture, which utilized Bridgestone elastomeric seismic

worldwide.

Osaka City Central Public Hall

For future safety and security

The future as revealed by Non-Pneumatic (Airless) Concept tire
Introducing a tire without the risk of punctures
All tires are subject to the risk of going flat. The time has finally come to abandon thisway of thinking. The non-pneumatic (airless) concept tire announced by Bridgestone in2011 is a tire that does not need to be refilled with air.
In ordinary tires, air surrounded by rubber supports the car. However, airless tires do
not need air and are not made entirely of rubber. A unique structure of spokes
stretching along the inner sides of the tire* supports the weight of the vehicle, insteadof air, while absorbing shock from the ground.
Since they do not need air, these tires relieve drivers from concerns about low
inflation pressure and punctures. Although Bridgestone is still in the basic study phasefor lightweight, low-speed electric vehicles used in social welfare applications, it isclear that the new technology resolves various safety issues that have been associatedwith conventional tires.

Non-Pneumatic (Airless) Concept tires*Spokes extend from the center of the tire and are connected to its outer frame.

Changing the environment of the future with Non-Pneumatic(airless) Concept tires
The spoke structure within the tire is made from reusable thermoplastic resin. Along with the rubber used for the surface of thetire, the materials used in the tires are 100% recyclable. The environmentally friendly tires achieve the Bridgestone Group’s
goal of manufacturing all its products using recyclable resources (see “Using 100% sustainable materials” on page 20). Since
there is additionally no need to inflate these tires, they also excel in terms of reduced maintenance. The Bridgestone Group is
continuing research into the commercialization of airless tires based on the belief that it will be possible to achieve high levelsof environmental friendliness, safety, and comfort by promoting widespread use of these tires.

Bridgestone Group18

CSR Report 2012

Feature 2

Addressing global social issues
through business activities
In the course of developing its businesses globally, the Bridgestone Group supplies advanced and high-quality products tomeet the needs of people around the world.
In addition, the Group strives to address global social issues through its business activities so that it can contribute to therealization of a sustainable society taking into consideration for the social conditions in each country.

Establishing long-term environmental vision
As one of the world’s largest tire and rubber companies, theundertaking concrete environmental actions, the Group has

Bridgestone Group is aware that its initiatives have a significant

established a long-term environmental vision, targeting 2050

impact on the Earth’s environment. Reflecting its belief that it

and beyond.

can contribute to the realization of a sustainable society by

Long-term environmental vision targeting 2050 and beyond
The population is estimated to reach 9 billion by 2050. And byGroup has a responsibility for ensuring a constant and reliable

then there will be more than 2 billion vehicles on the world’s

supply of advanced and high-quality products to meet the needs

roads. That’s twice the number of vehicles in service today.

of people around the world. We set our environmental long-term

Our responsibility is to respond with integrity to the growing needvision targeting 2050 and beyond, based on the rationale that,for tires and other products and services that support society

while meeting the various needs in the market, we will work to

and improve the lives people around the world.

balance our operations with the earth’s capacity, maintaining

On the other hand, the development of mobility cannot be

harmony with nature.

considered in isolation from environmental issues such as climatechange, air pollution, and resource depletion. As a leading tire

Bridgestone Group Long-term Environmental Visioncompany, Bridgestone believes that it has a role andresponsibility to contribute to the realization of a sustainable
society. The Group refined its Environmental Mission Statementin 2011, announcing that it will pursue environmental activities
with the three goals of existing in harmony with nature, valuing
natural resources, and reducing CO2 emissions. In 2012, The

Biodiversity: Existing in harmony with nature
Resource conservation: Valuing natural resources
Low-carbon: Reducing CO2 emissions

Bridgestone Group19

CSR Report 2012

Feature 2
Addressing global social issues
through business activities

Long-term vision

Achieve 100% sustainable materials*.

The Bridgestone Group has identified the goal of

Approach to sustainable materials

achieving 100% sustainable materials as a way to value(1) R educe raw material consumption(enhance resource productivity).

Resource use

natural resources.

A
Increase the resource
consumption byincreasing demands

CA

Non-renewable materials(Business as usual)(2) Recycle resources and use effectively.

Action 1
B

Line ofecologicalcapacity(3) Expand and diversify renewable resources.

Reduce raw material consumption(enhance resource productivity)

Action 2

The Bridgestone Group is striving to achieve aAsustainable society throughout its businesses throughBsuch efforts as the half-weight tire project, thedevelopment and sale of tires with run-flat technology, theexpansion of the solution business utilizing tread

Recycled materials

B New input of renewable materials

Recycle resources anduse efficiently

B

Expand and diversify
renewable resources

C

Action 3

C

Current status

technologies, the improvement of natural rubber

A

2050 and beyond
BAU(Business as usual)

100% Sustainable
material

productivity, and the adoption of diversified technologies.
* The term “sustainable materials” as used by Bridgestone is based on the Company’s definition of materials that are not expected to be depleted should be continued, as opposed tofossil resources and other finite resources.

Long-term vision

Contribute to the globally-agreed target (reduce CO2 emissions by at least 50%).

The Bridgestone Group has established, and is working to

CO2 emissions per sales (tonne/100 million yen)achieve, Year 2020 objectives in preparation for theCO2 reductions in the product's life cycle

achievement of a sustainable society (35 reduction in CO2 per

CO2 reductions in the customer use
CO2 emissions

sales from the company’s total operations and its products’“after-use,” and improving tire rolling efficiency so that it
exceeds all other emissions in the product’s life cycle). The

Help achieve CO2 reductions
exceeding all other emissions
in the products’ life cycle.

Reduction(customer use)

Group has also set the goal of reducing its overall CO2
emissions by at least 50% based on the global objective ofhalving greenhouse gas emissions worldwide by 2050. As a

After-use

company involved with mobility, Bridgestone is working to

Logistics

reduce CO2 emissions and promote ecological conservation.

35% reduction

Manufacturing

Reduction(manufacturing)

Material purchasing

2005

Long-term vision

2020

In balance with nature

Following up on its adoption of Approach toward Biologicaland making up for such negative impacts through positive

Diversity in 2010, the Bridgestone Group in 2012 adopted “inactivities like preserving biodiversity in other ecosystems.

balance with nature” as its long-term vision for ecosystems. “In

The Bridgestone Group will pursue “in balance with nature”

balance with nature” refers to an approach that seeks to eliminate

initiatives to ensure its contribution to biodiversity will exceed theoverall ecosystem losses by minimizing impacts on biodiversity

negative impact on ecosystems of its business activities.

Bridgestone Group20CSR Report 2012

Achieving sustainability in local communities
and business operations
Succeeding together with local communities
The Bridgestone Group is involved in business activities at

the Group to play. The key is to create and foster mechanisms

approximately 180 facilities in 25 countries worldwide. In each ofthat revitalize local communities while playing a useful role in thethese countries, the Group has pursued community service

Group’s businesses. Bridgestone believes that this processactivities based on the belief that it is important to live together

embodies its contribution to a sustainable society.

with local residents and their communities.

This section introduces an activity that simultaneously facilitates

In these activities, Bridgestone consistently focuses on what

the development of the local community while securing a stable

the Group can do through its businesses to help resolve local

procurement of high-quality raw materials.

social issues, and on what roles those local communities expect

Indonesia

Regional support and a stable supply of raw materials in natural rubber procurement

The relationship between the Bridgestone Group’s
rubber tree farm and small-scale farms called“Smallholders”
Natural rubber is a major raw material in tire production.
The Bridgestone Group is one of only a few tire manufacturers to
own rubber tree farms, and the Group operates such facilities inIndonesia, the world’s second largest rubber producing country.
Smallholders account for the majority of natural rubber tree
cultivation in Indonesia. In general, they suffered from low
productivity of latex (sap of rubber tree and a raw material used in
the production of rubber) as well as fluctuation in quality andProviding highly productive natural rubber seedlings to smallholders

production volume, preventing them from maintaining stable
harvest volumes. A major cause of these challenges is that farms
have had few opportunities to learn properly how to grow highquality seedlings and use harvesting techniques. Bridgestone
Sumatra Rubber Estate (BSRE), which operates rubber tree farms
in Sumatra, Indonesia, provides highly productive natural rubber
seedlings free of charge and offers education and training intapping and grafting techniques in an effort to improve both thequality and volume of latex harvested by nearby smallholders. In
addition to offering economic support for such farms, theprogram helps stabilize the quality and volume of latex purchasedfrom smallholders by BSRE.

Donated natural rubber seedlings

Bridgestone Group21

CSR Report 2012

Feature 2
Addressing global social issues
through business activities

Providing natural rubber seedlings free of charge
BSRE began providing seedlings as a form of support forTraining for small-scale farmers

smallholders. The seedlings were highly productive clones,
bud grafted by the Group. Starting in 2001, the company beganoffering tens of thousands of seedlings annually, working in
conjunction with the World Agroforestry Centre, a research1.

organization supporting smallholders in Africa and Southeast

Numerous farmers
participate

Asia, and other organizations.

in each session.

Offering education and training in latex harvesting
and grafting techniques
Starting in 2008, BSRE began offering two new means ofsupport. The first consisted of providing tools and technicalassistance for tapping, the process by which a rubber tree is cut

2.

to harvest sap. There are a variety of techniques for maximizing
quality of sap over the long term, and these address such

Knowledge about natural rubber

aspects of the process as the angle and location where the cuts

trees is provided throughare made. Since many smallholders lacked that knowledge andclassroom instruction.

consequently used improper harvesting techniques that were
harder than necessary on the rubber trees, they were unable tocontinue harvesting sap as long as they ought to have been able.
BSRE continues to offer technical assistance for tapping so that
farms can harvest sap from each tree over the long term.

3.

The other new means of support consisted of technicalassistance for grafting. By grafting buds from highly productive

Individual farmers learn aboutclones onto seedlings grown from seeds of low-productive trees,

grafting techniques through a

it is possible to reliably increase the amount of sap. If smallholders

practical, hands-on approach.

having highly productive seedlings can graft successive seedlings
by themselves in order to grow highly productive rubber tree
seedlings, they will be able to maintain a high level of quality andproductivity on their own.
Thanks to highly productive seedlings and education andtraining in tapping and grafting techniques provided by BSRE,

4.

some smallholders were able to double the productivity per unit

Guidance is offered on properarea of their natural rubber trees. In this way, the quality andtapping (sap harvesting)volume of the sap increased, boosting their income.

methods.

5.
Instructors also explain how totreat root diseases of natural
Training in grafting techniques

Bridgestone Grouprubber trees.

22

CSR Report 2012

Initiatives continue to expand
Following the success of the initiatives in Sumatra, Bridgestone
Kalimantan Plantation (BSKP) began a similar program in 2008.
By providing highly productive natural rubber seedlings andoffering education and training in tapping techniques, thecompany has improved the productivity of smallholders in
Kalimantan. BSKP also offers training in grafting methods andmaintenance of natural rubber trees.
Bridgestone began a similar program in the Republic of Liberia
in Africa in 2006. While assuring stable procurement of highquality raw materials for the Bridgestone Group, initiatives
designed to facilitate the development of local communities
through the improvement of productivity and quality are taking
root in local communities across the country.
A farmer receives guidance in how to graft a tree.

A grafted seedling (top)and a tree after grafting(bottom)

l far
mer

Before (left) and after (right) proper tappingloca

In the words ofaHelping smallholders make their
dreams come true by continuing
this program

Abdus Salam
Chairman,
Malintang Sejahtera(the local farmers’
association)

Bridgestone GroupWe are extremely grateful for the program that allows us to receive benefits suchas natural rubber seedlings and instruction in tapping and grafting techniquesfrom BSRE. I believe that this effort is helping smallholders master an extensive
range of knowledge, including the management methods that are needed inorder to operate a successful rubber farm. We hope that this support willcontinue over the long term. Thanks to this program, farmers’ incomes haverisen, and their standard of living has improved. It is my heartfelt hope that
smallholders will be able to implement better rubber farms through thecontinuation of this program.

23

CSR Report 2012

man
ag e

r

Feature 2
Addressing global social issues
through business activities

fal

o

ca l

I n t h e wo r d s oExpanding support while improving
communication

Ferry Samosir

Swisscontact is an NPO that is involved with projects that support small-scalerubber farms in Indonesia by working with BSRE. I believe that the support
BSRE provides to rubber farms is an ideal program. BSRE’s training goesbeyond instruction in tapping and grafting techniques to provide the knowledge
to operate a rubber farm, and it is generating extremely good results forsmallholders. Another major benefit is that farms can gain a direct understandingof customers’ needs from BSRE through training, which is helpful because they
don’t have contact with customers since latex is usually sold through Dealers. I
hope that this type of support is expanded in the future while improving
communication with smallholders.

Project Manager,
Swisscontact

Fostering the development of local communities and the Bridgestone GroupBy disseminating techniques for cultivating highly productive,

Going forward, the Bridgestone Group will continue andhigh-quality natural rubber trees throughout society instead of

expand initiatives like these as it creates models through its

keeping them under wraps internally, the Bridgestone Group isbusinesses that allow local communities and the Group to growseeking to resolve social issues through its business operations

and develop together in every region.

and foster the development of local communities and the Group
together.
Initiatives that have continued since 2001 are steadily bearing
fruit. Increases in the amount of latex harvested by smallholder
have led to increases in Indonesia’s overall natural rubber
production volumes, and Bridgestone received a letter of thanksfrom the Rubber Association of Indonesia in 2011 recognizing thedevelopment of the country’s natural rubber industry.
Letter of thanks from the
Rubber Association ofIndonesia

Striving to utilize the Group’s total resources to solve social issues

The Bridgestone Group, which has operations in countries andresults through coordinated, Group-wide initiatives in theregions around the world, believes that working to solve social

manner of our long-term environmental objectives, while theissues globally is part of its social responsibility. We recognize

latter consists of efforts to build and maintain sustainable

that certain issues demand a coordinated response led by the

relationships with local communities in the manner of theGroup as a whole, while others need to be addressed by

support we offer smallholders in Indonesia for cultivating natural

individual facilities based on an understanding of local conditions

rubber trees. Going forward, the Bridgestone Group willin that country or region. The former involves the pursuit ofcontinue to work to address social issues in these two domains.

Bridgestone Group24

CSR Report 2012

Feature 3

Initiatives aiming to live together with local
communities in various countries
Bridgestone Group companies around the world are involved in the activities to address a variety of issues in the local
communities of which they are a part. To fulfill the responsibility as a company having operations in those communities, wehave been working with each community to solve the issues they face.

Supporting local residents’ daily lives
among the village residents regarding health and hygiene, theIndia
Helping the local community
bring healthy tomorrowcompany handed out pamphlets and displayed posters inIndore★

villages. BSID employees set up venues and were actively

India

involved in assisting the operation of the health awarenessprogram. Residents who gathered for the consultations received

Health Awareness Campaign for local residents

a good amount of knowledge regarding managing drinking water
Indore District is located in southwestern Madhya Pradesh

in order to prevent infectious disease. At the end of the program,around the center of the Indian subcontinent. The villages nearparticipants received water-purifying chlorine tablets withthe plant operated by Bridgestone India Private Limited (BSID) in

instructions about how to use them.

the district capital of Indore, which has a population of
approximately 1.6 million, have long struggled with infectious

Evolution of the health consultation program

diseases such as dengue fever, malaria and cholera, all of which

In an effort to increase the penetration of the program, in the second

are enabled by inadequate education about public health. In

year, BSID employees went door to door before each session andaddition to the lack of opportunities for learning about health andinvited residents to stop by the venue. They explained that the

hygiene, lagging development of medical infrastructure has badly

meeting included simple topics that would teach participants to

influenced the spread of various diseases.

purify the water used in their daily lives. When residents remained
hesitant, the employees explained the importance of understanding

Driven by the realization that its plant cannot be healthy if theregion is not healthy, BSID launched a health and hygiene

how to avoid getting sick while showing them pamphlets andawareness program in 2009 after considering what it could do tophotographs of the previous year’s sessions.
As a result of this steady, step-by-step approach, the number

best assist the local community. In an effort to spark interestof participants from the village has increased over time, prompting
extensive coverage by local media.

I was encouraged by participants’ smiles.

Based on the experience, knowledge, and feedback the

Dr. Sharma

participants gained prior to May 2011, the company further

Chief Medical Officer, Bridgestone India
As a member of the community, I was able to gain a deep
understanding of the problems of the village residents byparticipating in the physical checkup program. This realization
was made possible by the efforts of the hospital doctors andother health professionals who supported the program.
Additionally, the smiles of the children and women who
participated in the counseling energized and inspired me.
I am confident that by bringing enthusiastic smiles toparticipants’ faces and enthusiasm to the employees
participating voluntarily in the program, we can continue it in2012 and beyond.

Bridgestone Group

Physical checkup program

Health Awareness Campaign
with the village residents

25

CSR Report 2012

Feature 3
Initiatives aiming to live together withlocal communities in various countries

focused the program into a physical checkup initiative.

This program is a major driver of
improved public health knowledge.

Gynecologists, dentists, internists, orthopedic surgeons, andcardiovascular surgeons were invited to participate in the new

Lakhan Patel

program. BSID employees provided support by working in

Sarpanch (Head of Village Governing Body), Kali Billod

advance to increase local awareness of the program, setting up

I would like to express my appreciation by saying “Thank you”
for what the people of BSID have done for people in our village
through their physical checkup and health awareness program.
I believe that the valuable, health-related knowledge andempathetic advice that participants received will serve as anopportunity for village residents to think about and take care of
the health of themselves and their families. By spreading thisknowledge beyond our own village to other nearby
communities, we can improve the area’s overall level of healthand hygiene. I hope BSID will continue to offer this support for
our younger generation.

venues, and assisting in event operation.
The physical checkup program was launched in the village of
Kheda near the Indore Plant and expanded to the three nearby
villages of Khandwa, Sagore, and Kali Billod. A large number ofvillage residents participated, with a total of 1,552 –men andwomen alike of all ages– coming to the venue over the five-day
program. Public health consultations were also held, andparticipants continued to ask questions enthusiastically even after
the scheduled ending time had passed.
Five physical checkup sessions were held in 2011. A physicalcheckup program specifically for women and infants was

gynecologists and advice about the importance of hygiene,

launched in January 2012, including health checks bynutritious meals, and regular physical checkups.

confections, packaging gifts,

Venezuela
Helping people of the village gain
the skills to earn income

and repairing electronics. As★
Valencia
Venezuela

the initiative continues, thenumber of cases where astudent’s training helps them

Offering vocational training to the community

find employment –for

In Venezuela where the unemployment rate is high, it isexample, students who took

particularly difficult for women to find a stable job, leaving many

the nail care course anddependent on the incomes of their husbands or partners.

then got jobs at beauty salons– is increasing.

Offering vocational training

Reacting to this state of affairs, Bridgestone Firestone Venezolana

BFVZ will continue its vocational training project in the future so(BFVZ) launched a vocational training project in 2008 to help people

that many people can find stable jobs where they can use theselearn useful skills by offering a variety of free courses for family

newly taught skills.
tmembers of employees and others unemployed or with unstable
par
ticip
an

jobs in the community. The various skills are targeted to help them
independently earn an income and increase their quality of life.

In the words

The courses allow participants to master a broad range ofskills, including nail care techniques and the production of jewelry,

I want the program to becontinued for the benefit ofothers who want to learn.
Jenny Dazacraft products, clothing, and accessories. Approximately 300

I had a very good teacher in my BFVZ course and learned quite
a bit. But there are a lot of people like me who want to study insuch a course so that they can increase their householdincome, even by a little. I hope that BFVZ will keep offering
these courses.

people have taken the courses, each of which totals 90 hours of
instruction offered two days per month over a span of six months.
A series of new courses was introduced in 2012 to teach skills
such as making handcrafted soap and woodwork, making

Bridgestone Group

of a

26

CSR Report 2012

Offering aid to disaster victims
Japan
Aiding in the earthquake recovery
Volunteer response to the Great East Japan
Earthquake

Prefecture, until August digging mud out of gutters, shoveling it
into sandbags, and carrying them away in order to restore

Iwate
Rikuzentakata
Prefecture
Kesennuma
MiyagiPrefecture Ishinomaki
Sendai
OshikaPeninsuladrainage in damaged areas.

Ensuring that volunteer activities continue over thelong term

The Bridgestone Group’s volunteer response in support of recovery

By September, the number of areas in Ishinomaki where thefor disaster-stricken areas started in April 2011, when transportation

gutters needed to be cleaned had declined significantly, so thelinks to the Tohoku region were reestablished. The first team to offer

team of disaster recovery volunteers moved its base of activities

assistance consisted of 20 individuals, most of whom worked forto the Oshika Peninsula. The area is one of the famous places in

the Corporate Communications Division of Bridgestone Corporation.

Japan where oysters are raised, but volunteers found fishing gear

The team performed work such as cleaning up debris that was

cast up on mountains and fishing boats turned over in valleys.

scattered in the areas affected by the disaster and assisting in

Fishermen asked them to help with tasks including recovering

understaffed efforts to remove furniture from disaster victims’ homes

fishing gear, moving boats, and making weights to secure oyster

and clean up discarded items. One participant notes, “There wererafts, efforts which continued until November.
In January 2012, the teams resumed activities in the cities ofso many things to do. I first understood how big a disaster this was

Kesennuma, Miyagi Prefecture, and Rikuzentakata, Iwate

when I visited the site.”

Prefecture, where they worked to remove debris and enable theStarting in May, we began recruiting volunteers from among theemployees of all domestic Group companies and their families.

resumption of oyster farming. Participation in the effort, which

Teams worked primarily in the city of Ishinomaki, Miyagi

lasted until March 31, 2012, reached a total of 628 volunteers inRemoving tsunami-damaged tatami mats from houses (Iwanuma)

Attaching ropes to anchors for oyster rafts (Oshika Peninsula)

Removing mud deposited by the tsunami in gutters (Ishinomaki)

Helping hold events for evacuees in the Tokyo area

Bridgestone Group27

CSR Report 2012

Feature 3
Initiatives aiming to live together withlocal communities in various countries

22 teams. The needs of disaster-stricken areas are continuously

I feel signs of recovery every time I visit
one of the areas stricken by the disaster.

changing from help with cleanup efforts to livelihood support for
victims and assistance to help the industry recover. Going forward,

Giza Emil

Bridgestone will continue to offer assistance needed by these

Reinforcement Material Development Department, Bridgestone

areas, like restoration of the natural environment for example.

When I wanted to participate in volunteer activities after seeing
the disaster but felt that it would be difficult to do so on myown, I was able to take action thanks to the support of thecompany in the form of this program. I participated in a total of
10 volunteer efforts from May 2011 to April 2012. I felt thesolidarity of the Bridgestone Group when I saw how people
with completely different workplaces and job skills could work
together on the same team, showing an incredible degree ofteamwork that belies the fact that they were meeting eachother for the first time. At first, I was shocked by the extent of
the damage, which exceeded what I had seen on media. But
each time I return, I realize how life is slowly returning tonormal, with residents coming back and debris being cleaned
up. I hope that the Bridgestone Group will continue to play auseful role in disaster-stricken areas in the future.

There are a large number of Bridgestone employees who wantto visit to disaster-stricken areas but are unable to do so for avariety of reasons. For those employees, volunteer activities in theTokyo metropolitan area have been arranged. For example, weare cooperating in the healthcare events orchestrated by NPOs
for Fukushima Prefecture residents who have evacuated to theTokyo region. In 2011, Bridgestone volunteers oversaw a gamingarea at four events, and in 2012, we plan to hold events that offer
a place for evacuees who are now living in Tokyo to meet otherevacuees from the same towns and cities so that they can share
their concerns and worries and seek advice.

ThailandRecovery assistance from employees
driven by enthusiasm

ThailandResponse and recovery assistance in theaftermath of flooding in Thailand (Thai Bridgestone Co.,Ltd.)
Flooding began in Thailand in July 2011, less than half a year after
the Great East Japan Earthquake, and continued to cause
extensive damage in the Chao Phraya River basin for five months.
Seven industrial parks sat under water for about 40 days, forcing
numerous local companies to halt production.
Delivering relief supplies to a flooded area

Management and employees at Thai Bridgestone Co., Ltd.,

Donating supplies that had
been packed in bags by
employees(TBSC) worked together to minimize damage by reinforcing theplant’s flood control wall and placing sandbags in accordancewith the company’s prepared business continuity plan (BCP).
Even as TBSC worked to continue its business operations,
including restarting production, the company began offering
recovery assistance to the local community. The entire areaaround the plants suffered from the disaster, and recovery andreconstruction efforts were due to the hard work of every

threatened adjacent communities, into bags by themselves andindividual, employee and local resident alike. TBSC was ready todelivered them to people and business partners in those

provide emergency supplies such as food and other necessities,

communities over flooded roads using four-wheel drive vehicles

but the problem was that all transportation networks had been

and boats. Safety-conscious efforts to deliver supplies to thedamaged by the flooding, leaving no way to deliver supplies. Still,areas that had been isolated by the flooding were supported by

TBSC’s employees did not give up. They packed the food andtheir perseverance and enthusiasm and continued until the end ofother necessities, which they had purchased when floodwaters

November, when the flooding began to recede.

Bridgestone Group28

CSR Report 2012

The Bridgestone Group’s Role in Achieving a Sustainable Society:Dialog with CSR Experts
We invited experts in the field to share their views on what Bridgestone can and should do to facilitate thedevelopment of a sustainable society (at a meeting held on April 4, 2012).

CSR as the heart of a company’s activities

forward.
Adachi: I believe Bridgestone Group is implementing several
initiatives in a manner that is appropriate to a leading company,
but it is the lot of global companies that their decisions andactivities hugely impact the environment and society.
I believe that the key to pursuing a more robust CSR programlies in the ability to discuss
not only positive but also
negative impacts internallywithout any sense of taboo,
and to disclose theassociated processes. If you
peruse overseas CSR reports,
you will notice that somecompanies use a section entitled “Dilemmas” to highlight theadverse impacts of their corporate activities. By indicating theextent and limits of their capabilities based on actual informationin response to external demands, those companies will be better
able to properly disclose information about negative impacts.
As a result, they receive a certain amount of praise for fulfilling
their accountability.
Tsuya: I understand. The continued viability of companies that failto properly recognize problems and think about how to address
them and how to explain them to society will be called into
question. Since there is room to examine the methods andprocesses by which we can do that, I’d like to do so while
receiving input from both inside and outside the company.

Tsuya: The Bridgestone Group refined its entire corporate
philosophy, The Bridgestone Essence, last March. We adopted our
founder’s goal of “Serving Society with Superior Quality” as our
mission and outlined four basic stances as the foundation of defining
an appropriate level of awareness to be maintained by executives
and employees so that this mission can be accomplished.
I believe we succeeded in refining the corporate philosophy thathas been passed down from the time of our founding into a simple
format that will resonate throughout the world.
CSR exists as a means of realizing The Bridgestone Essence, therefined corporate philosophy. Our group’s CSR is at the heart ofmanagement itself, and increasing the level of those activities boosts
the capability of the entire Group and brings us closer to our ideals.
The Group established 22 CSR Focus Points to serve as aGroup-wide common
language that would guide thepursuit of consistent,
steadfast CSR activities.
Group-wide activities havebeen identified as“compulsory exercises,” andwe encourage acomplementary program of “free exercises” to address regionspecific social expectations and requirements.
Last year’s main CSR initiatives were part of a self-assessmentof Group companies’ progress in implementing CSR activities anda review of how well Bridgestone’s CSR activities comply with ISO
26000. Although the self-assessment indicated that objectives
were being met in most issue areas, some companies’ efforts
were found to be lagging, and we have launched initiatives
accordingly to make improvements in those areas. Our review ofISO 26000 compliance indicated that most guidelines were being
followed, but we discovered some areas where initiatives need to
be strengthened. We will prioritize and address these areas going

Bridgestone Group

Earthquake reconstruction assistance:
A sustained initiative
Nishigai: Although we halted production at five plants in the
Kanto region immediately after the Great East Japan Earthquake
on March 11, 2011, we were able to resume production at allplants by March 25 due to the lack of significant damage. I
believe that our success in minimizing damage can, in part, be

29

CSR Report 2012

Dialog with CSR Experts

Experts

Participants (organizational affiliations and titles current at time of meeting)

Eiichiro Adachi

Kaori Kuroda

Sachiko Takami

Kikuko Tatsumi

Facilitator

Counselor,and Head of ESG Research Center,
The Japan Research Institute, Limited

Executive Director,
CSO Network Japan

Chief Executive,
The Natural Step Japan

Board Member,
Nippon Association of Consumer
Specialists

Mitsuo Ogawa

Masaaki Tsuya

Kazuhisa Nishigai

Narumi Zaitsu

Yoshiyuki Morimoto

Akihiro Eto

Naomi Eto

CEO and
Representative Board Member

COO and
Representative Board Member

Vice President and Senior Officer
Member of the Board
Responsible for Quality Management
Concurrently responsible for Global
Logistics Center

Vice President and Senior Officer
Member of the Board
Responsible for Products
Development
Concurrently responsible for
Production Technology

Vice President and Officer, CFO, and CCO
Manager, Corporate Management Office
Officer in Charge of Internal Auditing
Officer in Charge of Corporate
Communications andMotorsport Production Technology

Vice President andOfficer, in Charge ofEnvironmental Affairs

Bridgestone

President, Craig Consulting

traced back to the trying experience we had with a large fire at
our Tochigi Plant in 2003. In the aftermath of that disaster, we
actively developed a business continuity plan (BCP) that included
such measures as earthquake-resistant construction based onwhat we had learned.
In terms of assistance to disaster-stricken areas, we supplied
products needed in the recovery effort on a priority basis, donateda total of 277 million yen from throughout the Group, and donatedbicycles, sleeping gear, and other supplies worth 100 million yen.
We also formed teams of employee volunteers that allowed a totalof 628 employees to participate in local assistance efforts by thisMarch. We’re also
participating in the Wings ofDream Project, which offers
assistance to children wholost their parents in theearthquake. We’re involved inthis project with theunderstanding that our
support will continue until these children reach adulthood.
We also pursued reductions in power consumption to help deal
with power shortages during the summer after the earthquake,successfully lowering power use by 37% compared to our goal ofa 25% year-on-year reduction during the third quarter of 2011.
Adachi: I think the reconstruction assistance program has yielded
a number of remarkable successes. But what these areas wantmost right now is a vision for long-term reconstruction initiated bycompanies and government. Though there remains a question ofwhether to keep production facilities in Japan as a key issue inthe manufacturing industry, in light of current conditions, somecompanies have made the great decision to relocate such
facilities to disaster-stricken areas or to expand facilities in thoseareas. I would ask Bridgestone to make a long-term commitment
to disaster-stricken areas in an operational area of its choosing.
Tsuya: I believe that the process of creating high-value-added

Bridgestone Group

products and services leads to the creation of newopportunities. Whether in business or social activities, it’s best
not to give up easily once you embark on a course of action. In
our support for the Wings of Dream Project, we must continue
to provide that assistance until the children who have lost theirfamilies become adults.

Technical guidance and human resources
development for natural rubber farms:
Contributing to local communities
Zaitsu: The assistance to small-scale rubber farms in the vicinityof our natural rubber plantation in Sumatra, Indonesia, began in
2001. Through this program, we are donating highly productive
natural rubber seedlings, offering guidance in cultivation
techniques, donating tapping tools, and offering other technicalguidance. As a result, the productivity of natural rubber trees atsome of these smallholders has increased compared to previous
levels by almost double. The Group has benefited from an ability
to procure a stable supply of high-quality natural rubber fromthese farmers, and the improvements have helped create asustainable relationship with the local community.
In 1981, we established a technical training school on the siteof our Bekasi Plant in Indonesia in order to spur human resources
development at the request of the Indonesian government. The
students, who are high-school graduates, receive a free-ofcharge education in subjects
such as machinery, electricalequipment, and foreign
languages over a period of
two years. They are free topursue any career they wish
after graduation, and so far
more than 600 graduates
have found employment as technicians in a variety of industries,
including at Bridgestone Group companies. The success of this30

CSR Report 2012

program as a long-term initiative was recognized by the Indonesia

Takami: I believe that when communicating to the public about

Ministry of Industry and Trade in 2010.

CSR activities, it is important to explain them using a single,

Kuroda: When I visited Indonesia this March, I had theopportunity to have a telephone conference with the manager ofa Bridgestone subsidiary that operates a rubber farm, and I also
visited the technical training school. I would like to introduce theactivities being pursued by your rubber farm to other companies
as praiseworthy examples of initiatives in the area of “community
involvement and development,” a core topic for ISO 26000. I havethe impression that these activities create a win-win-win
relationship for Bridgestone’s local subsidiary, the local
community, and employees of small-scale farms and their family
members.
If I may make a suggestion, it would be that these initiatives
be disclosed as efforts undertaken not only by Bridgestone, butalso in concert with a variety of stakeholders including local
residents, government, and NGOs. I also had the opportunity to
speak with a number of students at the technical training school,
and I got the feeling that all of them had a high level ofawareness and that they were receiving a good education.
Despite the fact that
Bridgestone isengaged in a forwardlooking humanresourcesdevelopment initiativethat contributes not
only to the company
but also to society at large, the company has been very
reserved in the way it communicates that program to the generalpublic. I think it would be entirely appropriate to publicly
promote the program more actively.
Zaitsu: It will be very informative to look at the Group’s activities
not only from our own point of view, but also from the point ofview of the local communities in which they are unfolding.
Additionally, I think we need to consider whether our style ofcommunication has been too reserved.
Eto (Akihiro): I think it is important to lay out a clear direction,
undertake activities based on that direction, organize information
about those activities, andcommunicate it in a mannerthat is easily understood by
the target audience, in otherwords, to skillfully match themethods by which activities
are promoted to the reality of
their execution. Additionally,
while there are limits to the scope of activities that we canundertake on our own, it is possible to go beyond those limits byworking together with the community. To date, we have done ourbest to pursue initiatives conceived so as not to exceed our own
capabilities, and I feel that it will be important in the future to
expand our own vision and identify the position of our activities in
the context of the entire community.

coherent narrative that extends from the reason for the initiative to
its results. By structuring the explanation as a narrative, it ispossible to stimulate the audience’s interest. If the explanation ispresented in a fragmentary manner so that the connection
between the motivation and the results is unclear, the audience
will not be interested. For example, a chain of hamburger
restaurants in Sweden recently made public an initiative based onan easily understood narrative: an investigation of a hamburger’s
impact on global warming throughout its life cycle revealed that
70% of that impact stems from the production of the beef. Yet it’s
not realistic for the chain to stop selling beef hamburgers, so thecompany began including information about CO2 emissions for

Bridgestone Groupeverything on the menu so that their customers would be able tochoose menu items with lower global warming impacts. After the
chain introduced a variety of measures such as switching to wind
power for all of its restaurants’ electricity use, sales of menu itemswith lower global warming impacts increased 12%, and thecompany gained numerous fans. As a result, the company’s
overall sales rose, and it took the top place in an environmental
magazine’s rankings for its industry. Surely it can be said that
constructing a narrative rather than communicating initiatives
individually promotes understanding and empathy.

Communicating with consumers througha labelling system
Eto (Akihiro): I’d like to talk a bit about a labelling system thatprovides information consumers need to make intelligent
purchase decisions. This labelling system was drawn up by theJapan Automobile Tyre Manufacturers Association (JATMA) as avoluntary standard in 2010. The system calls for tire labelling toindicate two inherently conflicting performance goals: the tire’s
fuel efficiency, which is its rolling resistance coefficient, and thetire’s braking distance on a wet surface, which is its wet grip
performance. This labelling allows consumers to purchaseproducts that balance environmental performance and safety byletting them compare the two types of performance in an
objective manner. Starting this November, a similar labellingsystem will be introduced in Europe. The Bridgestone Group willcontinue to strive to provide even more easily understoodinformation to consumers.
Tatsumi: I believe that this activity is an excellent one, but at thesame time, there are not many consumers who possess a deep
understanding of the impact of tires on fuel economy and safety.
It seems, rather, that many consumers consider fuel economy to
be a function of engine performance and instead base their tire
purchases solely on price. I would request that in addition toactively promoting the fuel efficiency and safety of tires,
Bridgestone further spread the adoption of this labelling system
and work to increase the average consumer’s understanding oftires. Consumers will begin to take an interest in these issues only
when labelling that explicitly quantifies fuel efficiency and safety
can be found on many products.

31

CSR Report 2012

Dialog with CSR Experts

Morimoto: When the voluntary standard was established, weto help ease the current overconcentration of natural rubber
cultivation, and it would also have the benefit of allowing local

were very hopeful that the entire industry would come together tocontribute to the environment by promoting widespread use of
fuel-efficient tires. In order to communicate the environmental
benefits of these tires to consumers in a clearer manner, I would
like to ascertain the penetration rate of environmentally friendly,
fuel-efficient tires and pursue additional initiatives accordingly.

production and local consumption of rubber in North America. We
are planning to start trial production by 2015.
Takami: I believe that by establishing long-term objectives related
to the environment and making use of the technique of
backcasting, Bridgestone has been able to articulate a destination
as well as the road leading to it. However, experts tell us that inorder to keep the increase in temperature to 2 degrees or less,
CO2 emissions must be slashed 50% to 85% worldwide, andeliminated entirely in developed nations by 2050. It may benecessary to reexamine Bridgestone’s thinking in this area in lightof this forecast.
Eto (Naomi): I would like to reexamine our CO2 reduction targets.

Communication through the Environmental Mission
Statement: Long-term environmental objectives
Eto (Naomi): Last May, we refined our Environmental Mission
Statement to make it easier to understand through the use of
simpler language. The Environmental Mission Statement serves
as the foundation of the Bridgestone Group’s environmental
activities, and it clarifies the general direction of the policies bywhich we will achieve our goal: ecological conservation, resource
conservation and reducing carbon emissions. Additionally, when
we think about environmental communications, it is necessary torecognize the impact of our business operations on theenvironment.
The Group is deeply involved with the automobile industry.
Automobiles are essential to the development of industry, but theyalso have an impact on the environment. Many resources areused in the manufacture of tires, and these tires impact theenvironment at the time of their disposal. They also have an
impact on energy
consumption when they areused.
Consequently, we havesignificant influence on theenvironment as the world’s
largest tire and rubber
manufacturer, and we haveestablished a long-term environmental vision based on our
obligation to contribute to sustainability through our businessactivities. Specifically, we adopted three priorities with a focus on
2050 and beyond: achieving 100% sustainable materials,
contributing to the globally-agreed target (reducing CO2 emissions

Takami: Please do. It would
be ideal to have an ambitious
objective as well as a narrative
for getting there. It would also
be interesting if a narrative
could be developed in thearea of biodiversity.
Morimoto: I would like toconsider various possibilities for a more multifaceted narrative as
we strive to achieve 100% sustainable materials.
Nishigai: Promoting tires manufactured from sustainable
materials is an issue we need to consider in the future.
Adachi: More than 100 participants from local companies joinedin the CSR seminar that we held in Beijing this year. In adivergence from past precedence, I feel that CSR awareness isincreasing rapidly in countries such as China and India. In fact,
there are many areas where I think they are looking more toward
the future than we are.
I would like to see Japanese companies reassess their belief
that Asian consumers want only mass-market, inexpensive
products and instead more aggressively promote the fact that, asJapanese companies, they are manufacturing high-quality
products engineered with an eye toward sustainability, thereby
asking for the support of those Asian consumers.
Kuroda: The ISO 26000 standard is being actively embraced by
Asian countries, too. Local communities are microcosms of larger
societies — they have environmental problems and struggle witha variety of issues. I hope to see the Bridgestone Group foster
awareness both domestically and overseas that aligns the Group
with initiatives dedicated to ensuring coexistence with local
communities, even as it moves to address these issues as amember of the community.

by at least 50%) as a means of combating climate change, andexisting in balance with nature. In addition to working to promotetires with run-flat technology and offering solutions using retread
tires (among other measures) in order to reduce CO2 emissions
and assure effective use of resources, we are also involved in a
number of trials such as developing a natural rubber resource
known as guayule.
Morimoto: Guayule is aperennial grown in North
America. Having realized thatit can serve as a raw material
for natural rubber with thesame performance as therubber tree, we are pursuingresearch into cultivation and processing technologies for theplant. If the process can be commercialized, it can be expected

Bridgestone Group

Today we have received valuable advice as well as some usefulhints for our future CSR activities. Thank you all for yourthoughtful input.

32

CSR Report 2012

Initiatives Related to
the 22 CSR Focus Points
The Bridgestone Group has identified 22 CSR focus points as a way to remain committed to our unwavering CSR activities
throughout the Group.
Following the 22 CSR Focus Points, we engage in CSR activities in the context of PDCA (“plan,” “do,” “check,” “act”)
process in order to achieve the objectives outlined in the Group’s Mid-term Management plan.

What are the 22 CSR Focus Points?
The 22 CSR Focus Points were identified in 2007 to serve as a

CSR activities, based on these instructions, are achieved

common language that would guide discussions surrounding ourthrough the PDCA process in order to attain the objectives

CSR initiatives, which are organized according to threeoutlined in our Mid-term Management plan.

perspectives: importance to society, importance to the

In 2011, we reviewed progress in activities for each focus point

Bridgestone Group and progress by the Group in taking theby having Group companies perform a CSR self-check. We also

necessary measures.

deepened the reach of our CSR activities by comparing theStarting in 2009, we identified specific objectives, directions andprovisions of ISO 26000 with the level of those activities.

approaches as a means of achieving the ideal states outlined ineach of the 22 CSR Focus Points.

Bridgestone Group33

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22 CSR Focus Points and Bridgestone’s Ideal State for the Future
From P35

Fundamental CSR activities

1

Securing stable profits as a businessTo secure stable revenue and profits for the company to allow the ongoing development of its businesses
while contributing to social and environmental sustainability

2

Ensuring a thorough understanding of andadherence to complianceTo build a foundation for relationships of trust with all stakeholders through better business practices
based and to make ethical decisions, adhering to all laws and in-house rules, practicing proper businessethics, and acting in accordance with company values and decision-making standards

3

Ensuring business continuity

To work first and foremost to prevent and avoid risks; when potential risks become adverse events, tolimit damage, protect the safety and profits of stakeholders and minimize the impact on society

4Communicating with stakeholders

To engage in open and honest communication with stakeholders and bring their input to bear oncompany activities

From P39

CSR through business activities

5 Providing attractive, high-quality products
and services

Customers

6 Technological innovation that generates new value To respond to the issues society is facing through technological innovation and providing valuable
products and services to society that customers can enjoy

7 Development of products and services based on

To continuously assess whether the value we provide measures up to customer expectations throughdialog with our customers and to apply those research findings to improve our products and services

8 Commitment to fair business practices and

To enforce standards throughout the Group to make certain that all applicable national laws and Groupprinciples related to fair business practices and competition are observed based on an understanding of
the Group’s responsibilities as a corporate citizen

9 Fair procurement activities

To build and maintain fair and equal relationships with suppliers

customers’ voices

Suppliers

competition

Shareholders

To provide products and services of outstanding quality throughout the supply chain by embracing themission of “serving society with superior quality” and striving to achieve an even better quality system byadopting the customer’s perspective at Group companies worldwide

10 Enhancing CSR procurement

To strive to enhance our CSR activities throughout the supply chain, including suppliers

11 Returning profits by enhancing corporate value

To strive to improve future business performance and encourage business development based on anunderstanding that shareholder profits are a key priority

12 Disclosing information in a timely and

To communicate a synopsis of the Group’s management and business activities, along with a fairevaluation of its value, through the timely and appropriate disclosure of information

appropriate manner

From P47

CSR through environmental activities

13

Contributing to the conservation of theenvironment through products and services

14

To pursue business activities in a way that contributes to exist in harmony with nature, to value natural
Contributing to the conservation of theresources, and to reduce CO2 emissions throughout all aspects of the manufacturing process, including
environment throughout the supply chain(procurement, production, distribution, and sales) procurement, manufacturing, logistic and sales

15

Contributing to the environment throughsocial activities

To work with customers to lower environmental impacts and to offer customers worldwide products andservices that help existing in harmony with nature, valuing natural resources and reducing CO2 emissions

To help achieve a sustainable society through social activities that strive to exist in harmony with nature,
to value natural resources, and to reduce CO2 emissions

From P53

Employees

CSR from a social standpoint

16 Continued Enhancement of Job Satisfaction and pride

To foster a workplace encourage employees growth and job satisfaction through their work

17 Enhancing workplace safety and health,

To maintain safe, accident-free workplaces, and to foster an environment in which employees canenhance their skills by promoting physical and mental health

18 Respect for diversity

To contribute to a working environment in which individuals who have diverse values andpersonalities can work comfortably and demonstrate their abilities, by doing so, to improve employee
satisfaction, activating and improving the company, and increase stakeholders’ profitsand employee health management

19 Respect for fundamental human rights, includingSociety and communities

the rights of children and others to be free fromforced labor

To promote human rights, value diversity and treat every employee with dignity and respect

20 Developing social activities to build a sound andTo contribute as a corporate citizen to the realization of better communities

21 Encouraging employees to do volunteer work in

To encourage employees to volunteer in their local communities

22 Helping realize a safe society

To promote safe driving that is free of traffic accidents

sustainable society
their communities

Bridgestone Group34

CSR Report 2012

Initiatives Related to the 22 CSR Focus Points

Fundamental CSR activities
Activities that progressed the most in 2011 are shown in different colors.

Focus Point

1

Securing stable profits as a business
Objectives for achieving our ideal state• To maintain stable profits by achieving the objectives outlined in the Mid-term Management plan

Principal achievements in 2011

Principal plans for 2012 and beyond• Developing our businesses strategy that is in-line with the Mid-termManagement plan and the “Lean & Strategic” approach• Remaining consistent with the Mid-term Management plan to secure profits
through initiatives such as business reorganization. This will facilitate thedevelopment of new business models and improvements in management
efficiency, while staying consistent with the social and environmental aspects inwhich we do business

Securing stable profits as a businessand keeping with our “Lean & Strategic” approach. In December

The Bridgestone Group works continuously to secure stable

2011, the Bridgestone Group’s consolidated net sales increased

profits and develop its businesses in order to support our local

6% to ¥3,024.3 billion, while operating income rose 15% tocommunities. Throughout 2011, we continued to strengthen our¥191.3 billion. Ordinary income increased 21% to ¥179.3 billion,

company’s operating base and implement strategic policies, whileand net income rose 4% to ¥102.9 billion.

abiding by the terms outlined in our Mid-term Management plan

Focus Point

2

Ensuring a thorough understanding of and adherence to complianceObjectives for achieving our ideal state• To comply with laws, regulations and company policies, and to make ethical decisions that implement betterbusiness practices

Principal achievements in 2011

Principal plans for 2012 and beyond• Holding a meeting for major Group companies in Japan to exchange
information related to compliance activities• Compiling casebooks at Bridgestone for different target groups(employees engaged in manufacturing and sales)• Distributing information regularly, developing awareness-raising tools, andcontinuing and enhancing training programs for Bridgestone and Group
companies in Japan• Confirming and developing programs of compliance activities at Group
companies which are located out of Japan

Basic approach to compliance

Compliance structures

The Bridgestone Group believes compliance consists of properly

In 2003, Bridgestone appointed a Chief Compliance Officer (CCO)

satisfying societal requirements and expectations. We comply

as the individual with ultimate responsibility for compliance. We

with laws, regulations, and company policy; act ethically; andhave also established a department specialized in compliancemake ethical decisions that implement better business practices.

and worked to strengthen and ensure the effectiveness of our

We are also committed to building a basis for relationships of trust

structure. At our company, the head of each division responsible

with all stakeholders by conducting our business operations in afor compliance is named as Compliance Activity Chief, who thenresponsible manner and with a consistent focus on ethicalappoints a Compliance Activity Leader and works with them todecision-making.

enhance training, awareness and compliance structures.
Furthermore, we have formed a Compliance Committee to

Bridgestone Group35

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Fundamental CSR activities

deliberate on matters such as company compliance policies andBridgestone is also focusing on training employees inimportant related issues. This committee regularly reports on the

managerial positions, who are responsible for ensuring

status of compliance activities to the Integrated CSR

compliance throughout the company’s operations. In order toEnhancement Committee and the Board of Directors.

provide specialized knowledge to Compliance Activity Chiefs andIn 2011, we held a meeting to exchange information about

Leaders who are responsible for implementing compliancecompliance activities among major Group companies in Japan

activities in each workplace, we conduct Compliance Activity

and relevant departments at Bridgestone. At the meeting, we

Chief and Leader training. For other employees in managerial

discussed enhancing our training program and developing a

positions, we hold compliance management training sessions infunctional helpline based on the results of a self-check program,order to offer compliance-related knowledge that is needed bywhich we conducted in 2010 to assess the state of compliance at

individuals in management-level positions. In 2011, about 340

major Group companies in Japan.

employees participated in these training programs, including
employees at Group companies in Japan.

Basic compliance program
Bridgestone has adopted a three-pronged basic program toensure a thorough understanding of compliance among
employees:
1. Strengthening management-level leadership, which serves
as the driving force behind the Group’s compliance efforts
2. Raising awareness of compliance-related issues among
employees
3. Enhancing the structures that support these efforts
Each year, we have implemented a number of measures inthese three areas and worked to ensure that our employees are
upholding these measures. In addition to continuing this program,we will stay strong in our efforts to promote a thoroughunderstanding of compliance.

Compliance training

Compliance training

Compliance helplines

Since 2005, Bridgestone has been compiling a Compliance

Bridgestone has created two compliance helplines –both

Casebook based upon past incidents. In 2011, we compiled ainternally and externally– to bring compliance-related issues to

new Compliance Casebook featuring cases that are more familiar

light and respond to the issues as quickly as possible. The use of

to our employees engaged in manufacturing and sales. We haveboth an internal and external helpline ensures that individuals candistributed these casebooks to Bridgestone and Group

report compliance issues anonymously and without fear ofcompanies and conducted training in individual workplaces.

retribution. Both helplines provide feedback concerning theIn addition to offering position-specific training in compliance,

results of any investigation and the direction taken by the

Bridgestone provides discussion-based workshops to allcompany to address related concerns.

employees using cases. During 2011, these workshops used

We also strive to encourage employees to use the helpline byinternal documents frequently seen in the workplace for clericalproviding contact information, data showing the change in theand technical employees, as well as cases from the newly

number of cases, descriptions of the types of cases, and othercompiled casebook for manufacturing employees. In 2011, allinformation on the corporate intranet. In 2011, there were 98

employees, about 16,000 individuals, participated in discussion-cases, of which 45% involved interpersonal relations and 37%

based workshops.

involved confirmation of the rules with which employees should
comply to do their work.

Bridgestone Group36

CSR Report 2012

Fundamental CSR activities

Focus Point

3

Ensuring business continuity
Objectives for achieving our ideal state• To prevent risks and develop standards that will help the business return to its normal operations as quickly as
possible after an emergency occurs

Principal achievements in 2011

Principal plans for 2012 and beyond• Identifying potential risks throughout the Bridgestone Group• Preventing risks and minimizing losses by pursuing countermeasures to address“Enterprise Managed Risks”• Conducting a comprehensive review of business continuity plans (BCPs) for
use in the event of a major earthquake to reflect experiences from the Great
East Japan Earthquake• Conducting a drill simulating a major earthquake in the Tokyo region toconfirm feasibility that participants simultaneously establish on-site task
forces in three districts (Head Office, Kodaira, and Yokohama) and emergency
affairs offices in coordination with each other• Updating the safety confirmation system and expanding its use to domestic Group
companies in Japan• Continuing to identify potential risks throughout the Bridgestone Group• Managing progress in implementing countermeasures addressing “EnterpriseManaged Risks” and regularly reviewing these measures• Enhancing the Group Global Risk Management System in light of the conditions
and features of overseas SBUs
• Conducting practical drills at on-site task forces in three districts (Head Office,
Kodaira, and Yokohama) to prepare for a major earthquake in the Tokyo region• Completing the implementation of the safety confirmation system at domestic
Group companies in Japan

Risk management system

Japan Earthquake in 2011, key response personnel (personnel

The Chief Risk Management Officer (CRO) is responsible forappointed in advance to staff each countermeasure organizations

establishing and operating the Bridgestone Group’s riskthat will respond in the event of a major earthquake) strive tomanagement systems in accordance with the Risk Management

deepen their awareness of their roles and verify their effectiveness

Basic Manuals. In 2012, we began working to further enhancethrough regular drills based on major earthquake BCPs.

our comprehensive risk management system on a group andAs another way to prepare for a major earthquake anywhere inglobal basis with the ultimate which is designed to manage andJapan, we are also strengthening structures designed to facilitatecontrol any kind of risk.

contact with employees in the event of an emergency by
expanding use of the safety confirmation system fromAt the same time, we established a Risk Management

Bridgestone to all domestic Group companies in Japan.

Committee, which is chaired by Group global CRO and reports to
the Integrated CSR Enhancement Committee, in order to ensurethat important risks on a Bridgestone Group Global basis are

Dealing with New-type influenza

managed in an appropriate manner. Responsible divisions

The Bridgestone Group has formulated BCPs for individual

develop action plans for selected important risks, and those plans

worksites to address the spread of novel infections such as

are then implemented by divisions and SBUs.

New-type influenza and minimize their impact on business
operations. In 2011, we revised the New-type Influenza Response

Addressing risk and expanding the BCPs

Standards, which provide a series of guidelines governing action

We began identifying risks at Bridgestone as well as the Group

items for each epidemic level so that personnel can initiate ancompanies (excluding certain Group companies in which

early response to new-type influenza even though the extent ofBridgestone has equity of 50% or less) in 2009. Starting in 2012,

the danger of the virus in question might not yet be clear. We will

we are working to upgrade the countermeasures against risks bycontinue to work to enhance new-type influenza countermeasuresclassifying a broad range of identified risks according to whether

by spreading awareness of the New-type Influenza Response

they are managed by worksites, divisions and SBUs, or Group

Standards throughout the Group.

global basis.

Emergency drills

To address one of the important risks of a major earthquake andprepare for possible impediments to the business operation in the

Looking to institutionalize the lessons learned from a fire at its

event of such a disaster, Bridgestone and domestic Group

Tochigi Plant in September 2003, the Bridgestone Group hascompanies in Japan are developing and reviewing major earthquake

designated September 8 of each year as Bridgestone Group

BCPs designed to (1) promote a rapid initial responses and (2)Disaster Prevention Day. We hold comprehensive emergency

assure business continuity and early restoration of operations.

drills, providing an opportunity for employees to reaffirm their

In addition to conducting a comprehensive review of majorcommitment to preserving the memory of that day and to doing

earthquake BCPs in light of the experiences of the Great East

their best to prevent another fire from occurring in the future.

Bridgestone Group37

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Fundamental CSR activities

T

PICS

Conducting major earthquake BCP drill simulating a large-scale disasterpersonnel completed a variety of practical drills including checking theextent of damage in other districts using emergency communications
equipment (satellite
phones, etc.) and verifying
the safety of employeeswith the safety
confirmation system, they
were able to deepen theirawareness of their own
roles and verify theeffectiveness of the major
earthquake BCP.

Bridgestone regularly conducts drills based on its major earthquake BCP in
order to assure continuity of business operations and the safety of
employees and visitors in the event of a major earthquake.
Seeking to draw on the reflections and lessons of the Great East Japan
Earthquake, we held a drill in October 2011 to confirm feasibility thatparticipants simultaneously establish on-site task forces in three districts(Head Office, Kodaira, and Yokohama) and emergency affairs office incoordination with each other based on a scenario postulating a major
earthquake occurring in the Tokyo region. During the drill, countermeasurepersonnel, who were summoned via the PA system and mobile phonemessages, set up a task force in accordance with instructions from thesecretariat while depending on emergency lighting. As countermeasure

At the major earthquake BCP drill

Focus Point

4

Communicating with stakeholders
Objectives for achieving our ideal state• To build effective communication structures that address the needs of both the local community and Bridgestone’s business• To actively pursue effective communication with various stakeholders

Principal achievements in 2011

Principal plans for 2012 and beyond• Exchanging and reviewing information about Group companies’ mid-term
objectives regarding communications with public relations officers of major
strategic business units (SBUs)• Reviewing developing communications structures at Group companies to achieve
mid-term objectives• Examining the support provided by SBU headquarters as an effort to develop
communications structures at Group companies

Establishing and enhancing communications structures

T

In 2010, the Bridgestone Group established a basic

Held dialogues with community

communications strategy and worked to promote

We held dialogues with the community at Bridgestone’s Kumamoto
Plant in October 2011 and in the Kodaira district in November 2011.
Local residents (including representatives from local government andcitizens’ groups) shared their evaluations of Bridgestone’s activities
and proposed future activities. The Bridgestone Group continues topursue a range of communication activities based on the basic
communications structures.(For more information, see Bridgestone’s
website, www.bridgestone.com/index.html)

understanding at the Group company level by setting mid-term
objectives. We continue to develop communications structuresthat will serve as a foundation for enhanced communication
with a variety of stakeholders.
During 2011, we exchanged views with the public relations
officers of major SBUs about the Group companies’ mid-term

PICSplans. Through this process, we reviewed and revised theapproaches and objectives that individual Group companies
should adopt and pursue based on their operating conditions andthe roles they are expected to play in the regional public relations
system.
In 2012, we will examine how SBU headquarters can provide
effective support in this area. Examples include developing

Dialogue with community(Kodaira)

structures to provide information about public relations activities

Dialogue with community(Kumamoto)(interviews and news releases) in the regions they are located,and providing information when Group companies in thoseregions need it. At the same time, we will continue to develop
communications structures at all Group companies.

Bridgestone Group38

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Initiatives Related to the 22 CSR Focus Points

CSR through business activities
With customers
Activities that progressed the most in 2011 are shown in different colors.

Focus Point

5

Providing attractive, high-quality products and services
Objectives for achieving our ideal state• To coordinate all supply chain activities with an awareness of the need to provide safe,
high-quality products and services• To build systems for implementing raw material procurement, design, development, production, logistics and sales
in a safe, high-quality manner

Principal achievements in 2011

Principal plans for 2012 and beyond• Building systems to effectively analyze a variety of voice-of-customer (VOC)
data, including not only complaints but also consultations, questions andopinions, and apply them internally• Identifying common issues in Group companies based on Quality Management
Self-assessment results and improving issues specific to individual companies.
• Implementing quality improvement activities that have been shaped by a common,
global direction across the entire Group• Developing a quality assurance system designed to minimize major quality risks• Building standards for 16 items in our Japanese operations that address
areas such as standardization of tire change work and improvements indelivery operations in order to improve sales and service quality• Expanding the quality assurance system in Japan for products that use thefuel-efficient tire grading system• Implementing and enhancing systems designed to link VOC input to quality
improvements quickly and precisely• Expanding the scope of the Quality Management Self-assessment and enhancing
quality management throughout the supply chain• Continuing quality improvement activities that have been shaped by a common,
global direction across the Group• Continuing to develope a quality assurance system designed to minimize major
quality risks• Improving sales and service quality overseas• Building and implementing a global quality assurance system for products that
use the fuel-efficient tire grading system

Basic approach to quality management

Quality management (quality) mission

The Bridgestone Group is committed to quality by establishing

Embracing the company’s mission of “serving society with superior quality,” we strive to
produce even higher levels of quality by putting our customers’ needs first at all times,
and to provide superior quality throughout the supply chain.

the following approach for employees to “strive to build in everhigher levels of quality by adopting the customer’s perspective at

Ultimate quality

all times and to provide superior quality throughout the supply

Excitement

Enhancing the corporate brand (attractive quality)

chain.” To pursue quality activities in a consistent, coordinatedPursuing attractive quality activities
Improving the quality of operations

manner throughout the Group, we strive to embrace a “Customer

AttractivenessEliminating major quality risks throughout the supply chain

First” philosophy in all operations, Establishment andEnhancing on-site quality assurance
Enhancing quality risk reduction activities

Enhancement of Quality Management Foundation & Structures,

Expectation

Establishment and enhancement of quality management foundation and standards

Minimization of Major Quality Risk (throughout the whole supply

Spreading awareness of policies
Enhancing organization
for quality management

chain) and Enhancement of Corporate Brand Value (Attractive
Quality) in accordance with the Group Global Quality Management

Offering training
Improving market quality monitoring
and response capability

Embracing a “Customer First” philosophy in all operations

Guidelines.
Quality activities through the supply chain

Supply chain
Customerdemands

Planning

Development
and design

Materials

Production

Logistics

Sales

Service

Visualization of quality management constitution(Scheduled to be expanded in 2012)

Group Global Quality Management Self-assessment

MarketCustomerevaluation

Group Global Quality Management
Self-assessment

Activity domains of departments in charge of quality in the Bridgestone Group
Improvement incustomer satisfaction

Development quality assurance

Bridgestone GroupRaw material
quality assurance

Production activities

39

Sales and service activities

Quality assurance Improvement in
activities at market customer satisfaction

CSR Report 2012

CSR through business activities

With customers

Group Global Quality Management Self-assessment

Initiatives designed to increase customer satisfaction

The Bridgestone Group introduced the Group Global Quality

To help improve customer satisfaction, the Bridgestone GroupManagement Self-assessment in 2008 as a tool for visualizing

has implemented a cycle designed to improve the quality of its

quality management at Group companies in order to moreproducts and services based on the collection and analysis ofeffectively establish and enhance the quality management

information about customer requirements and evaluations ofapproach. The self-assessment provides a framework with which

Bridgestone products.

companies can assess their own approach to quality

In 2010, we developed a monitoring system designed to

management in the following five areas: (1) Quality Management

facilitate quality improvements based on the collection andCommitment; (2) Establishment of trustful relationship withanalysis of feedback received at the Customer Communication

stakeholders; (3) Conditions of Quality Management Activities andCenter as well as market information. In 2011, we further

its development; (4) Human Resource Development; and (5)broadened the domain of these efforts by building and starting

Overall results of Quality Management Activities.

the use of a VOC Management System. This consists of systems

We are reenergizing our improvement activities based on

designed to facilitate the early detection of problems by

information obtained from the Quality Management Self-

synthesizing not only information from the Customer

assessment in order to improve assessment scores.

Communication Center, but also other internal and external

The number of Group companies conducting the Quality

information and Web data (information posted to blogs andManagement Self-assessment increase every year, with 81 Group

Twitter). The VOC Management System, which can classify andcompanies (11 more than the previous year) having conducted

identify problems from a variety of data using IT tools, is being

the assessment in 2011.

used in quality improvement initiatives by companies’ Quality

During 2012, we will revise the Quality Management Self-

Assurance Sections.

assessment’s questions to make them easier to understand,At the same time, feedback provided to the Customer

thereby making the assessment itself more effective.

Communication Center includes information such as requests
and praise that can be used to improve products and services.

Developing and enhancing structures forConsequently, we are looking to anticipate customer needs andpursuing quality activities

use this information in the development of new products and

The departments responsible for quality at Bridgestone, whichbusinesses by utilizing an internal portal to share information withcover the entire supply chain from product planning to after-sales

product planning, development, sales, and other departments.

service, strive to make improvements throughout the supply chain

During 2012, we will finish implementing this VOC Management

based on the Group Global Quality Management Guidelines,

System and use it to further enhance our operations.

which concretely explains the Group Global Management Policy.
VOC Management System

During 2011, we expanded the range of products that use thefuel-efficient tire grading assurance system* and created VOC
1(1) Information collection (2) Analysis(3) Application(4) Utilization

Improvement Project Offices as part of Group companies’ quality
sections to develop systems for linking customer feedback to

Early detectionof concern
signalsWeb
CustomerCommunication information
Centerquality improvements. Additionally, we built a Group CQO
organization comprised of GMP*2-CQO*3 and SBU-CQOs○○○

Anticipation ofcustomer
needs

○○○

appointed by the respective SBUs in order to enhance our global
quality governance structure. CQOs share global quality policies

VOC data

and respond quickly and appropriately to quality issues affecting

Save data on a server for Sharing by concerned parties
aggregation and analysis Analysis

Analysis and application of collected information using IT systems

their own SBU and business domain.
*1 A consistent quality assurance system extending from development to manufacturing
processes and performance testing; the system was developed by Bridgestone
starting in 2010 in order to guarantee rolling resistance and wet grip performance foreach grade in a grading system for fuel-efficient tires (passenger car summer tires)
sold in Japan.
*2 GMP (Global Management Platform): A platform that offers support and services to
SBUs as part of its global coordination and management functions.
SBU (Strategic Business Unit): An operational department or worksite that conducts
business activities.
*3 CQO (Chief Quality Officer): The officer with ultimate responsibility for quality at agiven worksite.

During 2012, we will work to build and implement a global
quality assurance system for the fuel-efficient tire grading system,
implement and enhance systems for linking VOC data to quality
improvements quickly and precisely, and further enhance ourquality governance structure through the Group CQO
organization.

Bridgestone Group40

CSR Report 2012

CSR through business activities

Focus Point

6

With customers

Technological innovation that generates new value
Objectives for achieving our ideal state• To realize new technologies that enable us to supply products and services that markets and customers findvaluable

Principal achievements in 2011

Principal plans for 2012 and beyond• Starting supply of environmentally friendly run-flat technology tires for the
replacement market• Developing road surface detection technology based on the CAIS concept,
supporting safety in our automobile-oriented society• Developing environmentally sustainable technology for printing on tires• Developing lead-free seismic isolation rubber bearings for architectural use• Developing an electric bicycle with a child seat that ensures safety and is stylish• Coordinating research and development to help commercialize new technologies• Enhancing production technologies with accommodations for additional
technological innovation• Training personnel involved in development work

Providing valuable products and services

an effort to develop technologies that meet customer needs,

The Bridgestone Group continuously engages in timely researchwhich are based on an understanding of the requirements

and development of new technologies to provide products andand characteristics of markets worldwide. At the Technicalservices that customers will find valuable. We also continue toCenter for diversified products, which is located on theapply new structures of tire and enhance the foundation

grounds of the Yokohama Plant, employees strive to enhance

underlying our development program, by developing technologies

the company’s ability to meet customer needs and acceleratethat allow the manufacture of products using new materials,

product development.
Our Tire development departments specialize in various

as well as offering human resources training. The process of
sharing technologies throughout the Group and putting them totechnologies such as rubber formulation, processing, computeruse in the creation of our products embodies the very basis of thesimulation and other analytical technologies. Urethane, film,

Group’s approach.

rubber and metal adhesive technologies are managed by ourdiversified product development departments. These technologies

The Bridgestone Group’s technologicalare shared among departments.

development structures
The Bridgestone Group develops technologies globally.
They maintain Technical Centers for tire products in Japan (Tokyo),
the U.S. (Akron, Ohio), Italy (Rome), and China (Wuxi) as part of

T

PICS

Developing technology for printing on tires with care for the environment
Bridgestone has developed tire printing technology that differs completely from previous color tire technology.
White striped tires and tires with white lettering have long been available, but the use of white rubber results in an
increased tire weight. Our newly developed tire printing technology is capable of “dressing up” tires without increasing
their weight in an environmentally friendly manner that takes fuel economy into account.
Going forward, we will work to commercialize this technology as a completely new way of “dressing up” as early as
possible by conducting field evaluations and transforming it into a marketable technology.

Image of a tire using Bridgestone’s
new printing technology

Developing an electric bicycle with a safe and stylish child seatFirst and foremost, bicycles designed to carry children must be safe. Yet some people use child seats frommanufactures that do not comply with the standard regulations, such as the Consumer Product Safety Association’s
Safe Goods (SG) in Japan because compliant models are perceived to be unattractive in design.
Recognizing this issue, Bridgestone Cycle worked with Very, a women’s magazine published by Kobunsha, todevelop the brand “HYDEE.B”, an electric assist bicycle with a child seat that was launched in 2011. Our goal for the“HYDEE.B” was to create a design that could be used by both men and women and put to use in a variety of lifestyles
while maintaining a high level of safety. The “HYDEE.B” received a 2011 Good Design Award for incorporating
feedback from customers with children and combining safety with style.

Bridgestone Group41

HYDEE.B

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CSR through business activities

Focus Point

7

With customers

Development of products and services based on customers’ voices
Objectives for achieving our ideal state• To identify differences and changes in the needs and user sensitivities of each market, and apply them to productimprovement, next-generation product development, and company-wide product strategies• Develop a system to deal with customers based on speed, courtesy, fairness, and facts

Principal achievements in 2011

Principal plans for 2012 and beyond• Sharing VOC (voice of customer) information and successful examples of
initiatives applied to product development at global conferences, and applying
those initiatives throughout the Group• Continuing initiatives to share feedback received by the Customer Communication
Center with relevant departments and apply it to corporate activities• Applying the customer-first philosophy to all of the company’s activities by
incorporating a program involving listening to actual customer feedback into
Bridgestone internal training• Conducting a market survey to evaluate products one year after launch with the
purpose of utilizing more VOC data in the product planning process• Enhancing the regular collection and analysis of product performance data and
VOC survey results and utilize them in product improvement and next-generation
product development• Building mechanisms at Group companies in Japan for developing a database for
VOC data collected at the Customer Communication Center, stores, sales
companies, and other sources, then efficiently apply that data to productplanning and other corporate activities

Sharing of customers’ voices

Group initiatives

The Bridgestone Group has put in place structures for gathering

Each Group company strives to implement a customer-first

customers’ voices from around the world by a variety of means,approach throughout its organization. For example, the swimming

including the Customer Communication Center, customer

school operated by the Bridgestone Sports Arena Corporation, ainteraction at retailers, product monitoring, market surveys, andGroup company which is located in Japan, administered asurveys conducted by outside entities. This information isquestionnaire in order to solicit a more detailed level of customer

consolidated at the business segment and product group level,

feedback. Based on this feedback, the corporation took certain

and we are working to share it throughout the Group.

measures including assigning lifeguards separate from instructors

In the 2012 fiscal year, we launched an effort starting withto assure children’s safety and installing automated externalGroup companies in Japan to build mechanisms for developing adefibrillators (AEDs). The facility worked to increase customer

database of VOC data collected at the Customer Communication

trust by communicating these measures to customers via theCenter, stores, sales companies, and the Internet, so that we canswimming school’s information board.

apply customer inquiries and feedback more timely and effectively
to products planning and corporate activities.

Customer Communication Center activities
The Customer Communication Center of Bridgestone received a
total of 13,401 inquiries and suggestions from customers in 2011,of which approximately 85% were inquiries related to tires. The
Center also received 11,573 inquiries by phone and 1,828
inquiries by e-mail or post. This customer feedback is tabulated,
analyzed, and formatted into a monthly report for use bymanagement, relevant departments, and sales companies. Afterdata analysis by Quality Assurance sections, this information is
Assigning lifeguards at the swimming poolutilized in the Group’s business activities.
In 2011, we launched an initiative to count “thank-you calls”–calls in which customers express thanks– in an effort to further
improve customer satisfaction by modifying the manner by which
coordinators at the Customer Communication Center ofBridgestone explain information to callers and by paying attention
to the language that they use.
In managing customers’ personal information, the BridgestoneGroup adheres to all relevant legal protections and otherregulations of each country in which it operates.

Bridgestone Group42

CSR Report 2012

CSR through business activities

With customers

Tire labelling system initiatives

the fuel-efficient tire performance requirements of the new tire

In 2010, Japan’s tire industry introduced a nationwide tire labellinglabelling system: the ECOPIA EP100S, ECOPIA EP100, ECOPIA

system* that enables tire manufacturers to indicate tire

EX10, REGNO GR-XT, SNEAKER SNK2 ECOPIA, ECOPIA PZ-X,

performance (in terms of rolling resistance and wet grip) using a

ECOPIA PRV, ECOPIA PZ-XC, and Playz RV ECOPIA PRV-1.

1

Similar systems are scheduled to be introduced in Europe*2 andsingle set of common evaluation criteria.

South Korea*3 in 2012 and in the United States*4 in or after 2013.

In Japan, Bridgestone has introduced nine products that meet

The Bridgestone Group will actively support these systems in aneffort to provide useful information to help customers choose tires.

Example of a fuel-efficient tire label in Japan

Focus Point

8*1 The labelling system was developed as a series of voluntary standards by the tire
industry (acting through JATMA, the Japan Automobile Tyre Manufacturers
Association). In addition to certifying tires that satisfy certain quantitative standards ofrolling resistance and wet grip performance as “fuel-efficient tires,” the systemprovides appropriate information to consumers through labels. This applies tosummer tires for passenger vehicles that are purchased at tire retailers. Moreinformation about the labelling system is available on the JATMA website.
*2 More information about tire labelling systems in Europe is available on the ETRMA
website.
*3 More information about tire labelling systems in South Korea is available on the
MKE website.
*4 More information about tire labelling systems in the United States is available on the
NHTSA website.

Example of a tire label in Europe

Commitment to fair business practices and competition
Objectives for achieving our ideal state• To create practical “Standards” and establish “Systems” regarding the prohibition of cartel and bribery which meetthe elements required by the U.S. Department of Justice, taking the results of the evaluation of the risk level to be
conducted by each Group Company into accountPrincipal achievements in 2011

Principal plans for 2012 and beyond• Continuing to expand training for employees of Bridgestone and Group companies• Issuing an instruction guide to Group companies regarding commitment to fairbusiness practices and competition, which encompasses the FCPA complianceprogram required by the U.S. Department of Justice• Establish Bridgestone’s “Standards” and “Systems” regarding fair businesspractices and competition as a sample for the Group companies• Continuing training in fair business practices and competition for employees of theGroup companies which are located out of Japan• Continuing training in fair business practices and competition for various
departments at Bridgestone. This also includes sales staff at Group companies inJapan as well as Japanese employees seconded to the Group companies outsideof Japan• Appointing a U.S. Foreign Corrupt Practices Act (FCPA) Compliance Officer

Structures and training designed to assure fair

Since 2010, we have also continued training for employees atbusiness practices

the Group companies outside of Japan in order to enhance our

In May 2007, an international cartel involving the sales of marine

Group-wide initiatives. By using materials prepared in eachhoses was revealed, and suspicions of improper payments tocountry’s native language, and having Bridgestone’s legal staff

foreign government officials were discovered in subsequent

explain standards and structures directly to employees, theseinvestigations. Since then, the Bridgestone Group has madetraining sessions are aimed to enhance understanding of theefforts to prevent cartel activities and bribery of foreignimportance of complying with laws, preventing inappropriate

government officials. Our commitment to fair business practices

practices and promoting actions that align to such understanding.

and competition begins with compliance with the laws of theWe have local attorneys attend these training sessions as needed

countries in which we do business and extends to efforts toin order to discuss circumstances and legal systems that are

establish “Systems” that will promote compliance with thespecific to the respective countries. In 2011, approximately 500

Group’s own “Standards.” As a first step in 2012, we will develop

employees attended trainings in Singapore, Malaysia, Taiwan,“Standards” and “Systems” at Bridgestone and pursue similar

Thailand, Indonesia, South Korea and India.
Furthermore, we will support measures taken by our Group

activities at Group companies.

companies outside of Japan to try to prevent inappropriate

We are particularly focused on training for employees. We havecontinued our efforts in preventive measures, including training forpractices by having Bridgestone’s legal staff communicate directly

various departments at Bridgestone, sales staff at Group

with the employees working out of Japan and assess local

companies in Japan and Japanese employees outside of Japan.

business practices and other customs.

Bridgestone Group43

CSR Report 2012

With business partners / With shareholders and investors
Focus Point

9

Fair procurement activities
Objectives for achieving our ideal state• To aggressively implement policies on fair procurement activities and develop related systems• To develop fair and impartial systems for selecting suppliers

Principal achievements in 2011

Principal plans for 2012 and beyond• Expanding employee participation throughout Japan in education classes
about Japan’s Act against Delay in Payment of Subcontract Proceeds andenhancing audit system structures• Sharing information related to fair procurement activities at Bridgestone anddomestic Group companies at educational classes about Japan’s Act against
Delay in Payment of Subcontract Proceeds in order to improve the level ofcompliance activities• Enhancing internal education programs in order to increase the overall level offair procurement activities, including compliance with laws such as the Act
against Delay in Payment of Subcontract Proceeds• Creating and applying an audit program for domestic and overseas Group
companies by Bridgestone’s audit team (covering all procurement andpurchasing operations)

Enhancing fair procurement activities

operations, we are working to enhance our audit capabilities by

The Bridgestone Group pursues a variety of initiatives worldwide

training auditors to adopt the dual perspectives of the entity

in Japan and overseas in order to enhance its fair procurement

undergoing the audit as well as the entity conducting it.

activities. During 2011, we expanded participation in study
courses about Japan’s Act against Delay in Payment of

Enhancing compliance with the Act against Delay in

Subcontract Proceeds, a law related to the Anti-Monopoly Act, toPayment of Subcontract Proceeds and audit programs

include all domestic Group companies in Japan. Bridgestone alsoin Japan and overseas

offers biannual training sessions to further enhance the level of fair

Bridgestone continues to offer education in the thoroughprocurement activities.

implementation of fair procurement activities. Employees involved inbusiness transactions with subcontractors are required toEnhancing internal audits

participate in educational courses about Japan’s Act against Delay

Bridgestone formed an audit team in 2011 to increase the level ofin Payment of Subcontract Proceeds and to pass a comprehension

fair procurement activities at domestic and overseas Group

test. In 2011, a total of 951 Bridgestone and domestic Group

companies. In addition to compiling a checklist of approximately

employees in Japan passed the test, approximately double the

60 items to facilitate effective auditing of all procurement andamount that had passed the previous year.
An e-learning program reviews what students learn in thepurchasing operations, we conducted a trial of the checklist atcourses on the Act against Delay in Payment of Subcontract

some Group companies.

Proceeds. Furthermore, the course and comprehension exam are

Bridgestone has also been working to enhance its audit

being rolled out to other Group companies in Japan.

program, developing a cross-audit program in 2011. Through thisprogram, in which three to four worksites audit one another’s

Focus Point

10

Enhancing CSR procurement
Objectives for achieving our ideal state• To build relationships with business partners and ensure the enhancement structure of CSR implementation

Principal achievements in 2011

Principal plans for 2012 and beyond• Holding conferences to explain the procurement policy in Southeast Asia,and introducing the use of the CSR Self-Check sheet at participating business partners• Supporting CSR initiatives by visiting business partners• Having Group companies encourage more business partners to conduct
voluntary checks using the CSR Self-Check sheet• Continuing to support business partners’ efforts to improve their CSR initiatives

Initiatives designed to promote CSR procurement

health and safety, disaster prevention, fair business practices andWe pursue CSR procurement through a “Supply Chain

ethics and information security. CSR procurement initiatives arePartnership Development System” framework, which improves

carried out in line with these guidelines. As part of this effort, weoverall competitiveness of the Bridgestone Group and its

created a CSR Self-Check sheet consisting of approximately 300

business partners.

questions based on the CSR Procurement Guideline, to which we
ask business partners to respond in order to deepen their

Bridgestone has established the CSR Procurement Guidelines

understanding of CSR procurement.

that address such areas as human rights and labor, the environment,

Bridgestone Group44

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CSR through business activities With business partners / With shareholders and investors

Holding conferences to explain procurement policy

Holding CSR seminars

Bridgestone hold an annual conference to explain procurement

Bridgestone holds CSR seminars for business partners that arepolicy and ensure that business partners understand theselected, based on the results of their CSR Self-Check sheet, in

Bridgestone Group’s procurement policies. In 2011, a total of 104

support of their efforts to improve the level of CSR activities.

companies attended the conference, at which company officials

During 2011, we held CSR seminars for 82 companies. Eachintroduced the Supply Chain Partnership Development System,

seminar featured lectures on topics such as human rights, labor

an initiative established to improve overall competitiveness of theand import and export compliance. Positive feedback from

Bridgestone Group and its business partners together, and asked

participants indicated that the seminars allowed them to study

business partners to make voluntary CSR improvements to our

difficult CSR issues in an easy-to-understand manner.

supply risk management activities. Bridgestone also introduced

Improvements in the level of CSR activities relative to thethe Group’s environmental activities, diversified products businessprevious year were observed for business partners whoand efforts to lower transport costs by using fuel-efficient tires

participated in the past seminars. Through seminars and otherand retread. The conference recognized exceptional VA

means, the Bridgestone Group will continue to support businessproposals* given by business partners, and Bridgestone worked

partners’ efforts to improve the level of their CSR activities in 2012

to enhance communication with all business partners.

and beyond.

In 2011, we held a conference to explain procurement policy
for natural rubber suppliers in Asia as part of a global rollout ofOffering on-site environmental assistance tothis initiative.

business partners* VA proposal system: A system that promotes the mutual cost competitiveness of bothbusiness partners and Bridgestone by encouraging business partners to makeproposals that lead to mutual cost improvements for procured items.

In 2009, Bridgestone began offering on-site assistance tobusiness partners whose CSR Self-Check sheet results indicatedenvironmental initiatives that needed improvement. In 2011, we

Global rollout of the CSR Self-Check sheet

offered such assistance to two companies, sending environmental

In 2011, the Bridgestone Group launched an initiative to promoteresponsibility staffs to the business partners’ sites to review theira better understanding of its CSR activities on the part ofenvironmental initiatives and propose improvements. We do morebusiness partners outside of Japan. As part of this initiative, wethan just asking business partners to conduct initiatives throughdistributed CSR Self-Check sheets to 145 business partners in

the CSR Self-Check sheet; we work with business partners toEurope, bringing the total number of worldwide companies

improve the level of CSR activities throughout the supply chain.

targeted by the checklist to 594.

We plan to continue offering on-site assistance in 2012.

In order to support our business partners’ voluntary
improvement activities, Bridgestone analyzed the CSR Self-Check
sheet results and proposed general improvements. An analysis of
the business partners’ CSR activity level, based on the CSR
Self-Check sheet, indicated that 94% of all checklist items elicitedlevel 3 responses with replies such as, “The company has begun
some CSR activities”. It is evident that our business partners’
activities meet or exceed a required level. Going forward, we willcontinue to strive to improve the level of our business partners’
CSR activities.

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CSR through business activities With business partners / With shareholders and investors

Focus Point

11

Returning profits by enhancing corporate value
Objectives for achieving our ideal state• To pay dividends based on a comprehensive evaluation of business performance and financial standing in thecontext of a philosophy emphasizing the importance of offering a dividend that stays consistent over time

Principal achievements in 2011

Principal plans for 2012 and beyond• Returning profits to investors in an appropriate manner by enhancing the Group’s
management base in preparation for the future development of its business andimproving financial performance• Comprising interim dividends of ¥10.0 and year-end dividends of ¥12.0 per share,annual dividends for fiscal 2011 totaled ¥22.0 per share

Achieving stable, long-term growth andto approval by a resolution of the Board of Directors, while year-

improving corporate value

end cash dividends are subject to approval by a resolution of theRegarding the interests of shareholders as an importantannual shareholders meeting. Reflecting increased profit in 2011

management priority, Bridgestone follows a basic policy ofcompared to the previous year and an outlook calling for goodstrengthening its management base in preparation for future

performance in 2012, Bridgestone paid a cash dividend of ¥22.0

business developments while working to improve businessper share, comprising an interim cash dividend of ¥10.0 per shareresults. Our basic aim is to continue paying stable dividends andand a year-end cash dividend of ¥12.0 per share. Further,meeting the expectations of shareholders, in light of overall

Bridgestone strives to strengthen the long-term stability of its

considerations of current and future business results and financial

management base by using retained earnings to improve andposition. The company pays dividends twice a year, comprising

expand production and sales foundation while advancing

interim and year-end cash dividends. Interim dividends are subject

research and development activities in Japan and overseas.

Focus Point

12Disclosing information in a timely and appropriate manner
Objectives for achieving our ideal state• To disclose information in a fair and impartial manner• To provide information that the Bridgestone Group deems relevant to investment decision-making in a timely andongoing manner, where disclosure is possible

Principal achievements in 2011

Principal plans for 2012 and beyond• Improving communication with shareholders by enhancing the quality of
information provided in Annual Shareholders’ Meeting, review meetings onannual and semi-annual financial results and on the Mid-term Management Plan
• Enhancing information disclosure by more attractive and comprehensive
business reports, annual reports and the IR website• Holding review meetings on annual, semi-annual financial results , Mid-termManagement Plan and posting audio recordings of the meetings to the website• Issuing business reports in English

Disclosing information about management andEnsuring effective communication with shareholders

business activities in a timely and appropriate mannerand investors

Bridgestone strives to disclose information in a fair, impartial

Bridgestone holds review meetings on its financial results inmanner in accordance with Japan’s Financial Instruments andFebruary and August. In 2011, we augmented this information by

Exchange Act, other applicable laws and the rules set by theholding a presentation outlining the Mid-term Management Plan instock exchanges on which its shares are listed. Even if disclosure

October. We also strive to disclose information in a fair and timely

is not legally required, we follow a basic policy of providing

manner by posting audio of these events to our website on theinformation as long as such information is relevant to investment

day of the event.

decision-making and possible to be disclosed in a timely and

In 2011, in addition to publishing its Annual Report and English

ongoing manner. Through these disclosure activities, we seek to

IR website, Bridgestone began issuing business reports inacquire adequate understanding of our management andEnglish. We are also working to enhance the quality of information

business activities and provide an accurate assessment of ourwe provide to shareholders and investors in Japan and overseas

corporate value.

and to ensure effective, two-way communication.

Bridgestone Group46

CSR Report 2012

Initiatives Related to the 22 CSR Focus Points

CSR through environmental activities

Environmental Mission Statement
Environmental Mission Statement

Long-term environmental vision

The refined Environmental Mission Statement continues to portray

In May 2012, the Bridgestone Group announced thelong-term

the Bridgestone Group’s unchanging environmental philosophy

environmental vision*1 targeting 2050 and beyond in the three—“to help ensure a healthy environment for current and future

activity areas of existing in harmony with nature, valuing naturalgenerations.” It also defines three areas of environmental progress

resources, and reducing CO2 emissions. These initiatives are(products and services, operations, and community activities) andconceived to help realize the sustainable society described in our

two core strategies for growth (Total Environmental Advanced

Environmental Mission Statement, which outlines the direction ofManagement System [TEAMS], our global standardized

its long-term environmental aspirations.
The establishment of the long-term environmental vision wasenvironmental management system), and environmental
communication. We are striving to take our environmental

predicated on the prediction*2 that the world’s population is

management program to the next level by implementing threeestimated to increase from its current level of 7 billion to 9 billion

important environmental perspectives in the drive to realize aby 2050 and that soaring demand for energy, food, and natural

sustainable society: ecological conservation, resource

resources fueled by increases in standard of living worldwide

conservation, and reducing CO2 emissions.

would precipitate additional environmental issues. In particular, as

Our Environmental Mission Statement, which was originallyexperts point to the possibility that humankind may face major

formulated in 2009, was refined in May 2011 with the goal ofchallenges as it encounters the limits of resource consumption,

further increasing environmental awareness at all Groupthe Bridgestone Group believes that its status as the world’s

companies worldwide and strengthening initiatives conceived tolargest tire and rubber company confers responsibility forrealize a sustainable society by clarifying the direction of

supplying advanced, high-quality products in a sustainable

Bridgestone’s long-term environmental aspirations and using

manner to facilitate safe and comfortable mobility.

simple, easy-to-understand language. The word “refine” was

The Group is committed to contributing to the realization of achosen to reflect the idea that the changes serve to enhance andsustainable society by balancing its business activities with the

add value to a corporate asset that we have cultivated over time.

Earth’s capacity to coexist in harmony with nature, even as it
continues to meet the various needs of consumers worldwide.
*1 More detailed information about Bridgestone’s long-term environmental vision isavailable in Feature 2.
*2 OECD Environmental Outlook to 2050 (OECD, 2012).

Long-term environmental vision

Bridgestone Group47

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CSR through environmental activities

Global environmental management
TEAMS total environmental advanced

Global environmental management structures

management system

The Global Head Office function (GHO), global environmental

The Bridgestone Group has developed TEAMS (Total

coordination functions (GMPs), and strategic business units

Environmental Advanced Management System), an original(SBUs) work together to pursue TEAMS activities to help achieveenvironmental management system, to serve as a foundation forthe objectives of the Mid-term Plan. We strive continuously to

its environmental activities. Based on an internationally acceptedenhance the level of our environmental activities, for example byenvironmental management system, TEAMS was refined byholding a variety of liaison conferences linking GMPs, SBUs, andadding the concepts of “Total” (denoting the participation of all

facilities and sharing information about issues and the directions

SBU and facility functions and employees throughout the Group)of activities.

and “Advanced” (denoting the Group’s commitment to the
Global environmental management structuresconsistent pursuit of advanced, world-class activities and theactive disclosure of associated information).
As part of TEAMS, all domestic and overseas Group
companies’ production operations plan to earn ISO 14001
certification for all facilities greater than 50 people by the end of

GHO: Global Head Office• Issuing environmental management policies
at the highest level• Management review

Global environmental coordination function(GMP: Global Management Platform)• Applying GHO policies• Supporting organizational entities tasked withenvironmental coordination and SBUs

Holding Global Environmental Council meetings

2012. The great majority are already certified: a total of 173
facilities* (96.1% of all within the targeted criteria) have alreadyJapan Tire SBU

been certified.

Environmental
coordination function

Worksites• Environmental data collection, analysis, and risk assessment

Bridgestone earned companywide, integrated ISO 14001

Europe SBU

certification for all domestic plants, its Head Office, and its

Americas SBU

Technical Center in December 2005.

China Tire SBU
Diversified Products SBU* As of December 2011. The number of target facilities decreased from the previous
year due to the elimination and consolidation of certain facilities.

Group Environmental Committee
The Group Environmental Committee was formed to trackprogress in the Bridgestone Group’s environmental activities andto determine how the Group will address new issues. The CEO
joins corporate officers and other committee members indiscussions and decision-making.

TEAMS Guidelines

43rd meeting of the Group Environmental Committee (held in October 2011)

Bridgestone Group48

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CSR through environmental activities
Activities that progressed the most in 2011 are shown in different colors.

Focus Point

13

Contributing to the conservation of the environment through products and services

Objectives for achieving our ideal state• To improve resource productivity on an ongoing basis• To pursue the development of technologies and business models that contribute to greater use ofsustainable materials• To help achieve CO2 reductions that exceed the emissions related to Bridgestone’s total operations and its products’“after-use” by improving tire rolling efficiency by 25% compared to a 2005 baseline by 2020

Principal achievements in 2011

Principal plans for 2012 and beyond• Announcing The Bridgestone Approach to Resource Conversation• Reducing the coefficient of tire rolling resistance by 5.8% compared to a 2005
baseline while maintaining wet grip performance• Increasing sales of ECOPIA fuel-efficient tires• Achieving the top grade under Japan’s domestic tire labelling system• Selling aftermarket tires with run-flat technology, which eliminate the needfor spare tires (in Japan, Europe, and North America)• Expanding the solutions business using retread tires in developing nations,
including in Asia
• Developing the Non-pneumatic (Airless) Concept Tire using 100% recyclable
materials• Announcing a Half Weight Concept with the goal of halving the use of raw
materials in tire manufacturing• Expanding availability of eco products through the global application of
Bridgestone’s “Standards for Eco Products”• Developing products and technologies that contribute to improved resource
productivity (defined as sales divided by raw material use)
• Developing technologies that contribute to expanded use of sustainable materials*• Further expanding the solutions business using retread tires• Further reducing the coefficient of tire rolling resistance while maintaining wet
grip performance• Expanding Bridgestone’s fuel-efficient tire lineup and making it available worldwide* The term “sustainable materials” as used by Bridgestone is based on the
Company’s definition of materials that are not expected to be depleted should becontinued, as opposed to fossil resources and other finite resources

Expanding our offerings of eco products and services

Regarding our effort to improve tire rolling efficiency by 25%

The Bridgestone Group’s pursuit of initiatives based on the threecompared to a 2005 baseline by 2020, a mid-term objective that is

key priorities identified in its long-term environmental vision

intended to help reduce CO2 emissions, we are pursuing a range of(aP19 Feature 2) in order to realize a sustainable society extends

initiatives, including expanding our lineup of fuel-efficient tires suchto its products and services.

as those in the ECOPIA family. During 2011, we successfully

In May 2011, we announced The Bridgestone Approach to

improved tire rolling efficiency by 5.8%*1 compared to a 2005

Resource Conservation as a guiding principle in our efforts tobaseline while maintaining wet grip performance. Going forward,

value natural resources, and in May 2012, we announced a

we will continue to steadily broaden the range of environmental

commitment to using 100% sustainable materials as a part of ourcontributions made through our products and services.

long-term environmental vision with a focus on 2050 and beyond.
*1 Based on the weighted average of passenger car, truck and bus tires sold during theyear. For more information, we have described in the CSR Web site.

The latter effort will utilize such means as reducing use of raw
materials, recycling resources, using resources efficiently, andexpanding and diversifying use of renewable resources.

The Bridgestone Approach to Resource Conservation

Specific examples of products that embody this commitment

We, the Bridgestone Group, are committed to ongoing improvement tobe an ever better steward of our natural resources. We continually
innovate our processes, products and services to reduce, reuse or
recycle raw materials, water and energy.

include run-flat technology tires, which eliminate the need forspare tires since they can be driven with zero inflation pressure
after going flat following the loss of air pressure, and retread tires,

Key activities
We continually improve resource productivity, doing more with less,based on sales per raw material use.
We promote the development of technologies and business practices
that encourage the recycling of raw materials, utilization of renewable
resources and conservation of finite natural resources.
We reduce water consumption in our manufacturing processes by
efficient use and recycling, while also promoting the protection andpreservation of water in our global communities.

which are manufactured by replacing the worn tire tread surface,
and which contribute to the effective utilization of resources since
they can be reused. Furthermore, in 2011, we announced tires
based on the Half-weight Concept Tire, which strives to halve useof raw materials, and the Non-pneumatic (Airless) Concept Tire,
which uses 100% recyclable materials.

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CSR through environmental activities

T

PICS

Environmentally friendly products win awards

ECOPIA earns the first carbon offset certificate in the tire industry
in New Zealand
In June 2011, Bridgestone New Zealand Ltd. earned an internationallyrecognized carboNZero carbon offset certificate for ECOPIA fuel-efficienttires sold in New Zealand as well as for its efforts to manage and reducegreenhouse gas emissions. The ECOPIA becomes the world’s first tire toearn a carboNZero certificate.
The carboNZero program certifies products as having effectively zero CO2emissions. Participating manufacturers measure greenhouse gas emissions
over the product’s life cycle, strive to slash emissions by the equivalentamount through their business activities, and purchase emissions credits forany remaining balance.

Tires with run-flat technology receive award
In December 2011, the POTENZA S001 RFT received the Chairperson’sAward from the Eco-products Awards Steering Committee (Award for
Excellence) at the 8th Eco Products Awards, held by the Eco ProductsAwards Council. The Council recognized the fact that by eliminating the needfor spare tires, which are usually discarded without ever having been used,
and thereby lowering vehicle weight, the POTENZA S001 RFT helps reduce
waste, save resources, and improve fuel economy.

Focus Point

14

Contributing to the conservation of the environment throughout the supply chain(procurement, production, distribution, and sales)

Objectives for achieving our ideal state• To make appropriate use of chemical substances and natural resources• To pursue procurement, production, distribution, and sales activities that contribute to improved resource
productivity and expanded use of sustainable materials• To make sustainable use of water resources• To lower CO2 emissions per sales from the company’s total operations (procurement, production, logistics, and sales)
and also its products’ “after-use” by 35% compared to fiscal 2005 levels by 2020

Principal achievements in 2011

Principal plans for 2012 and beyond• Announcing The Bridgestone Approach to Resource Conservation• Incorporating provisions on the reduction of CO2 emissions and the conservation of
biodiversity into the CSR Procurement Guidelines• Conducting an assessment of biodiversity potential at Bridgestone’s 16 plants in Japan• Reducing CO2 emissions per sales from the company’s total operations andalso its products’ “after-use” by 14.0% compared to fiscal 2005 levels*• Transitioning to the use of gas fuels, deploying energy-saving equipment andenhancing heat recovery at production worksites• Saving electricity at worksites in Japan• Continuing the zero waste to landfill status with regard to waste products at allplants in Japan• Launching a program to monitor water resource use (at the Kitakyushu Plant)• Enhancing management of chemical substances by improving associated systems• Adopting tire product labelling that takes into account the need to reduce theseproducts’ environmental impact• Trialing policies designed to pave the way for procurement of sustainable materials*• Trialing water management policies with the goal of using water resources in asustainable manner• Achieving further reductions in CO2 emissions from the company’s total
operations and its products’ “after-use”• Pursuing use of renewable energy• Expanding energy-saving diagnostics at production bases and improving production
equipment and methods to achieve higher energy and production efficiency* The term “sustainable materials” as used by Bridgestone is based on the
Company's definition of materials that are not expected to be depleted should becontinued, as opposed to fossil resources and other finite resources* Disclosures of CO2 emissions reductions are subject to independent review.

Pursuing business operations to help realize along-term environmental vision with a focus on 2050 and beyond.

sustainable society

In the activity area of reducing CO2 emissions, we successfully

Initiatives being pursued by the Bridgestone Group based on thelowered emissions by 14% since 2005 as a result of efforts such

three activity areas identified in its long-term environmental vision

as switching fuels and recovering heat energy at plants. Thesein order to help realize a sustainable society extend to theefforts are in accordance with our goal of reducing CO2 emissions

operational domain, including such areas of operations as

per sales from the company’s total operations and its products’

procurement, production, distribution, and sales.

“after-use” by 35% compared to fiscal 2005 levels by 2020, as
announced in April 2010.

In the activity area of valuing natural resources, Bridgestone hasachieved full zero waste to landfill status, signifying that it has

In 2011, we began working to ensure the transparency of

consistently eliminated the portion of industrial waste products

information about our CO2 emissions by asking an outside

designated for final disposal at all 16 domestic plants in Japan asorganization to review our performance in this area with awell as its four tire plants in China. In May 2011, we announced

written opinion.

The Bridgestone Approach to Resource Conservation, and in May

In the activity area of existing in harmony with nature, we have

2012, we announced 100% sustainable materials as a part of ouradopted the approach of “in balance with nature” as a long-term

Bridgestone Group50CSR Report 2012

CSR through environmental activities

vision in accordance with The Bridgestone Approach towardwith the potential to form an ecological network with plants as

Biological Diversity, which we announced in 2010.

well as rare species and symbolic species that should be

During 2011, we surveyed biodiversity on the premises of all

targeted for conservation.

16 of plants in Japan as well as in the surrounding environment.

Going forward, we will continue to help realize a sustainable

In addition to assessing the level of biodiversity potential at eachsociety in accordance with our long-term environmental vision.

plant, this effort allowed us to identify green areas and rivers

T

PICS

Carbon management project receives award

Participating in an international conference

Bridgestone received an Incentive Award at the 8th Life Cycle Assessment
Society of Japan Awards held by the Life Cycle Assessment Society of Japanin December 2011 in recognition of initiatives related to promoting life cycle
assessment (LCA) and reducing CO2 emissions through the Group’s carbon
management project.
The honor reflects a comprehensive evaluation of Bridgestone’s initiatives
to realize a low-carbon society by using the LCA method, including by
establishing CO2 emissions reduction targets for Group companies
worldwide throughout the product life cycle, calculating CO2 emissions using
the LCA method, announcing results whose transparency has been assured
through independent review, and building companywide carbon
management structures that cut across organizational boundaries.

on biodiversity
Bridgestone and Bridgestone Americas, Inc., participated in the First Meetingof the Global Platform for Business and Biodiversity (organized by the
Secretariat of the Convention on Biological Diversity, the Keidanren
Committee on Nature Conservation, Japan’s Ministry of the Environment,
and the International Union for Conservation of Nature). The meeting washeld in December 2011 with the goal of contributing to the implementationof the COP10 decision on business engagement (X/21)*.
In addition to introducing the Bridgestone Group’s initiatives in the areaof biodiversity conservation, including wildlife protection activities in the
U.S., at panel sessions and poster displays, the companies exchanged
views with stakeholders.
* A resolution at the 10th Conference of the Parties (COP10) to the Convention
on Biological Diversity encouraging the business sector to pursue biodiversity
conservation initiatives.

Focus Point

15

Contributing to the environment through social activities
Objectives for achieving our ideal state• To facilitate efforts by all Group companies to protect biodiversity, move toward a recycling-oriented society, prevent
global warming, and educate the next generation as appropriate in light of regional environmental issues

Principal achievements in 2011

Principal plans for 2012 and beyond• Pursuing social activities in response to regional environmental issues• Enhancing the pursuit of social activities in response to regional environmental
issues in four priority areas for our eco-Projects• Enhancing the dissemination both inside and outside the company of information
about initiatives undertaken to address environmental issues at Group companies

The eco-Project approach(2) Moving toward a recycling-oriented society

The Bridgestone Group is working worldwide to contribute to theContribute to the realization of sustainable society through theenvironment through a program of social activities known asconservation of natural resources, energy saving, 3R (reduce,

eco-Projects. The program emphasizes the following four

reuse, and recycle) activities, etc.

objectives based on the environmental issues being faced by the(3) Preventing global warming

regions in which Bridgestone does business.

Contribute to reduce CO2, one of the reported causes of global
warming(1) Protecting biodiversity(4) Educating the next generation

Contribute to preserve the original ecosystem of the area and to

Activities to raise the environmental awareness of many people,

nurture its recovery

such as the children who will lead the next generation

Bridgestone Group51

CSR Report 2012

CSR through environmental activities

T

PICS

Protecting biodiversity:
Supporting efforts to protect a river environment(Canada)Bridgestone Canada Inc. is supporting efforts to protect a river environment
near its plant in Joliette by providing funding to a local environmental
preservation group involved in surveying the natural environment around theriver and formulating a conservation action plan.

The river targeted by protection efforts

Moving toward a recycling-oriented society:
Raising awareness of the 3Rs on Earth Day(Spain)As part of a program of activities conceived to help realize a recyclingoriented society, Bridgestone Hispania S.A.’s Burgos Plant held an
educational activity focusing on the 3Rs (reduce, reuse, and recycle) for
children on Earth Day in April 2011. The company held the workshopstructured event, which allows children living in Burgos to learn about the
3Rs, again in April 2012.
At the Earth Day Workshop

Preventing global warming:
Offering eco-driving lessons (China)
Bridgestone (China) Investment Co., Ltd., offers driving lessons for thegeneral public on its test course. The program offers eco-driving advice toparticipants in an effort to improve their driving skills and awareness byfocusing on safety and environmental considerations. By allowing them toexperience the difference between normal and environmentally conscious
driving, the lessons give drivers a feel for the improved fuel economy that
results from eco-driving.
An eco-driving lesson

Protecting biodiversity/Educating the next generation:
Lake Biwa — Sustainable Environment for Local
Communities Project (Japan)
Bridgestone’s Hikone Plant works with employees, their families, and the
local community to preserve the environment at Lake Biwa. The company is
involved in a range of initiatives with the goal of encouraging participants tomaintain an interest in Lake Biwa’s natural environment and work in asustained manner to preserve its integrity. During 2011, a total of about
1,000 local residents –primarily children– and Hikone Plant employees
participated in 13 nature field events. Going forward, the facility will continue
to work to protect Lake Biwa’s invaluable natural environment.

Bridgestone GroupAn ecological survey conducted as part of a nature field event

52

CSR Report 2012

Initiatives Related to the 22 CSR Focus Points

CSR from a social standpoint
With employees
Activities that progressed the most in 2011 are shown in different colors.

Focus Point

16

Continued Enhancement of Job Satisfaction and pride
Objectives for achieving our ideal state• To put in place a human resources system that fairly evaluates and compensates employees, thereby encouraging
them to excel at their jobs
• To design a training system that encourages development and growth of motivated employees

Principal achievements in 2011

Principal plans for 2012 and beyond• Rolling out the standard position-specific training program worldwide• Assisting in the developing of human resources and compensation systems at Group
companies• Formulating common guidelines in Bridgestone Group and pursuing thedevelopment of consistent, Group-wide human resources and compensation
systems based on those guidelines• Pursuing the development of position-specific education and training programs
at Group companies

Approach to job satisfaction and pride,of activities to fulfill its mission of training Bridgestone-styleand related initiatives

manufacturing professionals.
G-MEC’s principal role consists of pursing human resources

The Bridgestone Group has adopted the following approach todevelopment activities worldwide in three key areas: creating

pursuing job satisfaction and pride.

standards for human resources development programs, training

Approach to Continued enhancement of job satisfaction
and pride

program planners, and applying these programs to the existing
corporate system.

The Bridgestone Group shall strive to offer employees a motivating
workplace environment that inspires pride by means of the following
measures:
The Group shall strive to offer employees the satisfaction of personal
growth made possible by the use of interests, motivation, skills, andknowledge to overcome difficulties and achieve goals.
The Group shall strive to develop a human resources system thatencourages employees to excel by fairly evaluating their achievements
and compensating them accordingly.
The Group shall put in place an educational system to aid employees inindependent efforts to learn and develop skills.
In this way, we will continue working to ensure Bridgestone is acompany where workplaces encourage employee growth and job
satisfaction and where employees take pride in their association with thecompany.

The scale of G-MEC training programs surged fromapproximately 2,000 trainees within 73 training courses in 2007 tomore than 6,000 trainees within 104 courses in 2011. Goingforward, G-MEC will continue to make key contributions in thisimportant area.
Group production outside of the domestic Japanese market has
increased to 70%. As a result, the need to implement the system
for human resources development that will allows Group companies
to pursue manufacturing activities at a high level has become apressing need. Going forward, G-MEC plans to train master
instructors at Group companies to offer leadership regarding further

Based on this approach, we worked to develop humanadvanced manufacturing activities at production bases.

resources systems and enhance position-specific training

C-MEC (China), AP-MEC (Asia and Oceania), E-MEC (Europe),

programs at Group companies in 2011. In 2012, we will strive to

NA-MEC (North America), and LA-MEC (South America) wereembody The Bridgestone Essence; we will formulate guidelines inorganized by

Bridgestone Group to implement workplaces that inspire job

2011 as part ofsatisfaction and pride, and implement consistent, Group-widea continuing

human resources and compensation systems along withemphasis on

education and training programs based on those guidelines.

humanresources

Group-wide training of manufacturing professionals

development

Since opening in 2007, the Global Manufacturing Educationworldwide.
G-MEC basic training of the tire

Center (G-MEC), which is located in Japan, has pursued a range

Bridgestone Group53

CSR Report 2012

CSR from a social standpoint

Focus Point

17

With employees

Enhancing workplace safety and health, and employee health management
Objectives for achieving our ideal state• To develop structures that will prevent serious injuries by maintaining a high level of safety awareness, developing
safe equipment and systems, building a management system that creates safe workplaces, and enhancing mental
and physical health management

Principal achievements in 2011

Principal plans for 2012 and beyond• Expanding activities to keep the workplace safe for the Group companies• Improving measures for equipment safety among the Group companies• Implementing improvement activities based on the visualization of safety andhealth activity status information at Group companies• Engaging in risk foresight, small-group activities, and other initiatives to increasesafety awareness at the workplace and company levels• Continuing to pursue activities intended to reduce or eliminate the causes ofrisks posed to human workers by machinery• Developing mechanisms to facilitate ongoing compliance with safety rules

Approach to occupational safety and healthIn addition to compiling injuries statistics on a quarterly basis,

The Bridgestone Group focuses its safety activities on

we put the results to use in preventing similar future injuries.
During 2011, the number of work related injuries at Bridgestone

consciousness, engineering, and systems management as it
works to develop an occupational safety and health management

facilities in Japan fell far below the average Japanesesystem. We also strive to increase the level of safety at our

manufacturing industry level in terms of both frequency andfacilities by visualizing the status of activities in each area andseverity. While the number of serious injuries at the Bridgestone

progressively improving safety standards.

Group’s 190 production and logistics worksites has fallen since

The Bridgestone Group continuously works to lower risks inthe start of 2006, a total of 26 serious injuries occurred in 2011.

order to develop safe workplaces in accordance with its Safety

In light of these incidents, the Group will continue to implement

Mission Statement, which states that safety is the basis of all

specific policies in the areas of consciousness, engineering, andworker activity, that the assurance of safety is a precondition forsystems management.

all corporate activities, and that safety is an irreplaceable value
Frequency rate*1

that serves as both the source of mutual trust and the root ofrobust corporate activities.

Rubber product manufacturing

1.50

These activities have been arranged in the form of Mid-term

1.09

plans for safety, health, and disaster prevention that are being

1.00

enforced throughout the Bridgestone Group.

0.50
0.00

Manufacturing

Bridgestone

1.18
1.12

0.99

0.98
0.93

0.79

0.70

0.29

0.31

2007

2008

0.18
2009

0.34

0.31

2010

2011 (year)*1 (No. of casualties caused by injuries that resulted in a work stoppage of at least 1
day / total hours worked) × 1,000,000

Severity rate*2
Rubber product manufacturing

0.30

0.15

0.00

Bridgestone

0.25

0.22
0.10
0.09

The Bridgestone Commitment to Safety

Manufacturing

0.10

0.01
2007

2008

0.08

0.09

0.07
0.01

0.03

2009

2010

0.03
0.02
2011 (year)

Injuries
The Bridgestone Group has established Global criteria for
occupational injury in order to assess injuries occurring at Group
production, distribution, and sales facilities as well as warehouses.
*2 (Total no. of working days lost / total hours worked) × 1,000

Bridgestone Group54

CSR Report 2012

CSR from a social standpoint

With employees

Bridgestone Group Mid-term safety objectives

Safety Consciousness Survey

and policies

In 2009, we began conducting a survey of approximately 100

The Bridgestone Group has developed a mid-term safety andquestions in each of the injury-related categories to assess thehealth plan to establish specific policies in the areas ofsafety awareness among employees and verify the effectiveness of

consciousness, engineering, and systems (management). The

the Group’s safety measures. In 2011, the survey was administered

mid-term plan and associated policies are discussed and finalized

at 87 worldwide Group facilities. Going forward, we will expand theeach year at a Group-wide meeting.

survey to Group companies out of Japan.

In 2009, in order to facilitate speedier adoption of policies
throughout the Group, we began issuing Bridgestone GroupEngineering initiatives

Safety Activity Guidelines, a series of activity directives for eachWork procedures and equipment that could lead to serious injury

fiscal year.

must issue reliable measures for preventing injuries. In terms oftechnology, we are working to lower risk, starting from thePromoting safety consciousness

equipment design stage. This includes store and warehouse

To create safe workplaces, it is essential to convey safety

equipment as well as production equipment, and maintaining

awareness as a means of ensuring employees adhere to applicablesafety during equipment use. These efforts include conducting

standards at all times. To do so, a series of corporate actions and,risk assessments to identify work procedures and parts ofthe distribution of a Safety Consciousness Survey were

equipment that are inherently dangerous.

implemented in 2009.

During 2011, we continued to assign and train safety engineers(SE) as experts in equipment safety conducted risk assessments.
Based on the results, we are working to implement safetymeasures, giving priority to equipment with major injury risks. Thiseffort includes both store and warehouse equipment.

System- (management-) related initiatives
The majority of the Bridgestone Group’s production worksites use
a checklist to assess the status of safety and health activities
including legal compliance, while making improvements to rectify
inadequacies.

Pursuing practical measures tocreate safe workplaces

Additionally, from the standpoint of preventing recurrences,personnel utilize communications networks to effect the timely
share information about workplace injuries and fires that haveoccurred at Group facilities as well as preventative measures to

Actions to keep the workplace safe

be undertaken. These activities comprise a series ofStarting in 2009, Bridgestone’s management team began

improvements in the form of a safety management system.

visiting worksites operated by Bridgestone and the Group

Starting in 2012, we will prioritize the development of rules andcompanies in Japan to discuss the importance of giving priority

mechanisms for assuring compliance with these safety rules.

to safety over all other considerations. During 2011, we
expanded this activity by having the management of Group
companies participate. In 2012, we will strive to increaseautonomous safety awareness in the workplace.

Bridgestone Group55

CSR Report 2012

CSR from a social standpoint

Focus Point

18

With employees

Respect for diversity
Objectives for achieving our ideal state• To provide a work environment in which members of a diverse staff can tap their full potential

Principal achievements in 2011

Principal plans for 2012 and beyond• Offering career design training for women in career positions at Bridgestone
and their supervisors in order to promote diversity• Continuing multicultural training for non-Japanese employees and theirsupervisors in Bridgestone in order to promote mutual understanding• Striving to create workplaces where a broad range of employees can do their jobs
with confidence and peace of mind in Bridgestone, for example by holding off-site
meetings to discuss how to balance work and parenting responsibilities• Continuing training as part of Bridgestone’s promotion of diversity• Introducing new systems and offering training, in Bridgestone to create acomfortable workplaces where a broad range of employees can do their jobs
with confidence and peace of mind, for example e-learning to spread respect fordiversity and a leave program allowing employee spouses to accompany theirhusband or wife on overseas job postings

Approach to respecting diversity and related initiatives

Bridgestone launched training for female employees and their

The Bridgestone Group formed a responsible unit to oversee thesupervisors in 2009 as a way to support a greater role for women

promotion of diversity in Japan in 2008 and began applying its

in its organization. Since 2010, Bridgestone has been working toapproach to respecting diversity throughout the Group in 2009.

create workplaces where non-Japanese employees can takeadvantage of their full potential by launching a training program

Our Group’s stance of “Respect for diversity”

for non-Japanese employees along with their supervisors.

The Bridgestone Group contribute a working environment in which
individuals who have diverse values and personalities can work
comfortably and demonstrate their abilities. To do it,	We recognize and respect diversity of culture and customs in eachcountry of the world.
	We sympathize with ideas from diverse viewpoints of diverse persons
and create considerable new values.
	We establish a system in which employees can perform their duties
with peace of mind and demonstrate their abilities to the fullest, acrossthe various stages of their lives.
And finally, we accomplish “Improving employees’ satisfaction,”“Activating and improving company,” ”Increasing stakeholders’ profits.”

Bridgestone We also sought to support various styles of work, forexample by transitioning non-regular employees into regular
positions as circumstances permitted.
As part of our program of activities to promote understandingof diversity in Bridgestone, we began to hold a range of lecture
meetings featuring outside experts in 2009. In 2011, the topics
of such meetings included “Work-life Balance as a Management
Strategy” and “Work-life Balance: From the Standpoint of
Nursing Care.”

In 2010, Bridgestone Group companies established a series ofFurthermore, Bridgestone created a Parenting and Nursing

voluntary objectives in diversity-related areas such as gender andCare Guidebook summarizing national and company programs

disability and incorporated initiatives for achieving those objectives

related to parenting and nursing care. Bridgestone is working to

into their Mid-term plans.

promote use of childbirth, parenting, and nursing care support

During 2011, we were able to verify the status of activities for

programs, for example by distributing the guidebook todiversity promotion in the Group companies based on CSR

employees of Bridgestone and Group companies in Japan.

self-assessment results. In 2012, we plan to review follow-up
points and action plans of each in Group company.

Bridgestone Group56

CSR Report 2012

CSR from a social standpoint

T

With employees

PICS

Offering career design training for female
employees and managers
We offer training for female employees around fifth-year career positions at
Bridgestone with the goal of encouraging them to consider their future
career plans and address any concerns or doubts about a career with
Bridgestone. Round-table discussions with female managers pursuing active
careers at Bridgestone give participants an opportunity to learn how these
professionals balance career demands with household responsibilities.
Female employees who have participated in the program note that it has
increased their motivation by allowing them to imagine where they will bein 5 to 10 years.
Bridgestone also offers training for all managers who work with female
subordinates in career positions with the goal of fostering awareness of theneed to support the careers of female employees.
Career support training for female employees

Focus Point

19

Respect for fundamental human rights, including the rights of children and others to be
free from forced labor
Objectives for achieving our ideal state• “To pursue corporate activities based on “Our Group’s Stance of Human Rights”

Principal achievements in 2011

Principal plans for 2012 and beyond• Striving to achieve 100% awareness of “Our Group’s Stance of Human Rights” atGroup companies worldwide by the end of 2012
• Launching an effort to assess human rights risks in the regions where we dobusiness in or after 2013 within the regions where we do business• Continuing to hold briefings to outline “Our Group’s Stance of Human Rights” foremployees at Bridgestone• Issuing translations of “Our Group’s Stance of Human Rights” in 15 languages

The Bridgestone Group’s Stance of Human Rights

Spreading awareness of “Our Group’s Stance ofIn addition to respecting human rights in accordance with “Our

Human Rights” worldwide

Group’s Stance of Human Rights,” we appointed a Chief Human

The Bridgestone Group is aiming to accomplish a 100% of

Rights Officer in 2009 and are taking steps to ensure that theinstitutionalization rate of “Our Group’s Stance of Human Rights”

Group’s approach to this issue is well understood throughout theat Group companies worldwide by the end of 2012. To ensureorganization.

success, we translated the document of “Our Group’s Stance of
Human Rights” into 15 languages for the Group companies“Our Group’s Stance of Human Rights”

worldwide in 2011. We are also working to set up intranet and1. Prohibition of discrimination
In all corporate activities, Bridgestone prohibits any acts that impair
individual dignity or discrimination based on race, ethnicity, nationality,
gender, age, language, religion, creed, social status, and disability or any
other related factors.
2. No harassment
No personnel shall speak or act in ways that degrade individual dignity
based on issues such as gender, authority or any other type ofharassment.
3. No child labor/forced labor
Bridgestone prohibits child labor/forced labor in any country.

human rights hotlines at Group companies.
As a result of a 2011 self-assessment, we reviewed the statusof activities regarding “Our Group’s Stance of Human Rights” atGroup companies, and found that efforts to set up human rights
hotlines were lagging at some. In response, we are working withthe departments administer the businesses in question in order tomeet our 100% goal by 2012.
In or after 2013, as the next step, we plan to launch an
initiative to assess human rights risks in the regions in which we
do business.

Bridgestone Group57

CSR Report 2012

With society and communities
Focus Point

20

Developing social activities to build a sound and sustainable society
Objectives for achieving our ideal state• To ensure all Bridgestone Group companies pursue social activities to clarify and work toward the solution of local
issues and needs through dialog with the local community

Principal achievements in 2011

Principal plans for 2012 and beyond• Implementing and pursuing social activities at each Group company in linewith the issues being faced by the local community• Offering support for areas affected by large-scale natural disasters withterms and timing that suit the local community based on communication withlocal officials• Updating Bridgestone’s Social Activity Policy to reflect social demands and anemphasis on actively participating in the community, supporting those who aresocially vulnerable• Formulating a Social Activity Evaluation Sheet and using it to evaluate and review
the social activities in which the Bridgestone Group is involved• Updating the corporate citizenship website and distributing information to
stakeholders in a comprehensive format

Structures for pursuing social activities

welcoming feedback, for example by holding local dialogues on

The Bridgestone Group is engaged in a variety of activities

CSR-related topics.

worldwide, including efforts to raise safety awareness, conserve
the environment, and undertake community service initiatives thatsuit local communities’ needs.

T

Bridgestone has formed the Social Activities Committee,

PICS

Supporting community activities to recoverconsisting of corporate officers responsible for relevant sectionsof the company, under its Integrated CSR Enhancementfrom the flood (Thailand)Committee. It serves to discuss the overall direction of the

In addition to donating funds, the Bridgestone Group has offered a
range of assistance toareas affected byflooding in Thailand,
including distributing
water, food, and othernecessities.

Group’s social activities and associated action items andinformation. We are also working to enhance the structures that
support Group-wide social activities by creating a section
dedicated to the further advancement of these initiatives.
In addition, we have established the “Social Contribution
Award,” which can be earned by group companies and theiremployees in Japan, and the “Bridgestone Group Award for

Donating funds

Contribution to Society,” which can be earned by Group
companies all over the world. In 2012, we presented three

Welcoming students from the Gifu College ofawards to groups and 13 to individuals recognizing their

Nursing as interns (Japan)

involvement in such activities as offering economic support to

Twice each year, Bridgestone’s Seki Plant welcomes students fromthe Gifu College of Nursing as interns at the facility. To date, a total ofmore than 300 students have participated in this program. The
students work with the plant’s nurse to provide health guidance toemployees and even experience manufacturing operations throughfactory training.

help small-scale rubber farms in Indonesia.

Social activities that address the issues and needs ofthe local community
All Bridgestone Group companies are engaged in social activities
based on the Social Activity Policy, which mandates activities that

Working to increase literacy (South Africa)

help resolve problems in response to the specific needs of local

Since 2007, Bridgestone South Africa Limited has been working toincrease literacy by improving the quality of education available toresidents of outlying areas. Personnel have visited 28 schools over the
initiative’s six-year history. During 2011, the company helped improve thequality of literacy
education and develop an
effective educational
environment at two
schools by sending thembooks, writing supplies,
soccer balls, clothing, food,and other supplies.

communities.
During 2011, we communicated with local government officials,
supporting local needs to provide supplies when and where they
were needed in areas affected by the Tohoku Earthquake andTsunami and other large-scale natural disasters.
Going forward, we will share information about successful
activities within the Group and further enhance our ability to
distribute information to stakeholders. Additionally, as we pursue
these activities, we will work to strengthen communication

Students at a school receiving support

between Bridgestone Group and local communities while

Bridgestone Group58

CSR Report 2012

CSR from a social standpoint

Focus Point

21

With society and communities

Encouraging employees to do volunteer work in their communities
Objectives for achieving our ideal state• Supporting employees’ participation in volunteer activities by providing information, time, funding, and opportunities

Principal achievements in 2011

Principal plans for 2012 and beyond• Building frameworks for activities in which all Group company employees in Japanand their families in Japan can participate in order to provide information andopportunities to more people, and conducting social activities that demonstrate theGroup’s full capabilities (Great East Japan Earthquake recovery assistance volunteers)• Developing and promoting frameworks for social activities in which more
employees can participate (activity formats, personnel programs, means forproviding information, etc.)

Structures for supporting employees’ social activities

employees (as of December 31, 2011) have participated in thisBridgestone supports employees’ volunteer activities by providing

program which supported 32 activities in 2011.

time and funding, for example by creating a volunteer leave

During 2011, a total of 117 employees took advantage ofprogram and introducing the employee-driven Chobora Fund

Bridgestone’s volunteer leave program (compared to 11 duringgift-matching program. We also recognize and encourage not2010).

only the organization’s but also employees’ social activities

Starting in April 2011, Bridgestone assembled disasterthrough the Social Contribution Award and the Bridgestone

recovery volunteers and sent a total of 628 volunteers on 22

Group Award for Contribution to Society. As one way to recognize

missions to areas affected by the Great East Japan Earthquake

employees’ active participation in social activities.

and Tsunami (as of March 31, 2012). These activities took
advantage of the Bridgestone Group’s primary framework to

Past social activities undertaken by employees

allow employees of all domestic Group companies and their

The Chobora Fund is a voluntary employee contribution program

families to participate in volunteer programs, allowing the Group’sthat offers financial support to social activity groups in whichfull capabilities and resources to be utilized in assisting disaster-

employees, their families, and retirees can participate. Groups arestricken areas. Going forward, Bridgestone will continue to offer

selected for funding through an internal process, and Bridgestone

assistance in these areas.
Individual Group companies also pursue a variety of social

matches employee donations for those groups’ activities. In
addition to supporting and encouraging employees’ social

activities in which their employees can participate. The

activities, the Chobora Fund enables employees who cannot

Bridgestone Group will continue to work to create opportunities

directly participate in social activities to make a positive

for additional social activities and to encourage Group employees

contribution to society by donating funds. A total of 5,659

to participate in such programs.

T

PICS

Disaster recovery volunteers in

Example of an activity undertaken by

Example of an activity undertaken by

areas affected by the Great East

Bridgestone employees (groups receiving

Bridgestone employees (groups receiving

Japan Earthquake and Tsunami

funding from the Chobora Fund)funding from the Chobora Fund)

In 2011, a total of 498 Group employees and theirfamilies participated as volunteers in recovery
assistance efforts in the wake of the Great East
Japan Earthquake and Tsunami. In 2012, we
continue to send out employee teams of recovery
assistance volunteers and promote employee
participation in support of reconstruction activities
in affected areas and employee participation.

Employees have launched a listening volunteer
group that visits nursing homes and similar
facilities to talk with senior citizens.
During 2011, the group also pursued “listening
activities” (intended to give people somebody totalk to) for evacuees who had been displaced by
the Great East Japan Earthquake. Additionally,
these volunteers helped sort relief supplies.

An employee’s parents are taking advantage of
their experience living overseas by opening an
English school for local residents. Bridgestone
provides support through the Chobora Fund for
activities undertaken by not only employees, butalso their families.

Activities in the city of Ishinomaki, Miyagi Prefecture

A “listening activity” at a social welfare facility

Members of the English conversation club

Bridgestone Group59

CSR Report 2012

CSR from a social standpoint

Focus Point

22

With society and communities

Helping realize a safe society
Objectives for achieving our ideal state• To ensure all Group companies pursue activities to communicate appropriate use of our products (tires, bicycles)
and contribute to road safety in local communities

Principal achievements in 2011

Principal plans for 2012 and beyond• Promoting safety directly to drivers through activities calling attention to theimportance of regular tire inspections worldwide (tire safety activities)• Expanding activities that promote awareness of safety though the Internet and othermedia• Holding the Bridgestone Tire Safety Championship• Continuing to communicate appropriate use of tires and bicycles (for example,
through tire safety activities and bicycle safety seminars)• Pursuing initiatives to improve road safety in response to related issues in local
communities (for example, through driving seminars for young drivers, safetyseminars for children, and participation in local road safety campaigns)• Enhancing the provision of information both inside and outside the company
about initiatives related to safety issues at worksites

Approach behind Bridgestone’s tire safety activities

safety activities”. Through these activities, we seek to

In addition to developing safety technologies which contribute tocommunicate the Group’s passion for safety to the world by

the development of a safer society, the Bridgestone Group

providing information in a variety of formats and offering hands-on

pursues activities to promote the importance of regular tire

experiences designed to achieve the following goals:

inspections and conducts other social activities to help improve

Encouraging an understanding of the Bridgestone Group’s

road safety in local communities. The Group pursues social

products (tires and bicycles) so that they can be used more safely

activities related to safety, which it refers to worldwide as “tireHelping improve road safety in local communities

T

PICS

Tire Safety ChampionshipIn 2011, Bridgestone held a video and planning contest to encourage more people to think about tires andsafety by promoting regular tire inspections and traffic safety. We recognized exceptional plans and ideas
among the 48 videos submitted by the general public in the video category and 40 ideas in the planningcategory, including a plan to promote regular tire inspections among female drivers. In the future, we lookforward to actively pursuing two-way initiatives to promote tire inspections and road safety.

A tire safety inspection in the Netherlands

Road safety activities utilizing the Internet
Reacting to the large number of traffic accidents involving young drivers in the U.S., Bridgestone Americas,
Inc., is pursuing a variety of activities conceived to encourage these drivers to practice traffic safety
through the Internet. In addition to featuring videos, games, and other content designed to raiseawareness of traffic safety and encourage young drivers to drive safely, the traffic safety education
website “TeensDriveSmart.com” provides a range of information and content for their parents andteachers.
Road safety education website“TeensDriveSmart.com”

Promoting tire inspections
Bridgestone Group companies in Europe are involved in activities calling on drivers to conduct regular tire inspections across the continent by holding
complimentary tire checks in outdoor parking lots, orchestrating events to raise road safety awareness at locations such as stores and shopping malls, andpromoting safe winter driving techniques in cooperation with local police departments and other organizations. By increasing awareness of tire safety, thesecompanies are helping to reduce the number of traffic accidents throughout Europe.

Bridgestone Group60

CSR Report 2012Outline of the Bridgestone Group
Corporate profile

Financial summary

Company name:

Bridgestone Corporation

Net sales

Head Office:10-1 Kyobashi 1-chome, Chuo-ku,
Tokyo, 104-8340, Japan(Hundred millions of yen)
33,902Masaaki Tsuya
CEO and Representative Board Member

30,000Paid-in capital:

JPY 126,354 million(as of December 31, 2011)

20,000

Sales (consolidated) :JPY 3,024.3 billion (FY 2011)

10,000

Sales (non-consolidated) :JPY 971.2 billion (FY 2011)

Representative Director:

Consolidated

Non-consolidated

40,00032,344

10,5220

Employees (consolidated) : 143,124 (as of December 31, 2011)
Employees (non-consolidated) :16,019 (as of December 31, 2011)10,1202007

2008

30,243

28,61625,970

9,712

8,956

7,492

2009

2011 (year)2010

Net income

Summary of Bridgestone’s manufacturing plants:
178 plants in 25 nations(Bridgestone Group total as ofApril 1, 2012)(Hundred millions of yen)

Consolidated

Non-consolidated

1,600
1,316
1,200

1,029

989

873
800

503

Major products and operations

367

400
104

Tires

0

Tires and tubes for passenger cars, trucks and buses,

2007

2008

338
154
10
2009

2010

2011 (year)

construction and mining vehicles, industrial machinery, agricultural
Consolidated sales bybusiness segment (FY 2011)

machinery, aircraft, motorcycles and scooters and others;
tire-related supplies; retreading materials and services; automotive

Consolidated sales bygeographical segment (FY 2011)

maintenance and repair services; raw materials for tires and others
Diversified
products
16%

Others
21%

Japan
23%

Europe
14%

Tires
84%

Americas42%

Diversified products<Chemical and industrial products> Anti-vibration andnoise-insulating materials, polyurethane foam products,

Global tire market share (based on consolidated sales figures for 2010)

electromaterials, industrial rubber products, building materials,
belts, hoses and other products<Sporting goods> Golf balls, golf clubs, golf wear, tennis goods
and other sports-related products<Bicycles> Bicycles, bicycle goods and related products

Toyo 1.6%
Kumho 2.0%
HangZhou Zhongce 2.1%
Cheng Shin 2.2%
Cooper 2.2%
Hankook 3.0%
Yokohama 3.1%
Sumitomo 3.8%

Others28.4%

Bridgestone
16.1%
Michelin
14.8%
Goodyear
11.2%

Continental
5.3%
Pirelli 4.2%

Source: 2011 Global Tire Company Rankings (Tire Business)

Bridgestone Group61

CSR Report 2012

Opinions from stakeholders and our responses
We have received extensive feedback concerning CSR Report 2011 from independent observers, questionnaires and our website.
This section includes a representative sample of some of the questions we have received along with the Group’s responses.

Opinion or suggestion

Outline of the Group’s response

CSR management

Bridgestone should compare theprovisions of ISO26000, which was
issued in 2010, with the Group’s 22 CSR
Focus Points to identify areas where
additional action is needed.

We will check the level of the Bridgestone Group’s CSR activities in2010 in reference to ISO26000, prioritize areas where we believe
additional action is needed, and work as a Group to address thoseareas in the future.

Communication

I expect that clarifying the roles andresponsibilities of SBU headquarters inbuilding a communication network among
Group companies will help transform theBridgestone Group’s CSR activities into a
truly global program.

We are working to reassess and recalibrate the roles of Group
companies and SBU headquarters within our regional public relations
system, and to develop structures that will ensure each SBU
headquarters is capable of providing information to Group companies.

I strongly encourage Bridgestone to bring thelabelling-based tire grading system to Asiaand other areas outside of Japan.

Similar systems are expected to be introduced in Europe and South
Korea in 2012, and the Bridgestone Group will work actively toaccommodate them so that we can provide useful information to help
customers select tires.

P43

It is necessary to establish CSR procurement
objectives considering the rectification or
prevention of CSR problems.

To help enhance the level of CSR activities undertaken by its business
partners, Bridgestone is administering a CSR Self-Check Sheet andholding a CSR seminar for selected business partners based on the
results. We also visit business partners whose check sheet results
indicate a need to improve their environmental initiatives in order tooffer assistance.

P45

Biodiversity

I would like to see the Group pursue
specific initiatives to protect biodiversity inorder to achieve its goal of existing inharmony with nature.

Bridgestone has conducted a survey of biodiversity in and around all
16 of its plants in Japan, providing an understanding of the potential
level of biodiversity at each plant and identifying endangered andsymbolic species requiring conservation.

P51

Diversity

While it can be difficult to establish a
uniform series of objectives due todifferences in local conditions in individual
countries and regions, I would like to see
the Group give shape to its objectives to thegreatest extent possible.

In 2011, we used a CSR self-check to review the status of Group
companies’ initiatives. In 2012, we will review follow-up points andaction plans of Group companies.

Human rights

I would like to see Bridgestone, which is one
of Japan’s pioneering global companies,
take action on human rights not just for its
employees, but from a global perspective.

Our goal is to achieve 100% awareness of “Our Group’s Stance of
Human Rights” at Group companies worldwide by the end of 2012. In2013 and beyond, we plan to begin an assessment of human rights
risks in the regions in which we do business.

P57

CSR Report

If Bridgestone can clarify the respective rolesof the paper and Web editions of its CSR
Report and limit the number of pages in thepaper edition, I think it will become eveneasier to read.

We continue to reexamine the role of different types of media, and weare working to use fewer resources by reducing the number of pages
in the paper edition of the CSR report and treating it as a digest of the
PDF edition, which will provide the same amount of information aslast year. We will continue to offer more detailed information online.

P1

Development of
products andservices

CSR procurement

Bridgestone Group62

See pages

P8

P38

P56

CSR Report 2012

Independent evaluation statement
I would like to address the CSR Report from the three standpoints

into its business operations. In particular, NGOs have pointed outof the environment, society, and corporate citizenship.

some issues with the labor environment on rubber tree farms, andFirst, in terms of the environment, I commend Bridgestone for

it is desirable that the company take a more proactive approach

establishing the three specific goals of “achieving 100%

to disclosing information.

sustainable materials”, “contributing to the globally-agreed target

Concerning diversity, it is time for the company to establish(reducing CO2 emissions by at least 50%)” and “existing inreasonably specific objectives. In light of the issue’s great regionalbalance with nature.” Clear, shared goals serve to give direction todifferent, one way forward would be to establish region-specifican organization’s initiatives. The use of 100% renewable

objectives or to establish objectives only for those regions where

resources in the effort to commercialize the Non-pneumatic

progress is lagging.

(Airless) Concept Tire described in Feature 1 is an example of thisfact. Additionally, Bridgestone’s effort to develop technologies

Concerning corporate citizenship, I believe that BSID’srelated to the use of guayule as a new natural rubber resource

approach in India –that a plant cannot be healthy unless its

should also stimulate a high level of reader interest. CSR gives

surrounding community is healthy– as it works to offer healthrise to innovation, with benefits for both society and theconsultations for local residents is the most appropriatecompanies who practice it.

expression of the philosophy of coexisting with the local
community that lies at the heart of Bridgestone’s corporate

Bridgestone’s approach to CSR is distinguished by the

citizenship activities.

company’s classification of issues into 22 focus points and its use

Initiatives in Indonesia, Venezuela, Thailand, and other countriesof the PDCA cycle for CSR activities. In the area of the

all make valuable contributions in their regions.

environment, I would like, in particular, to see the company
implement the procurement of sustainable materials as part of the

In closing, I would like to address the dialog with stakeholders.

measures it has planned for 2012 and beyond.

I commend Bridgestone for working earnestly to address the

I would like to see more action taken to achieve “existing inissues that are pointed out in each year’s dialog, and for havingbalance with nature.” While the company has taken appropriate

an NGO participate in the dialog.

steps, for example by conducting a survey at all of its plants in

The company is also forward-looking in its pursuit of dialogs

Japan, the path to implementing its objectives is not entirely clear.

with stakeholders in the community. Going forward, I would

A stakeholder has pointed out that there is room for a moresuggest that Bridgestone also pursue dialogs with stakeholders

ambitious approach in the company’s CO2 emission reduction

outside of Japan. Such an initiative would surely help transformtarget, and I would like to see more action in that area as well.

Bridgestone’s CSR activities into a truly global program.

In the area of society, Bridgestone has set the goal of achieving
100% awareness of its human rights policies at Group companies
worldwide by the end of 2012, and the company’s initiatives inthis area are fast becoming a global-scale effort. Bridgestone will

Toshihiko Fujii

begin to assess human rights risks in individual regions in 2013,

Visiting Professor, Saitama University Graduate
School of Economic Science
Consulting Fellow, Research Institute of Economy,
Trade and Industry

and I urge the company to both disclose information about therisks as much as possible and to integrate those considerations

Back cover
The Bridgestone Group holds the BridgestoneChildren’s Eco-Art Contest each year as a way
to encourage the children who will be our
future leaders to begin thinking about theenvironment. For the contest’s ninth year, we
received 33,251 entries depicting the theme,“We and the living creatures.” The back coverof this report introduces five entries thatreceived the Special Award.

Bridgestone Group

Upper left: Haruko Yamashita, age 7
Upper right: Shuichiro Wakatsuki, age 8
Center: Akari Nishimura, age 12
Lower left: Tomoya Sakurai, age 9
Lower right: Chiaki Imai, age 963

CSR Report 2012

The winning works of 9th Bridgestone Children’s Eco-Art Contest

CSR Department
10-1, Kyobashi 1-Chome Chuo-ku, Tokyo 104-8340, Japan
http://www.bridgestone.com/

Published September 2012