C SR Report

Corporate Social Responsibility ReportBridgestone GroupC SR Report

Corporate Social Responsibility Report

Editorial Policy
The Bridgestone Group has compiled this Report as a communica-

The website provides content not found in the published booklet

tion tool to help stakeholders understand how the Group designs

in response to the needs of individuals who require more-detailed

and pursues its CSR activities. It also serves to encourage dialogue

information.

with stakeholders, and the Group looks forward to receiving
feedback on its CSR activities.
The Report includes special features exploring the Group’s“technology innovation” and “business model innovation”• Overview of PDF

initiatives with issues identified as important for society and forBookletCSR Report 2014 Digest (28 pages)

the Bridgestone Group. The Report also explores our initiatives forfostering coexistence with local communities, which we consider• Full contents

an essential element of our business operations in society.

PDF

CSR Report 2014 (54 pages)

The Report consists of published and online content intended
to be read by a broad range of stakeholders, including residents

Includes detailed supplementary informationof the communities in which we do business, customers, share-

Bridgestone website URL:
http://www.bridgestone.com/responsibilities/csr/index.html

Webholders, business partners, employees, and CSR experts.

About This Report
PeriodReference Guidelines

This Report focuses on data and activities for the 2013 fiscal year

Environmental Reporting Guidelines (Fiscal Year 2012 Version)(from January 1 to December 31, 2013), although it also includes(published by the Ministry of the Environment of Japan)

some information applicable to years before and after fiscal year

Sustainability Reporting Guidelines (Version 3.1) (published by

2013.

the Global Reporting Initiative)
Sustainability Reporting Guidelines (Version 4.0) (published by

Organizational Coverage

the Global Reporting Initiative)

This Report covers the initiatives of the Bridgestone Group,
including Bridgestone Corporation and subsidiaries and affiliates

Third-Party Evaluation

around the world. Throughout the text, “Bridgestone” or “theAn independent party’s evaluation and opinions of this ReportCompany” refers to Bridgestone Corporation, while “Bridgestone

have been included to increase its reliability.

Group” or “the Group” refers to entire group companies,
including subsidiaries and affiliates around the world. Notes areprovided where this distinction does not apply.

Bridgestone Group1CSR Report 2014

Contents
Editorial Policy / About This Report ..........................

1

The Bridgestone Group’s Approach to CSR ..............

7

Contents ....................................................................

2

Corporate Governance .............................................

9

Commitment of Management ..................................

3

CSR Management ...................................................... 11

Important Notification ..............................................

5

Selected as a “Nadeshiko Brand” ............................. 12

The Bridgestone Essence (Corporate Philosophy) ....

6

Special Feature 1

13~15

Securing of greater competitive
advantage through “technology
innovation”

Special Feature 2

16~18

Business model innovation:
Creating new value whilesolving management issues
for customers

Toward Reconstruction from theGreat East Japan Earthquake .................................... 20

Special Feature 3

19

Initiatives to solve issues in local
communities

Bridgestone Group Awards 2014 ............................. 21
Bridgestone Group Employee Dialogue ................... 23

Initiatives Related to the 22 CSR Focus Points

25

Fundamental CSR Activities

26~

CSR through Business Activities

31~

CSR through Environmental Activities

39~

CSR from a Social Standpoint

44~

Outline of the Bridgestone Group ............................ 52

Independent Evaluation Statement .......................... 54

Opinions from Stakeholders and Our Responses ...... 53

Bridgestone Group2

CSR Report 2014

Commitment of Management

In aiming to become a truly global company and “Dan-Totsu” –the absolute and clear leader – in all aspects of our businesses,
we place heavy emphasis on the creation of customer value,
the enhancement of governance systems and further development of competitive advantages through innovation.

‌Raisingmanagement quality, setting afaster pace, moving forward with reforms(SBU) organizational system as Reform Tools, we are working with

To meet our ultimate goal of becoming a truly global company

a stronger awareness of the creation of customer value, enhance-and “Dan-Totsu” in all aspects of our businesses, we are driving

ment of governance systems and the further development ofseveral changes within our company. As a result, our organizationcompetitive advantages through innovation.

will have globally unified and integrated policies and strategies

Leveraging our Mid-Term Plan and Strategic Business Unit

The business environment surrounding the Group is in theand, at the same time, be capable of doing business tailored to

middle of major transformation on several fronts, including

the characteristics of individual markets and regions. The Group

political changes, the economy, the environment, information

will move steadily toward the realization of that goal.

communications, and technological innovation. Additionally,

Masaaki Tsuya

Kazuhisa Nishigai

CEO and Representative

COO and Representative

Board Member

Board Member

social structures and customer/end-user’s awareness are also

in the areas affected by the Great East Japan Earthquake, contrib-

undergoing major changes. Under these circumstances, whileuting to more efficient operations. Evaluated not only for the

maintaining a constant awareness of the value sought bydesign of its outward appearance but also for the design that

customer/end-user’s and society as a whole, the Group is working

went into functions that benefit customers, this product won ato provide products and services that maximize the creation ofGood Design Award (Japan) in fiscal 2013.
Another type of innovation, our “business model innovation”

customer value.

includes offering solution packages to solve industry specificFurther management reform, including changes in the area ofcompliance, is thought to be needed with regard to thecustomer problems. In the case of truck and bus tires, we have“enhancement of governance systems.” In February 2014, thebeen providing a total solution package that includes new tires,

Bridgestone Group admitted to having been in violation of U.S.

retreads and maintenance services. This transport solution

Antitrust Laws regarding a cartel with our competitors with

contributes to stable and comfortable operations and cost

respect to the sale of anti-vibration rubber products for vehicles.

savings to our customers, while satisfying society’s requirement to

The Group agreed to enter into a plea bargain with the U.S.

reduce resource consumption and CO2 emissions. Moreover, weDepartment of Justice. Fully accepting the extreme gravity of thewill continue to develop the new business model in a “mining

situation, we will proceed with the making thorough enhance-

solution” package that combines our mining equipment tires andments to our compliance system. (Please refer to page 5 of thisconveyor belts as well as hoses together with services andreport for more details) As in the past, we will also strengthen

maintenance.

decision-making and the checks-and-balances functions of theWe will continue to improve management reforms, and to

Board of Directors on the basis of fair and transparent rules.

challenge the status quo in every aspect of our business.

We also will globally promote the enhancement and expansion‌‌Aiming to be a truly global company and“Dan-Totsu” in all aspects of our business,
we will continue to fulfill our responsibilities
for futureof the system of committees that supports management, such as
the Board of Directors Advisory Committees, in stages.
With regard to the further development of competitive
advantages, we will anticipate factors such as changes in thebusiness environment and customer value, promote innovation in

Throughout these management reforms, we will adopt theterms of both technology and the business model, and provide

Bridgestone Essence as the mission and foundation of thehighly competitive products and services.

Bridgestone Group, bringing it to fruition through our businessIn terms of “technology innovation,” we will promote

activities and our focus on creating a sustainable future.

research aimed at local production diversification. In raw

As a leading company in the industry, the Bridgestone Groupmaterials, the research will include the manufacturing of natural

has a major role to play and bears a heavy responsibility in contrib-rubber from sources other than the Para rubber tree, such as

uting to the sustainable growth of a mobile society. In helping toguayule and Russian dandelions.

solve society’s wide-ranging issues, including environmental,

In terms of products, we have developed the new “ologicTM”

natural resource and energy issues, we will continue to expend
all efforts to contribute to the realization of a better society.

technology, a completely new tire concept that pushes theboundaries of what constitutes a conventional tire by realizing

Through our technologies and business models, we, thea combination of high-level fuel efficiency and performance.

Bridgestone Group, will aim to be a truly global company andA tire featuring this technology is supplied to the BMW i3,“Dan-Totsu” in all aspects of our business, as well as fulfill oura revolutionary electric vehicle. The levels of environmental

responsibilities to the future by engaging in various projects

friendliness and comfort achieved with the “Air Free Concept

throughout the world.

(Non-Pneumatic) Tire” are bringing about second-generation
improvements in load-bearing capabilities and driving performance. The tire also contributes to a reduction in CO2 emissions
by our designers’ successful quest for low rolling resistance.
We will continue our value-driven initiatives to make improve-

CEO and Representative
Board Member

ments in service and in safety, as exemplified by the Tire Pressure

COO and Representative
Board Member

Monitoring System (TPMS), which continually monitors the
inflation pressure of tires.
In addition, we developed the specialty product Rubber
Tracks for the underbody of the machines, which peels off torecover contaminated surface soil on farmland and other sites

Bridgestone Group4CSR Report 2014

Important Notification

Announcement of Plea Agreement with U.S. Department of JusticeRegarding Certain Automobile Parts
In February 2014, Bridgestone entered into a plea agreement with the U.S. Department of Justice, underwhich Bridgestone will plead guilty to an antitrust conspiracy before 2009 with respect to the sales ofanti-vibration rubber products for vehicles (AVP) and pay a fine of US$425 million.
In light of investigations in May 2007 regarding anti-competitive conduct relating to marine hose sales
and a voluntary announcement in February 2008 regarding suspicions of improper payment to foreign
government officials, the Bridgestone Group has undertaken full implementation of thorough preventive
measures from 2008 for cartel and bribery prevention. Such measures include enhancement of employee
trainings, establishment and operation of internal regulations aimed at the prevention of unethical activity,and other various programs.
As a result of this undertaking, anti-competitive activities relating to AVP ceased in 2008. However,
Bridgestone sincerely regrets that it could not discover these activities at an earlier date. In order toreestablish the trust of its stakeholders, the Bridgestone Group will increase its efforts to further enhance its
structures to assure fair business practices and competition throughout the entire Group.

Enhancing our compliance structures to assure fair business practices and competition
In the wake of the AVP plea, Bridgestone established the “Compliance Committee” in March 2014, which
consists of outside directors. Under the supervision and advice of this committee, Bridgestone will implement renewed measures to assure fair business practices and competition. As one such measure,
Bridgestone has retained an independent advisor with experience in the field of compliance to conduct anassessment of its current cartel and bribery prevention program from a third person point of view. We will
improve and strengthen our weak areas and blind spots uncovered through this assessment process.
In addition, Bridgestone will promote the implementation of renewed measures, such as periodic audits
regarding cartel and bribery activity and reviews of our current cartel prevention program, taking into
consideration the professional advice from the independent advisor.
As for the ongoing measures, Bridgestone will continue its thorough implementation and enhancement
under the supervision and advice of the Compliance Committee. Specifically, Bridgestone will continue to
conduct trainings for its employees, and further strengthen this effort by requiring the CEO, executive
officers and employees to sign a pledge in conjunction with such trainings. In addition, Bridgestone willfurther enhance its monitoring activity regarding the operational status of its internal regulations on cartel
prevention, as well as support the entire Bridgestone Group companies in developing systems for proper
administration of cartel and bribery prevention rules.

Bridgestone Group5CSR Report 2014

The Bridgestone Essence (Corporate Philosophy)
The Bridgestone Group’s mission is based on the words of its founder: “Serving Society with Superior Quality.” To fulfill thismission, Bridgestone Group has used the concept of “foundation” to demonstrate the sustained commitment of employees toprovide its customers with world class products and services and to serve the communities where Bridgestone does business.
“The Bridgestone Essence” is composed of the above words, integrated corporate culture, and diversity that today’s company
has inherited and a shared sense of values that can be embraced by Bridgestone employees around the world.

Mission“Serving Society with Superior Quality”
We aspire to offer the best for our customers and to society, not only interms of our products, services and technology, but in all of our corporate
activities.
Our commitment to quality stems not from want of profit, but outof a passion for improving the safety and lives of people everywhere.
Through our Mission, we strive to be a company trusted by theworld – 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 carryout your work, in the way you treat others, and as you participate in andengage with society. It is about producing positive outcomes by respecting
a diversity of skills, 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 and respond to customer needs – from the customer’s point ofview. 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 personallyverify the facts, then using those observations to make informed decisions.
It is about not being satisfied with the current situation, and making informed
decisions that will 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 ofpossibilities, 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 and course of action is determined, it isabout moving forward with a sense of urgency.

Bridgestone Group6

CSR Report 2014

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

Framework for Pursuing CSR Activities
More than just a series of abstract philosophical principles, CSR

CSR activities at both the corporate (organizational) andemployee (individual) levels

must be put into practice in the course of Group companies’ daily
business activities. Based on this belief, the Bridgestone Group

Societyiety and Environme
Environment

has taken a two-pronged approach to CSR that includes company

Customers

Shareholders

Business
Partners

activities at the management level as well as employee activities
Local
Communities

at the individual level. We also strive to enhance and expand boththe scope and quality of our CSR programs by examining past

CSR

Communicatio

Organizational
CSR

activities through CSR communication with stakeholders.

nEmployees

Individual
CSR

Bridgestone

The Company’s CSR Activities
Pursuing CSR activities that are consistent
with our business activities

range of general social requirements and organized according to

The Bridgestone Group considers CSR to be a core component oftance to stakeholders, and progress by the Group in taking

management that should be omnipresent in our daily businessappropriate actions.

three perspectives: importance to the Bridgestone Group, impor-operations and activities. We have developed specific policies in

We pursue these 22 CSR Focus Points by means of Group-wide

the form of a Mid-term Management Plan to identify and achieve“instructions” that embody specific objectives, policy directions,

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

the PDCA (“plan,” “do,” “check,” “act”) cycle for achieving the

These instructions are reviewed and revised on a regulargoals of the Plan so that they are an integral part of that process.

basis to ensure that we take into account changes in social
requirements.

CSR and the Mid-term Management Plan

Since 2011, the Bridgestone Group has conducted a self-

Level of activities

assessment Group-wide every year to ascertain whether the

Upward spiral

22 CSR Focus Points were being implemented and functioning

CSR issues imposedby society

properly. In 2013, we further examined the progress of ouractivities and moved forward with relevant initiatives.

Vision
How the Group should
exist in the future

Act

Structure of the 22 CSR Focus Points

Plan
Do

Act

Check

Plan

CSR throughBusiness
Activities

Do

Strategy
Necessary Actions
Current
Status

Act

Check

Plan
Do

Check

CSR throughEnvironmental
Activities

Time

CSR froma Social
Standpoint

22 CSR Focus Points
Fundamental CSR Activities

In 2007, the Bridgestone Group established 22 CSR Focus Points
to serve as a Group-wide common language to guide consistent,
steadfast CSR activities. The Focus Points were selected from a

Bridgestone Group7

CSR Report 2014

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

Individual CSR

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

The Bridgestone Group believes that the awareness and the way

manner that earns the trust of stakeholders.

individual employees pursue their daily responsibilities are criticalin the Group’s business activities and approach to CSR. EachCSR Communication

employee must apply CSR to his or her own work and take

The Bridgestone Group strives to strengthen its CSR activities by

positive action to achieve the Group’s vision.

communicating with local communities, customers, shareholders,

Bridgestone employees deepen their understanding of theGroup’s CSR activities by attending “CSR Report Readingbusiness partners, and employees. Additionally, we work to

Workshops” and “Bridgestone Essence Workshops.” Individual

increase the transparency of our activities by publicizing our

employees also make a personal commitment that lays out what

progress toward achieving CSR goals in annual CSR reports.

Independent Evaluation of CSR Activities
Based on its CSR initiatives in areas such as the environment,
human rights, and labor, Bridgestone has been selected forinclusion in the Dow Jones Sustainability Indexes (DJSI) Asia
Pacific, an international socially responsible investment (SRI)
index. The Company also continues to be included in theMorningstar Socially Responsible Investment Index (MS-SRI), a
leading Japanese SRI index.
(This information is current as of April 1, 2014.)

Initiatives Addressing Global Issues that Affect the
Entire Tire Industry

2. Examining‌effective end-of-life tire (ELT) management
systems and publishing ELT management manual

The Bridgestone Group is taking a leading role in engaging

There is variation in ELT management systems amongin the long-term issues that the tire industry needs todifferent countries and regions, both in the methods and in

address by participating in the Tire Industry Project formed

the level at which they are implemented. The Tire Industry

under the Geneva, Switzerland-based World Business

Project publishes reports on the current status of ELTCouncil for Sustainable Development (WBCSD). The issues

management and the manual entitled End-of-Life Tires: A

include examining the effects tires have on the environ-

Framework for Effective ELT Management Systems, inment and on human health.

addition to promoting activities designed to globally deploy
effective ELT management systems.

Tire Industry Project Initiatives
1. ‌Examining the environmental and ecological impacts ofTire and Road Wear Particles (TRWP)

3. Formulating‌
best practice models on the useof nano-materials

Tire and Road Wear Particles (TRWP) are generated as tires

Bridgestone is involved in the formulation of best practicewear down during use. Project members are now

models relating to the use of nano-materials. In partnershipanalyzing and assessing the impact of TRWP on thewith the Organization for Economic Co-operation andenvironment and its ecosystems. Examinations thus far

Development (OECD), the Bridgestone Group is examining

have revealed little risk to

the effects of the nano-materials used at the tire develop-

the environment or health.

ment and manufacturing stages on health and theenvironment.

Bridgestone Group8CSR Report 2014

Corporate GovernanceCorporate Governance StructureContinually enhancing corporate governance is one of manage-

governance model as specified in the Companies Act. The corpo-

ment’s most important focus areas. This will ensure thatrate auditors audit the execution of duties by the directors, while

Bridgestone continues to fulfill its founding mission as stated in its

the Board of Directors oversees the execution of duties by the

corporate philosophy: “Serving Society with Superior Quality.”

directors. The Board of Corporate Auditors has four members,
including two outside corporate auditors.

Based on this approach, in accordance with the responsibility

Bridgestone has a management system in which the CEO andand authority delineated in the Administrative Authority Rules, aswell as in the Policy Management Rules, Bridgestone is committed

the COO are the leaders of the operating divisions. The CEO is

to developing, communicating, and abiding by fair, transparent

principally in charge of overall management and strategy, and thedecision making and management policies.

COO is principally in charge of operations. At the same time,these two officers implement a system of mutual checks. In

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

addition, the Chairman of the Board leads meetings of the Board

sibilities. This system allows the Board of Directors to focus moreof Directors and the General Meeting of Shareholders. The

effectively on overseeing the execution of business operations.

Company has taken steps to further strengthen its corporate

At the Annual Shareholders’ Meeting held on March 25, 2014,

governance system by separating and clarifying the respective

all of the directors reached the end of their tenure, and eightroles and authority of CEO, COO, and Chairman of the Board; by

directors, including four outside directors, were elected.

advancing the sharing of information; and by increasing thetransparency of decision-making processes.

Bridgestone has adopted a board of corporate auditor

Internal Control Systems: Basic Approach and Implementation
In May 2006, the Board of Directors instituted an official

received regarding such matters and take necessary action tocompany policy governing internal control systems. Bridgestone

ensure compliance with this policy. Bridgestone has worked toreevaluates its activities in this area each year, working to ensurebuild relationships of trust and cooperation with external institu-

appropriate internal control. In regard to the Japanese Financial

tions, such as the police and other related organizations.

Instruments and Exchange Act, and in particular to the section

Bridgestone is working to create a manual for dealing with inappro-

regarding the evaluation of internal control systems to assure thepriate or illegal requests, evaluating contracts and the parties thereto

reliability of financial reporting and related information,

to ensure their appropriateness and that they have no relationship

Bridgestone will work to ensure an effective and reliable systemwith any organizations or groups that are illegal or threaten publicof internal controls on a Group-wide basis and to further raise theorder or safety, and are implementing other related measures.

level of internal control throughout the Group.

Bridgestone will strive to see that these measures are widelycommitted and implement and will continue to strengthen

Bridgestone has no connection whatsoever with antisocial
forces or groups, and takes a resolute stand against such activi-internal systems aimed at identifying any such groups, programs,ties. A department has been established to evaluate information

or initiatives with which Bridgestone may come in contact.

Corporate governance structure (as of March 25, 2014)
General Meeting of Shareholders
Board of Corporate Auditors (4)(Include 2 outside auditors)

AuditsBoard of Directors (8) (Include 4 outside directors)

Inquires

Chairman of the Board
Reports

Board of Directors
Advisory Committees
Nominating Committee
Compensation Committee

Corporate Auditors’ OfficeCompliance Committee

Management oversightOperational
execution

CEO and Representative Board Member

COO and Representative Board Member

Corporate Officer Responsible
for Internal Auditing
Internal Auditing Office

Executive Operational Committee

Accounting
auditsIndependent Auditors

Governance Committee

Directorial Personnel and Compensation Committee

Internal audits

Integrated CSR Enhancement Committee
Corporate Officers(Including those serving concurrently as Board Members)

Business and Management Sections

Bridgestone Group

Compliance Committee

Group Environmental Committee

Risk Management Committee

Group Safety Committee

Social Activities Committee

9

CSR Report 2014

Quality System Enhancements
Having learned lessons from previous incidents – for example, theinitiatives ever since. With a view to further enhancing quality

voluntary tire recall in the United States in 2000 and the recall

awareness improvements and improvement activities throughnotification of Tochigi Plant produced tires covering light/heavy

mutual study Bridgestone and the Group Companies hold Global

trucks and buses in 2013 – the Bridgestone Group continues to

TQM (Total Quality Management) Conferences annually. First

work on strengthening initiatives designed to build a quality

conference was held in 2010. Case studies of excellent quality

control (QC) system and enhance brand value.

improvement initiatives that have won through from preliminary

The Bridgestone Group conducts quality activities based on

meetings at each business division are shared throughout the

the “Group Global Quality Management Guidelines” to conduct

Group. In 2013, the Global TQM Conference was held outside inthese in a consistent, Group-wide manner. We are committed to

the United States for the first time and invigorated quality

implementing quality activities with the philosophy “strive toimprovement activities on a global basis. In the years to come,build in ever higher levels of quality by adopting the customer’s

the Group will encourage

perspective (VOC) and society’s perspective (VOS) at all times andthe further penetration

to provide superior quality throughout the supply chain.” As aand further enhancement

tool to enable each site to get a feel for their strengths andof our quality activities by

weaknesses and to implement improvements on their own, thecontinuous initiatives andGroup conducts the Group Global Quality Management

improvements.

Self-Assessment and works to improve quality activities.

* A prize awarded to private-sector organizations and individuals for theirachievements in the advancement of
TQM. Established as part of a donationfrom the American quality control
expert, W. Edwards Deming.

As a quality improvement initiative, the Bridgestone Group
introduced quality control (QC) in the 1960s. The Group went on
to win the Deming Prize* in 1968 and has been instigating QC

2013 Global TQM Conference (USA)Enhancements to Safety, Disaster Prevention, and Health Activities
The origins of Bridgestone’s ongoing efforts in safety, disastersafety activity: 3S (derived from the Japanese words Seiri, Seiton,

prevention, and health matters date back to lessons learned from

Seiso, meaning 3S: Select & Remove, Sort, Keep Clean); KY:

fires at the Tochigi Plant in 2003 and at the Amagi Plant in 2004,

Finding hazards beforehand; RA (Risk

and the great deal of inconvenience and concern caused to theAssessment); and Safety Rules. At the same

local community.

time, the Group refined the “Bridgestone

In 2012, the Bridgestone Group established the “Bridgestone

Safety Mission Statement” to reflect theFundamental Safety Activities”, as guidelines for the Group

content of the guidelines and is continuing

employees in ongoing initiatives to address occupational safety

activities aimed at communicating andand health. Regarded as the four common items of the Group’s

establishing them.

Commitment to Compliance
As a reaction to the investigation in 2007 into anti-competitive

confident that the activities which led to the charges ceased in

conduct regarding marine hose sales and the voluntary

2008, following the full implementation of thorough preventive

announcement in 2008 regarding suspicions of improper

measures. However, Bridgestone sincerely regrets that they did

payments to foreign government officials, the Bridgestone Groupnot discover these activities at an earlier date. In order to reestab-has undertaken full implementation of preventive measures sincelish the trust of its stakeholders, the Bridgestone Group will

2008. Such measures include enhancement of employee train-increase its efforts to further enhance the compliance structures.
As one of such measures, Bridgestone established theings, establishment and operation of internal regulations aimed at
the prevention of unethical activity and support the Group“Compliance Committee” in March 2014, which consists ofcompanies worldwide in developing their respective internal

outside directors. Under the supervision and advice of thisregulations and operational structures for the prevention of cartel

committee, Bridgestone will implement renewed measuresand bribery activity.

focused on the prevention of cartel and bribery activity. In
addition, under the supervision and advice of this committee,

In the midst of these efforts, in February 2014, Bridgestone
entered into a plea agreement with the U.S. Department ofBridgestone will further continue its thorough implementation

Justice regarding an antitrust conspiracy with respect to the sales

and enhancement of the ongoing preventive measures.

of anti-vibration rubber products for vehicles (AVP). Bridgestone is

Bridgestone Group10CSR Report 2014

CSR Management
Structures for Pursuing CSR Activities
The fundamental approach to CSR initiatives throughout thedirection into action after taking into account specific circum-

Bridgestone Group is set by the Integrated CSR Enhancement

stances and conditions in individual countries and regions.

Committee, which is chaired by the CEO and Representative

Additionally, the following committees have been formed to

Board Member. The Global Management Platform (GMP), which

advise the Integrated CSR Enhancement Committee and tois responsible for pursuing activities in each issue area, thenassist in guiding initiatives undertaken in each issue area: thedevelops a basic direction for the Group’s initiatives based onCompliance Committee, the Risk Management Committee, thethat approach. Strategic Business Units (SBUs), which are

Social Activities Committee, the Group Environmental

responsible for conducting business operations, translate that

Committee, and the Group Safety Committee.

Framework for CSR Activities in Japan
Bridgestone strives to promote CSR awareness through lectures

Workshops” for administrative and technical employees. The

by management-level employees, a company magazine, andBridgestone Group also holds training sessions and workshops forcorporate intranet. We appoint a “CSR Key Person” at the head

employees of certain Group companies outside of Japan in an

office, in each division, and in every plant (a total of around 200

effort to promote CSR awareness within the Group.

people), whose job is to organize “CSR Report Reading
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

Group Environmental Committee

Risk Management Committee

Group Safety Committee

GMP
Global Management Platform
Coordinates and manages global operations
by providing support and assistance to SBUs

SBUs
Supportand Guidance

Strategic Business Units
Business sections and worksites tasked
with conducting the Group’s business activities

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

Americas SBU
Europe SBU
Specialty Tire SBU
Asia and Oceania Tire SBU*
China Tire SBU*
Middle East & Africa Tire SBU
Chemical and Industrial Product SBU
Implement common Group CSR activities and enhance
activities by pursuing those courses of action that are neededin particular countries and regions* Effective July 1, 2014, the management structure of the tirebusiness in China and the Asia-Pacific region will be reorganized
into the China and Asia-Pacific Tire Business SBU.

Bridgestone Group11

CSR Report 2014

Selected as a “Nadeshiko Brand” Company that is
Outstanding in Encouraging Women’s Success (Japan)
In March 2014, Bridgestone was selected as a “Nadeshiko Brand” by which
the Japanese Ministry of Economy, Trade and Industry (METI) and the Tokyo
Stock Exchange (TSE) jointly publicize enterprises that are exceptional inencouraging women’s success in the workplace.
Details of the Nadeshiko Brand
The Nadeshiko Brand was started in fiscal 2012 as an initiative to select and make known those enterprises that are exceptional in encouraging women’s success in the workplace. Promoting investment by being showcased as an attractive brand toinvestors who focus on “medium- to long-term growth potential,” its aim was to accelerate the efforts of each company.
Specifically, companies are scored based on two factors – (1) conducting career support for
women and (2) supporting women in balancing work and family – and selected from among
those industry-level enterprises that meet the financial (ROE) criteria. In fiscal 2013, 26
companies were selected; this was the first time for Bridgestone.

Bridgestone’s Highly Rated Initiatives to Encourage Women’s Success (Japan)
Of the many and varied Bridgestone activities designed to encourage women’s success in the workplace, the main points bywhich the Company was rated are as follows.

Promotion of Diversity
As clearly stated in the “Bridgestone Group’s Stance of Respect for Diversity,” we commenced the Group-wide promotionof diversity in 2009. We promote the setting of goals in respect to diversity tailored to the national and regional characteristics at each Group company.
Promotion of Women’s Careers
Convene the career design training for female employees around the fifth yearof employment
Implementing a training program that clearly nurtures a career path for
management-level candidates from among female employees
Support for Women in Balancing Work and FamilyIntroduction of a “Welcome Back System” that promotes the return to the Company of employees who gave up work forsuch reasons as marriage, giving birth, or child care
Introduction of a “leave program” allowing employee’s spouses to accompany their partner on overseas job posting thatallows a maximum three-year leave of absence when the spouse is transferred overseas
Operation of the Coro-coro Nursery School, an on-site workplace facility that is the largest nursery school in the Tokyo
metropolitan area

V O I CE

About Bridgestone’s Selection as a Nadeshiko Brand
Since Bridgestone established a department responsible for diversity promotion in 2008, we have been
engaged in creating workplace environments in which individuals, including women, who have diverse value
can work comfortably and demonstrate their abilities. I am delighted that these initiatives have been acclaimed.
For the Bridgestone Group to grow as a truly global company, I believe it to be essential to amass ideas,
knowledge, and technologies from the different perspectives that a variety of people have and to be innovative.

Juri Ueki

Encouraged by our selection this year as a Nadeshiko Brand company, we will continue to focus on the

Diversity Promotion Unit Leader
Human Resources Department,
Bridgestone Corporation

promotion of diverse human resources.

Bridgestone Group12CSR Report 2014

Special Feature 1

Securing of greater competitive advantage through“technology innovation”
To secure a greater competitive edge, the Bridgestone Group is constantly conducting reviews of future directions,such as trends in the market environment, among rival companies, in social structure, and in technology. Rather thanas a continuation of the conventional, the Group engages in “technology innovation,” while making best use of its
management resources.
In this first special feature, we showcase the deployment of “technology innovation” from two aspects: theenhancement and expansion of strategic products and innovative developments in tire technologies as well as theaim to achieve 100% sustainable materials.

Technology Innovation 1: Enhancement and Expansion of Strategic Products and Innovative

Developments in Tire Technologies

Development of Revolutionary “ologicTM” Technology that Realizes High-Level Fuel Efficiency
and Grip Performance“ologic” refers to next generation size tire technologies. It denotes a unique new Bridgestone
technology that marks a next-generation tire category beyond conventional tire design.
The term “ologic” is a new tire technology that realizes high fuel efficiency performancecompatible with high grip at both dry and wet road surfaces towards reductions of CO2
emissions by combining a large diameter and narrow tread width in cooperation with highinflation pressure. In addition to suppressing the tire deformation around the contact patch for
reducing the rolling resistance resulting in an improvement of vehicle’s fuel efficiency*, thenarrow tread width reduces aerodynamic drag when traveling. Grip performance on wet roads
is also improved due to the combination of an exclusive, newly developed tread pattern andan exclusive tire compound.
In this way, “ologic” technology is contributing to an improvement in the reduction of
CO2 emission and increase of dry and wet grip as a completely new tire concept that ispushing the boundaries of conventional tire design.
* In comparison with conventional tires, reduces the rolling resistance coefficient by around 30%, and improves wet braking performance by around
8%. Compared with the inflation pressure on the current standard 175/65R15 tire size of 240kPa, the inflation pressure on a tire with ologic
technology (155/55R19) is 320kPa.
More detailed data on the rolling resistance coefficient and wet braking distance are reported to the Japan Tire Fair Trade Commission (TFTC).

BMW i3 equipped with tires having“ologic” technology

New Tire Technology “ologic” Approved for the First BMW i3 Electric Vehicle
The Bridgestone Group supplies the “ECOPIA EP500 ologic” as the original equipped tire for
the BMW i3, a revolutionary electric vehicle developed by the BMW Group.
Realizing the “sustainable next-generation mobility” concept advocated by the BMW
Group, the BMW i3 required an entirely new tire concept to fully demonstrate the high vehicular performance that the vehicle possesses.
On this occasion, the ECOPIA EP500 ologic, which realizes high-level of fuel efficiency

ECOPIA EP500
ologicperformance compatible with high grip at both dry and wet road surfaces, was chosen as its
OE fitment tire.
The tire is the result of the long-standing partnership between BMW and Bridgestone thathas been able to share in efforts toward “sustainable next-generation mobility.”
Going forward, the Bridgestone Group will leverage the “ologic” technology and work toenhance and expand the lineup, advance the global deployment, and broaden the original
equipped vehicles of our ECOPIA brand.

Bridgestone Group13

CSR Report 2014

V OI CEThe BMW i3 is very much a car for the future. Developing a unique tire for this unique vehicle wastherefore an enormously challenging but also rewarding experience. Energy efficiency is an important development criteria for all our tires at Bridgestone. This becomes an even more critical factor for an electric vehicle,
which is why we have put all our knowhow, skill, and passion into developing this unique tire. We are confident

Franco Annunziato

in presenting premium performance, and economy for consumers who have come to expect it from both brands.

Member of the Board, CEO & President ofBridgestone Europe NV/SA

New Technology “ologic” Receives “Tire Technology of the Year” Award
As a new technology that realizes a high-level of fuel efficiency and grip performance and has
been highly acclaimed for contributing to the reduction of CO2 emissions, “ologic” technology
was awarded the “Tire Technology of the Year” prize presented for its outstandingly advanced
technological development at the Tire Technology International Awards for Innovation andExcellence 2014*. The selection was made by the British industry magazine Tire Technology
International, which is published by UKIP Media & Events Ltd.
In the years to come, Bridgestone will continue to develop innovative technologies andprovide customers with tires that feature high performance and environmental characteristics
by applying those technologies to the products.
* The Tire Technology International Awards for Innovation and Excellence are selected through Tire Technology International magazine by international tire experts and engineers as well as researchers serving on the selection committee for these awards, which recognize achievements infive categories: “Tire Manufacturing Innovation of the Year”, “Environmental Achievement of the Year”, “Tire Technology of the Year”, “Tire
Industry Supplier of the Year”, and “Tire Manufacturer of the Year”. In the case of “ologic,” it was awarded “Tire Technology of the Year”“Air Free Concept (Non-Pneumatic Tire)” Evolved to Second Generation
The “Air Free Concept Tire” is a completely new design with a unique structure of spokes

The award ceremony held in Germany

stretching along the inner sides of the tire to support the weight of the vehicle. With thisdesign, there is no need to periodically refill the tires with air (meaning that the tires requireless maintenance) and there is no worry about the tire being punctured and losing air.
In addition, the unique spoke structure is made from thermoplastic resin*1 and, along with therubber in the tread portion (the part of the tire that comes into contact with the road surface),
the materials used in the tires are recyclable, contributing to the environmentally efficient useof resources.
Bridgestone made advances in wide-ranging research toward the practical application of
the “Air Free Concept Tire.” Bridgestone’s successes in increasing versatility through improved

Second-generation “Air Free Concept Tire”

load-bearing capabilities and driving performance as well as in the pursuit of low rolling resistanceto reduce CO2 emissions have allowed the evolution of the concept to a second generation*2.
The “Air Free Concept Tire” has been examined for practical application on existing electriccarts and ultralight vehicles*3. Going forward, at the earliest possible stage, Bridgestone will
examine product commercialization for a wide range of vehicles and plans to proceedwith further research.
*1 A synthetic resin that becomes flexible when heated, can be processed into a variety of shapes, and becomes hard when cooled. The changes
from heating and cooling can generally be repeated, making it easy to both mold and recycle the material.
*2 Bridgestone used high-strength but flexible high-performance resin as the material for the specially shaped spoke structure. As a result, the second-generation “Air Free Concept Tire” has increased versatility through improved load-bearing capabilities and driving performance comparedwith the first generation. High-speed travel (maximum 60km/h) in ultralight vehicles has also become possible.
Conditions for the first-generation “Air Free Concept Tire” test vehicle: Vehicle weight of 100kg and maximum speed of 6km/h
Conditions for the second-generation “Air Free Concept Tire” test vehicle: Vehicle weight of 410kg and maximum speed of 60km/h
Bridgestone succeeded in making a significant reduction in energy loss by simplifying the structure of the tires. Despite being airless, the“Air Free Concept Tire” achieved the same level of low rolling resistance as the Company’s fuel-efficient pneumatic tires, making possible a contribution to reductions in CO2 emissions.
*3 Vehicles for one or two people that are more compact than automobiles, have a small turning circle, are highly environmentally friendly, andallow easy local movement.

Bridgestone Group

14“Air Free Concept Tire” fitted to an
ultralight mobility vehicle

CSR Report 2014

Technology Innovation 2: Towards 100% Sustainable Materials*
In 2012, the Bridgestone Group drew up its Long-term Environmental Vision for 2050 andbeyond, focused on three directions for environmental activities: “in harmony with nature,”“value natural resources,” and “reduce CO2 emissions”. As a way to value natural resources,
we set a goal of working “towards 100% sustainable materials”. Towards 100% sustainable
materials, we are advancing efforts in two directions: the expansion of new renewable resources
for natural rubber and organic fibers, and the replacement of fossile resources – such as synthetic
rubber, carbon black, and rubber chemicals – with those derived from renewable resources.

Biorubber Process Research Center(under construction in Mesa, Arizona, USA)* Bridgestone Group defines “sustainable materials” as materials which are derived from resources with a continual supply, can be used as part ofour businesses over the long-term, and have a low environmental and social impact across the whole life cycle.

Promotion of Efforts to Expand Raw Material Sources
Part of the Bridgestone Group’s Research and Development (R&D) to expand into new renewable
resources involves promoting efforts to develop renewable resources other than the Para rubber
tree, the main source of natural rubber.
The Para rubber tree is primarily grown on farms in the tropical zones of Southeast Asia. The
Bridgestone Group is advancing R&D to expand the source for natural rubber to plants other thanExperimental farming site (Eloy, Arizona, USA)

the Para rubber tree. Examples include guayule*1, which grows in arid regions, and the Russiandandelion*2, which grows in temperate regions.
In May 2013, Bridgestone began construction of the Biomass Process Research Center, inMesa, Arizona, where plans include conducting technological research into the extraction ofrubber from guayule. Around 40 researchers and technicians will work at the facility, which plans
to start experimental production of natural rubber in 2014.
In September 2013, Bridgestone completed our experimental farming site in Elroy, Arizona,and started agricultural R&D related to guayule on a site covering around 113.7 hectares (280

Guayuleacres). Should the utilization of guayule and Russian dandelion prove to be practically feasible,
the current over-concentration of natural rubber production in Southeast Asia will be alleviated,
and links to the diverse and steady procurement of raw materials can be expected.
Looking ahead, Bridgestone will be working towards 100% sustainable materials for 2050
and beyond through wide-ranging activities, including materials R&D.
*1 A shrub native to the dry regions of the southwestern United States and northern Mexico. Natural rubber is contained in the plant’s barks and roots.
*2 A completely different species to the common dandelion, the Russian dandelion is a perennial native of Kazakhstan and Uzbekistan. Natural
rubber is contained in the plant’s roots.

Russian dandelion

TO P I CS
Electric-Assisted Bicycle Compatible for Three Riders(Two Young Children Riding Together)
In response to customers feedback expressing a desire for a three-seat electric-assisted bicycle thatmothers can enjoy riding with their children, Bridgestone Cycle Co., Ltd. altered the electricassisted bicycle to a three-seater bicycle. In terms of the bicycle’s frame, the design was revised tomake it compatible for three riders (two seats are for children, one in the front and one in theback) by developing a special handlebar and front child seat, but the essence of the design wasleft uncompromised. Placing the front child seat unified with its handlebar resulted in a stableriding performance. Leveraging this innovative concept, we will provide customers with value
products through innovation.
The three rider-compatible “bikke” electric-assisted
bicycleBridgestone Group15CSR Report 2014

Special Feature 2

Business model innovation : Creating new value whilesolving management issues for customers
Against a background of rising prices for fuel, including gasoline, the Bridgestone Group is advancing initiatives tobring about improvements in customer fuel efficiency and in transportation efficiency. These initiatives include theadding of services and maintenance to products, as one example of what the Group terms “business model innovation”, and the rolling out of solutions packages for a variety of management issues for customers, such as reducing
their costs.
In this second special feature, we present our “ﬂeet solutions” and “mining solutions” that are being advanced as
specific business model innovation initiatives.

Business Model Innovation 1: Rollout of Fleet Solutions
As a part of the Bridgestone Group’s business model innovation, one of the pillars of our growthstrategies, we are providing new tire products, retread tires, and maintenance in packages. The Groupis rolling out this package as the “fleet solution” to reduce customers’ cost (without compromising on
performance or durability) while, at the same time, responding to the needs of society, such as saving
resources and reducing CO2 emissions.
Further Evolution of Truck and Bus Tire That Contributes to Cost Reduction andEnvironmental Protection
Bridgestone developed the “M800”, a tire for trucks and buses, in response to the demand for higher
levels of environmental management and lower operating costs for transport operators. In addition tobringing about improvements in its wear life, the M800 increased the number of retread from once
to twice*1 by ensuring its casing durability in some sizes.
The term “retread” refers to the reuse of a tire by replacing a used tire’s tread*2, the part of the

Truck and Bus
All-season Tire “M800”

tire that comes into contact with the road. Retread requires fewer resources than would be needed
to manufacture a brand new tire. This process effectively utilizes resources and therefore reduces
environmental impact.
The M800 contains new technology which has enhanced the durability of the casing. In this way,
we are able to increase the number of retreads on the casing from one to two.
*1 Applicable to the following product sizes: 11R22.5 14PR/16PR and 275/80R22.5. The usage or management conditions of the tire and condition ofcomponents other than the tread (e.g. casing), may impact the ability for a tire to be retreaded. Whether a tire may be retreaded is to be decided by aBridgestone-designated specialist after taking into account the criteria set out below and other tire conditions.
(1) The tire sizes is 11R22.5 14PR/16PR or 275/80R22.5 (2) Is a Customer’s Own Casing (COC)* (3) Is a cargo vehicle (4) After retreading, the product is
to be used under essentially the same conditions as a new tire (5) Distance traveled covered on new tire / first retread / second retread is less than
480,000 kilometers and the overall period of tire inflation is less than 48 months. The distance traveled and overall period of tire inflation are values thatfall within retread conditions according to the pre-cure process.
* A method by which the casing (a tire that has been used from new, the tread grooves of which have become shallower) is accepted from the customer,
the retreading process conducted, and the tire returned to the customer.
*2 The rubber portion that is in contact with the road.

Efforts Toward Reuse and Recycling of All Used Tires
Customer

The Bridgestone Group has been making advances inCustomer

environmental efforts by providing products and services
with outstanding environmental performance, including
ECOPIA, the fuel-efficient tire to date in Japan*1, retreaded

Collection

tires, and the utilization of these in its Eco Value Pack

Recycled
as fuelBridgestone Tire Recycle Center Osaka

packaged business offer.
In July 2013, the Group established the Bridgestone Tire
Recycling Center Osaka, which brought together the retread
tire manufacturing plant and its intermediate treatment

Return tocustomers

plant for end-of-life tires. This center collects customers’ used

Retreadplant

Selection

Intermediate
treatment
plant

Recycled into tires(technology underdevelopment)

tires and is conducting innovative operations to reuse or
recycle all of them*2.

Bridgestone Group16

CSR Report 2014

By establishing the center, the Group will engage in more effective use of resources, evolving our activities from “environment friendliness
when in use” to “environment friendliness through the greater part of a tire life cycle,” covering the tire production, use, and disposal stages.
*1 Among environmentally friendly products meeting internal Criteria for Eco Products, this refers to tires that offer fuel efficiency.
*2 The region in which the center is able to collect tires covers all of Osaka Prefecture and parts of Kyoto, Hyogo, and Wakayama prefectures in Japan.

Business Model Innovation 2 : Deployment of Mining Solutions
The tires on the 400-ton dump trucks used at mine are among the largest tires in the world.
Because these tires require advanced production technologies and specialized, large-scale
facilities for their manufacture, there are a limited number of companies who produce them.
In addition to construction/mining vehicle tires for customers in the mining business acrossthe world, the Bridgestone Group provides a “mining solutions” business model that combinesthese products with maintenance support services to further assist customers in finding
solutions to their operational problems.
“B-TAG” Tire Pressure and Temperature Monitoring System Assists Customers’ Problem Solving
Bridgestone has developed a system for monitoring the tire pressure and thermal information ofConstruction and mining vehicle tire fitted to adump truck

tires used on vehicles in operation on construction sites and at mines. Known as the“Bridgestone Intelligent Tag (B-TAG)”, the system sends the tire conditions to drivers and/or to theoperators in real time. This system enables those mining operations to conduct business more
economically and with a higher degree of safety.
In conjunction with the ability to send information on tire pressures and temperatures to thecustomer in real time, the system also facilitates an environment for conducting safer operations.
Premature tire removals can be reduced or prevented by an alert that notifies operators when thesystem detects abnormal pressure or temperature.
From an economic standpoint, the rapid receipt of information on tire pressures and temperatures enable operators to predict and avoid tire troubles which leads to the use of fewer tires andultimately cost reductions. In addition, being able to keep the vehicles in operation for longer periods

Tire maintenance activities

of time, by shortening the time that they are idle due to operational stoppages caused by tire
troubles, contributes to improved productivity.
In addition to B-TAG, Bridgestone is providing a tire maintenance and repair service as a solution
tailored to the needs of its customers. This service is linked to maximizing tire life, which leads to adecrease in the amount of tires customers consume, and reduces additional tire related costs.
Bridgestone also provides support for the customer to acquire such maintenance matters as tire
B-TAG sensor

removal and fitting.
The Bridgestone Group is planning to enhance the training of tire
maintenance personnel across the world in tire maintenance and repair
service and tire diagnostic services. For example, setting up a solutions
center in Australia. In the case of construction and mining vehicle tires

On-board
Display

ECU (*)

that require advanced production technologies, we will provide
customers with value added support for operations at mines by training
personnel capable of conducting operations in conjunction withservices that utilize the B-TAG system, thereby assisting customers infinding solutions to their operational problems.

Receiver
ReceiverSensorSensor(*)ECU: Electronic Control Unit

Conceptual diagram of B-TAG system installed in a vehicle

Bridgestone Group17

CSR Report 2014

V OI CE

Development of Bridgestone’s Special Mining Solutions:
B-TAG Tire Pressure and Temperature Monitoring System
Mining tires present unique challenges as they are operated under high loads and in extremely harsh services
environment. Bridgestone developed the B-TAG pressure and temperature control system for mining tires toprovide real time information of tire operating conditions that could affect tire performance, durability, andoperator safety. Commercializing B-TAG required us to overcome many hurdles, including the measurementof the temperature inside a tire, which proved difficult with conventional direct measurement methods; theToshihisa Tanaka

monitoring of the inside pressure, which changes in response to the conditions and temperatures under which

Solutions Service Unit
Off-The-Road Tire Business Planning
Department
Bridgestone Corporation

the vehicles are operating; and the development of a sensor capable of withstanding a harsh operating
environment. However, with a strong commitment to increasing the safe and economical operation of thesehuge tires, we were able to overcome those hurdles by all divisions – from development and production tosales – working in unison toward the system’s practical application. I would like to utilize the data obtained from
B-TAG to enhance, our products and the assistance we provide to our customers.

V OI CE

Effects of Safe Operations and Cost Reductions
Our company has been using Bridgestone dump truck tires and we decided to implement the Bridgestone
proposed B-TAG, tire pressure and temperature control system. This decision was made because we find thissystem beneficial for safe operation. The system continually provides us with accurate and live information ontire pressures and temperatures. Using B-TAG is linked to peace of mind, for our drivers, our operations
managers, and among our colleagues. The system is also linked to a reduction in running costs based on
accurate data and the ability to compare long-term tire service life with before. We would like to continue using

Mr. Pedro Vicente

the Bridgestone products and services to keep our operations safe and reduce costs.

Facility Department Manager:
Mine operating company (Chile)
Ingeniería Civil Vicente (ICV)(Number of employees: approx. 1,700)

TO P I CS
Supporting Customer Safety and Security with Conveyor Belt Monitoring Systems
In addition to construction and mining vehicle tires, the Bridgestone Group also provides conveyor belts thatare used for transporting excavated ore. In particular, the Group develops a belt wear monitoring systemcapable of automatically measuring remaining belt thickness as an initiative toward solving related issues.
Traditional conveyor belt maintenance is labor intensive and operationally inefficient. When measuring
its wear, the operation of the conveyor belt would have to be halted, and maintenance staff had to carry out
individual measurements. This inspection also exposed the operator to certain risk of injury inherent withlarge, powered machinery operated in mining environment. In order to reduce conveyor down-time andConveyor belt transporting ore overa mountainous area

operator risk, Bridgestone incorporated wear monitoring technology into the conveyor system which
automatically measures the conveyor belt’s remaining thickness (i.e. the thickness after wear) throughdedicated sensors embedded inside the conveyor belt.
Adding maintenance information other than belt wear as well as inventory information, Bridgestone
developed “MONITRIX”, software that comprehensively controls the system, and has made it possible toconstantly verify conditions on conveyor belts via the Internet. This system enables customers to predict theaccurate replacement period of the belt, which also aids with controlling inventory at appropriate levels, andtherefore leads to reducing resource usage. The Bridgestone Group plans to make further advances in R&D

Monitoring system installed on aconveyor belt

and to proceed with the rolling out of these products to the front lines of mining around the world.

Bridgestone Group18

CSR Report 2014

Special Feature 3

Initiatives to solve issues in local communities
The Bridgestone Group is committed to playing a role in initiatives that seek to solve local community issues at ourbusiness sites around the world.

Mexico:Storytellings to children

Engaging in automobile tire manufacturing and sales in the country, Bridgestone de Mexico, S.A.
de C.V. (BSMX) subsidizes four facilities that support children who have been orphaned bydomestic violence or family breakups. To help bring fun into the childrens’ lives, BSMX employee
volunteers read books to more than 200 children. BSMX also actively participated in activities thatprovided the children with everyday goods, clothing, and food.

BSMX employees being a storyteller forchildrenChildren’s Christmas party

Colombia:

Bridgestone de Colombia, S.A. (BSCO), which engages in automobile tire sales in the country,
provides ongoing support to a local organization that protects children from situations such as
domestic violence by providing them with shelter with engaging them in activities to aid withsocial reintegration.
In December 2013, BSCO employees planned a party for the facility’s 21 children, bringing
smiles and joy to their faces through games, dances, and presents. BSCO plans to increase thenumber of facilities visited, thus broadening future activity.

Germany:

A scene from the BSCO Christmas party

Protecting children from road traffic accidents

Bridgestone Deutschland GmbH (BSDL), our automobile tire sales company in Germany, supports
road traffic safety education activities being undertaken by an NGO. Backed by the German
Federal Ministry of Transport and Digital Infrastructure and police, these activities protect children
from road traffic accidents on the way to and from school. Since 2007, BSDL has provided educational materials on the subject of road safety to a total of 4,252 nursery schools (approximately
70,000 preschoolers).
Children who are in good health with a certain level of physical motor activity are more likely
to avoid road traffic accidents. BSDL creates and distributes educational materials in nursery

BSDL employees and children taking partin a road safety campaign

schools throughout Germany to help children develop these physical abilities while playing. As aresult, children’s physical abilities are improving.
In 2013, BSDL also held road safety campaigns in five cities, including Berlin. Aimed at
accident prevention, the campaigns involved the distribution of materials educating parents andchildren about the dangers on the way to and from school and included educational activities onroad safety. This initiative received an overwhelmingly positive response and generated TV andradio coverage in Germany.

Educational materials designed to develop
the motor ability that protects the bodyfrom road traffic accidents.

Bridgestone Group19

CSR Report 2014

Toward Reconstruction from the Great East Japan Earthquake
More than three years have passed since the Great East Japan Earthquake of March 11, 2011. We would like to again offer oursincere condolences for those who lost their lives, and our heartfelt sympathies to those affected by this tragedy. We continue
to wish for a quick reconstruction of the disaster-stricken areas.
The Bridgestone Group is committed to assisting with the reconstruction of the disaster-stricken areas. We will continue tosupport activities that meet the needs of the affected people, including the fiscal 2013 initiatives noted below.
Aiding activity (employee volunteers) for the reconstruction of the disaster-stricken areas
Since the earthquake, the Bridgestone Group has been

In 2013, we cooperated in the “Iwaki Otento SUN

conducting ongoing support activities (donations, relief

Project,” a citizen group that is working on a new

supplies, volunteer activities) tailored to the stage ofcommunity development in Iwaki, Fukushima Prefecture.

reconstruction in the disaster-stricken areas. In the more

To help initiatives being undertaken by this group – athan three years since the earthquake, the conditions

community natural energy (solar) electric power genera-found in those areas are moving from emergency

tion project and agricultural industry regeneration

assistance to stability to reconstruction. The Bridgestone

assistance (organic cotton) – 217 employees from theGroup continues to cooperate in efforts focused on

Bridgestone Group volunteered to take part in the

supporting community service activities and town

activities (a total of 11 times).

Volunteer activities (solar panel installation work)in Iwaki, Fukushima Prefecture

planning activities.

Wings of Dream ProjectAs a part of our reconstruction assistance for the

make friends and grow independently while sharing anddisaster-stricken areas, Bridgestone has supported theexperiencing activities such as sports and facility tours“Wings of Dream Project” since 2011. Operated

during overnight camping trips.

primarily by the Tokyo-based Ochanomizu Academic

In 2013, 50 children attended camps that were

Association NPO and student volunteer teams, theheld twice at a Bridgestone-owned recreation facility

project provides support for children who lost theirin Ome, Tokyo. The interaction with volunteer students

guardians in the Great East Japan Earthquake. The

and members of the public put many smiles on theinitiative aims to create opportunities for children tochildren’s faces.

A sports meet that took place at a summer campSpecialty rubber tracks for decontamination in post-earthquake reconstruction
Rubber tracks are typically used as the suspension on

tracks that could not move forward. Since introducing

construction machines. Bridgestone, however, developed

Bridgestone’s specialty rubber tracks, however, there hasa specialty rubber track that enables the collection of only

been a significant improvement in operability. The

the polluted surface layer of top soil in the evacuatedproduct has performed better than expected in response

areas brought about by the accident at the Fukushima

to heavy load operations. Having thus significantly

Daiichi Nuclear Power Station.

improved operability, the Company is making

Previously, decontamination vehicles lacked sufficient traction, as they had newly fitted rubber

a major contribution to reconstruction assistancethrough its products.

Special rubber tracks for decontamination work

Introducing our first seismic isolation experience vehicle as an elastomeric isolation bearing manufacturer
There are three main methods used for earthquake

elastomeric isolation bearings, Bridgestone was thecountermeasures in buildings: seismic isolation, seismic

first in the industry to introduce a seismic isolation

damping, and seismic resistance. Of these, Bridgestone

experience vehicle.

is developing and selling the elastomeric isolation

The seismic isolation experience vehicle is fitted

bearings used in seismically isolated structures that arewith equipment capable of replicating the shaking inhighly safe for the people and property inside theapartments in a seismically isolated structure and an

building, and for the building itself. Elastomeric isolation

earthquake-resistant structure (structures that resist an

bearings are created by rubber and metal formed into

earthquake by the strength of the building’s framework

layers and installed between the ground and theitself, such as pillars, beams, earthquake-resistant walls,building. Normally the bearing functions to support theetc. and resilience).

weight of the building, when the earthquake hits the

To expose as many people as possible to thebuilding the elastomeric isolation bearings function toexperience, the seismic isolation vehicle is planned toabsorb and reduce the shaking. As a manufacturer oftravel around Japan.

Bridgestone Group20

The seismic isolation experience vehicle that
Bridgestone introduced for the first time as amanufacturer of elastomeric isolation bearings.
*	Bridgestone introduced the seismic isolation
experience vehicle as a manufacturer ofelastomeric isolation bearings for the first time
at a member company of the Japan Society ofSeismic Isolation (JSSI)CSR Report 2014

Bridgestone Group Awards 2014
The Bridgestone Group established an annual recognition program, the Bridgestone Group Awards, which is open to all
employees and organizations of the Bridgestone Group Companies in Global. The purpose of this recognition program is toincrease employee awareness of corporate activities based on the Bridgestone Corporate Philosophy; to foster a sense ofunity among the Group employees; and to extend a message of gratitude for daily achievements, and the hope for further
improvements, from senior management to Bridgestone employees around the world. The awards fall into four categories:“Achievement”, “Contributions to Society”, ”Environment Excellence”, and “Safety & Disaster Prevention”.
(Date of Ceremony: March 27, 2014)

Bridgestone Group Award
for Achievement

Bridgestone Group Award
for Safety & Disaster Prevention

Enhancement of Commercial Products Solution Business(Global/Regional)

Weather Related Disaster Prevention
Bridgestone Americas, Inc. (USA)Bridgestone Corporation and the Group Companies

The tire manufacturing plant operated by Bridgestone Americas,
Inc. (BSAM) is located in the state of Tennessee, which is one theregions in the United States that are prone to tornadoes. Measures
to guard against tornadoes were a challenge for the plant.
Additionally, employees were concerned about preparedness
against natural disasters.
By examining existing response methods, a wide gap was
identified between the ideal disaster prevention system and theactual situation, leading to an important initiative to increase
prepardness. As a result, a command center with weather observation functions and related systems were studied and put into effect.
This initiative did more than improve safety and disasterprevention. Improvements also brought employees’ peace-of-mind,
providing an early warning, and reducing fire risk by enhancing the
production process control system. The initiative also improved
productivity, including the avoidance of production stoppages
caused by unanticipated disasters. As a result, this initiative raised
the level of employee satisfaction. Furthermore, this initiative
was highly acclaimed inside thecompany for enabling development into the local community,
which faces risks from the sametypes of natural disaster.

Bridgestone and the Group companies enhanced cross- functional
collaboration within the group and developed a commercial
products (truck and bus tires, etc.) solution business model which
responded to the customer value by market and customer type.
A business model called “GOOD” targeting customers inemerging markets has been developed, in addition to the ordinary
business model which combines new tire products, retread tires,and maintenance services, known as “BETTER”.
Also, a business model called “BEST”, which combines highlevel fuel efficient tires with Bridgestone’s unique IT system, hasbeen developed for the matured markets.
With these new models, wehave established the foundationof our commercial products
solution business, which contributes to customers’ safe operations, cost reductions, andenvironmental activities (reductions of CO2 emissions, efficient
Truck and Bus All-season Tire “M800”
use of resources).

The BSAM employees monitoring thesystem at the command center

Bridgestone Group21

CSR Report 2014

Bridgestone Group Award
for Contributions to Society

Bridgestone Group Award
for Contributions to Society

Honoring a Fellow Teammate - Steve Nash

Contributing to a Healthier Society by Conducting
Health Awareness Campaigns and Health Checkup Camps
for the Community around BSID Plants

Bridgestone Americas, Inc. (USA)In 2009, after a colleague had been diagnosed with chronic
lymphocytic leukemia, employees at Bridgestone Americas, Inc.
(BSAM) participated in a triathlon fundraising activity. The triathlon
was sponsored by an organization with connections to a non-profit
organization (NPO) that conducts activities designed to raise theunderstanding and awareness of lymphoma and leukemia. Whilefostering understanding for their teammate suffering fromleukemia inside the company, the circle of support from outside
the company also was widened, and a cumulative total of
US$88,000 in donations wascollected (the majority beingfrom activities run by a branchaffiliated to the NPO). Throughtheir concerted efforts over the
past five years, BSAM employees
have contributed to leukemia
and lymphoma research and to abetter understanding of these
BSAM employees who participated in
the triathlon
diseases in society at large.

In 2009, Bridgestone India Private Ltd. (BSID) started healthimprovement and health promotion efforts in the local communities around the plant, where contagious diseases such as malaria
and dengue fever, diabetes, malnutrition, the already high motherand infant mortality rates, and children’s health problems were on
the rise. Employees visited homes in the vicinity of the plant andconducted activities, such as having specialists conduct healthexams. A cumulative total of around 4,000 local residents
received the health checkups by fiscal 2013. Additionally the
initiative educated these individuals, providing materials about
health and hygiene. Contributing greatly to an improvement inlocal community health and an understanding of hygiene,
this initiative has been highly
acclaimed by local authorities
and residents. This initiative has
also given rise to a sense of prideand self-confidence in theemployees, and an increasing
desire for further social contribution activities.
The BSID employees who assisted in
the health checkup activities

Bridgestone Group Award
for Environment Excellence

Bridgestone Group Award
for Environment Excellence

Advantageous Deployment, ahead of Other Companies,
to OE and Early Implementation by Development of NextGeneration Fuel Efficiency Tire Technology “ologicTM” andby Global OE Deployment and Public Relations Activities

Solvent Glue Elimination (Volatile Organic Compound /Organic Compound Emission Reduction)
Bridgestone APM Company (USA)Engaged in the manufacture of automobile seats and otherproducts, the Bridgestone APM Company plants in Upper Sandusky(Ohio) and Dickson (Tennessee) succeeded in abolishing the use ofvolatile organic compounds (VOCs) in January 2011 and June
2013, respectively. Both plants had conducted a phased switchfrom a solvent containing VOCs to a safe, water-based adhesive, as
the VOCs in the adhesive used in the products were a concern
because of their high flammability due to static electricity, and fortheir impact on health and the environment. Receiving high acclaim fromwithin the company on account of thedecreased impact to the naturalenvironment and improvement in theworking environment, the expertise in
the use of water-based adhesives that
arose from these activities has come toserve as a model for rolling out theinitiative at other plants.

Bridgestone Corporation and the Group Companies

Featuring high-level environmental and grip performance, theologic technology is revolutionary for its narrow tread, large
diameter tire size. The Bridgestone Group supplied the “ologic”
technology-equipped ECOPIA EP500 ologic as the OE fitment tire
for the revolutionary BMW Group-developed electric vehicle, theBMW i3. Highly acclaimed for reducing CO2 emissions, which is ofworldwide necessity, and for its improvements in safety, the ologic
technology was awarded the “Tire Technology of the Year” prize
presented for outstandingly advanced technological development
at the Tire Technology International Awards for Innovation andExcellence 2014*.
* International tire experts and engineers as well as researchers
serve on the selection committee for these awards, which recognize achievements in five categories: “Tire Manufacturing
Innovation of the Year”, “Environmental Achievement of theYear”, “Tire Technology of the Year”, “Tire Industry Supplier of theYear”, and “Tire Manufacturer of the Year”. In the case of“ologic,” it was awarded “Tire Technology of the Year”.

An automobile seat that is
manufactured at both
Bridgestone APM Plants

ECOPIA EP500 ologic

Bridgestone Group22

CSR Report 2014

Bridgestone Group Employee Dialogue
The Bridgestone Group seeks to maintain ongoing communication with its various stakeholders. As one facet of these efforts,
we continually conduct stakeholder dialogues to receive
opinions and suggestions regarding Bridgestone’s activities,
incorporating this feedback into CSR activities as appropriate.
In 2014, we solicited feedback from Bridgestone Group
employees representing the winning parties from each divisionof the Bridgestone Group Awards 2014. The Bridgestone GroupAwards are explained in more detail on page 21-22 of this report.

The dialogues were focused on how the corporate philosophy (the Bridgestone Essence) can be realized through CSR
activities, and how each individual employee can help advance
CSR activities. The conversations included Bridgestone
employees involved in various CSR activities around the world,
who shared their thoughts and learned about the efforts ofother recipients, sharing opinions and engaging in a lively
exchange of ideas about how to further the scope of theBridgestone Group’s CSR activities.
(Date held: March 28, 2014)

Summary of Statements by Dialogue ParticipantsAward-winning activity

Tianfei Huang (right)(Bridgestone (China) Investment Co.,Ltd. (BSCN))
Futoshi Oki (left)(Bridgestone Corporation)

Enhancement of the Commercial Solutions Business (Global/Regional)

Gaining customers’ understanding with regard to our new commercial solutions business proved to be
an incredibly difficult task for our sales staff. We are very happy to report that we gained the understanding of other Bridgestone Group employees with regard to our efforts through the award
ceremony and the following dialogues.
At the same time, we also learned how the other award recipients were working toward resolving
the social issues facing their regions, and how they were helping better the lives of other employees
and their families, as well as their communities as a whole. Hearing the large contributions made byother Group members was inspiring and encouraging to others.
Going forward, we hope to gather more information related to regional characteristics and needs
through global communication opportunities such as these dialogues. We want to utilize this information better to reflect customer feedback in our services to improve service quality.

Award-winning activity Solvent Glue Elimination (Volatile Organic Compound (VOC)/Organic
Compound (OC) Emission Reduction)

The solvent glue used in manufacturing processes contains volatile organic compounds (VOCs) that
present a danger to the environment. However, after numerous trials, we succeeded in creating a
production method for manufacturing products without solvent glue that feature the same level ofquality as those produced through conventional methods. Moreover, as solvent glue is highly volatile,
eliminating the need for this glue enabled us to reduce fire risks, thereby improving the workplaceenvironment. We were quite pleased with the words of appreciation and praise that we received
during the dialogues and the ceremony.
Going forward, we want to introduce the solvent-glue-free production method into all
Bridgestone urethane product plants around the world, reinforcing the fact that Bridgestone plants
are eco-friendly plants.

Bridgestone Group

23

John Vanderpool (right)(Bridgestone APM Company)
Joe Lortz (left)(Bridgestone APM Company)

CSR Report 2014

Award-winning activity Honoring a Fellow Teammate – Steve Nash / Collecting Donations for aTeammate with Leukemia

Our efforts to honor a fellow teammate started small, but resulted in a major rise in leukemia awareness among our coworkers. Eventually, our support activities exceeded the boundaries of theCompany, a fact that we are most proud of. These activities not only helped us support people struggling with any type of cancer, but also helped us improve our own health through the act of training
for triathlons. Furthermore, the improvement in employee health resulted in a decrease in healthcare
costs, thereby creating value for the Company as well.
Through these dialogues, we learned of a number of other activities that require ongoing efforts
over an extended period of time to produce results, and reinforced our commitment to this initiative.
In the future, we hope to get even more Bridgestone employees involved in this project to support
co-workers suffering from leukemia or any cancer.

Sean Davis (right)(Bridgestone Americas Tire Operations, LLC (BATO))
Mike Peterson(left)(Bridgestone Americas Tire Operations, LLC (BATO))

Award-winning activity Advantageous Development, ahead of Other Companies, to OE and Early
Implementation by Development of Next-Generation Fuel Efficiency Tire Technology“ologicTM” and by Global OE Deployment and Public Relations Activities

Isao Kuwayama (right)(Bridgestone Corporation)
Marco Pendrinelli (left)(Bridgestone Europe NV/SA (BSEU))

The activities of other teams involved in helping to improve people’s living conditions and save lives,
which in turn was fostering close relationships between Bridgestone and the communities in which it
operates, moved us deeply. Motivated by the desire to build close relationships of this type with communities in all the regions where Bridgestone operates, we sought to show even more people just how greata company Bridgestone is. This is the impression others’ activities left on us.
The “ologic” technology we developed is the culmination of our eco-friendly technologies, giving
it great potential for contributing to the resolution of environmental issues. Going forward, we hope toapply the technologies acquired through the process of developing “ologic” to create tires based on
new eco-friendly concepts, and we aim to do this in a more efficient and effective manner. Throughthe dialogues, we saw the virtuous stance of other award recipients who were working to uncover andaddress social issues. We were inspired to emulate the stance in our R&D ventures by strengthening
communication with customers and society.

Award-winning activity Contributing to a Healthier Society by Conducting Health AwarenessCampaigns and Health Checkup Camps for the Community around BSID Plants

A company cannot be healthy if the community in which it operates is not. In other words, helping
improve society will, in turn, help a company grow. This means that if Bridgestone is to continue
growing as a global company, it will be necessary to conduct social contribution activities rooted inlocal communities.
We are working to address healthcare issues, which represent a very serious problem in rural India.
However, we realize that there are people in rural areas living in unhealthy environments to whom weneed to extend basic healthcare facilities through regular health camps. For this reason, we feel it isimportant to gain the understanding and support of as many people as possible to make people andsociety healthy. The awards and these dialogues enabled us to spread awareness regarding ouractivities, and we are most grateful for this opportunity. Going forward, we will actively transmit
information about our activities both inside and outside of the Company in order to gain the support
and cooperation of a greater number of people so that we can make even more substantial contributions to local communities.

Award-winning activity

Mike Best (right)(Bridgestone Americas Tire Operations, LLC (BATO))
Sherman Mosley (left)(Bridgestone Americas Tire Operations, LLC (BATO))

Bridgestone Group

Tej Pratap Tripathi (right)(Bridgestone India Private Limited (BSID))
Parag Jain (left)(Bridgestone India Private Limited (BSID))

Weather Related Disaster Prevention

Previously, we tended to be preoccupied with our tire manufacturing duties, limiting the scope of ourperspective to within the Company. However, through the awards and these dialogues, we were madeaware of the efforts of others, opening our eyes to the importance of contributing to society as acompany.
The weather monitoring system we developed made working conditions safer at LaVergne Plant
and also helped stabilize production levels. We believe these were some of the points that were highly
evaluated and led to our receiving this award. We understand that other Bridgestone Group facilities
are also located in regions with natural disaster risks, and we hope to share our weather monitoring
system throughout the Group in order to improve disaster prevention systems in these regions. We arealso eying the possibility of using social media to communicate disaster information as part of ourongoing quest to reduce the natural disaster risks faced by communities.

24

CSR Report 2014

Initiatives Related
to the 22 CSR Focus Points
The Bridgestone Group has identified 22 CSR focus points as a way to remain committed to ourunwavering 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.

Fundamental CSR Activities

P.26

CSR through Business Activities

P.31

CSR through Environmental Activities

P.39

CSR from a Social Standpoint

P.44

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 the Bridgestone Group, importance

In 2013, we tackled each of these points and deepened theto stakeholders and progress by the Group in taking the necessaryreach of our CSR activities based on the results of a CSR self-checkmeasures.

conducted in line with the 22 CSR Focus Points implemented inStarting in 2009, we identified specific objectives, directions

2012.

and approaches as a means of achieving the ideal states outlined
in each of the 22 CSR Focus Points.

Bridgestone Group25

CSR Report 2014

Fundamental CSR Activities
Objective Goal embodying the desired stanceAchievements Major achievements for 2013 Plans Major plans from 2014 onwards* Initiatives that have made particular progress are highlighted in a different color in the Achievements section.
Photo session following the press conference tomark the 25th anniversary of Firestone’s acquisition

Focus Point

1

Securing stable profits as a business

Objective

Plans• To maintain stable profits by achieving the objectives outlined in the Mid-termManagement Plan

• Continue with reforms in accordance with the Mid-term Management Plan, taking
into account changes in social conditions and the business environment. At thesame time, endeavor to create customer value, reinforce the governancestructure, further enhance competitive advantage (innovation); strive to be “Dan
Totsu” – the absolute and clear leader – in all aspects of our business, as we work
to become a truly global company; maintain stable profits

Achievements• In line with our fundamental “Lean & Strategic” and “Group Global Optimum”
approaches, organized a Strategic Business Unit (SBU) structure and developed
business in accordance with our Mid-term Management Plan

and keeping with our “Lean & Strategic” and “Group Global

Securing stable profits as a corporation

Optimum” approaches.

The Bridgestone Group works continuously to secure stable

As a result, in 2013 the Bridgestone Group’s consolidated net

profits and develop its businesses in order to support local

sales increased 17% year on year, to ¥3,568.0 billion; operating

communities. Throughout 2012, we continued to strengthen theincome rose 53%, to ¥438.1 billion; ordinary income grewGroup’s operating base and implement strategic policies, while

53%, to ¥434.7 billion; and net income expanded 18%, toabiding by the terms outlined in our Mid-term Management Plan

Focus Point2¥202.0 billion.

Ensuring a thorough understanding of and adherence to complianceObjective

Plans• To comply with laws, regulations and company policies, and to implement
responsible business practices• Distribute information regularly through our intranet, develop awareness-building
tools, and continue to conduct and enhance training programs for Bridgestoneand Group companies in Japan

Achievements• Continue conducting position-specific compliance education at Group companies
outside Japan selected to receive support; share educational tools created byGroup companies outside Japan through this support process with other Group
companies• Overhauled our training for employees in managerial positions, and conductedsenior manager training for directors and general managers and manager training
for section managers• Conducted position-specific compliance education at Group companies outside
Japan selected to receive support

Basic approach to compliance

Compliance structures

The Bridgestone Group believes compliance is a matter of

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

properly satisfying requirements and expectations of society. We

as the individual with ultimate responsibility for compliance. We

comply with laws, regulations, and the Company rules; act

also have established a department specializing in compliance andethically; and make ethical decisions that implement better

have worked to strengthen and ensure the effectiveness of ourbusiness practices. We also are committed to building a basis forstructure. At Bridgestone, the head of each division responsible forrelationships of trust with all stakeholders by conducting ourcompliance is named a compliance activity chief. These peoplebusiness operations in a responsible manner and with a consistentappoint a compliance activity leader and work with them tofocus on ethical decision-making.

enhance training, awareness, and compliance structures.
We have established the Compliance Subcommittee todeliberate on policies and other important related issues. This
Subcommittee regularly reports on the status of complianceactivities to the Integrated CSR Enhancement Committee and theBoard of Directors.

Bridgestone Group26

CSR Report 2014

Compliance training

Support of compliance activities forGroup companies in Japan

Compliance Casebook-based training

In 2013, we conducted the Third Compliance Self-Check activity,

Since 2005, Bridgestone has compiled a Compliance Casebook

targeting 28 major Group companies in Japan. Based on thebased upon past incidents, and has used the casebook in the Group

results of our analysis, we will continue with initiatives tocompliance training. In 2011, we compiled a new Compliancereinforce key areas, such as compliance education and training

Casebook featuring cases that are more familiar to employees

and the establishment of helplines.

engaged in manufacturing and sales. We conducted training within
the Group companies in Japan in 2013 using the casebook.

Support on compliance activities for Group companies
outside Japan

Workplace training

The Bridgestone Group carries out compliance activities globally.

In addition to offering position-specific training in compliance,

Since 2012, Bridgestone has provided support in establishing

Bridgestone provides workplace training for all employees. Thesean education framework for compliance training and helplines atworkplace training sessions focus on different content for admin-Group companies outside Japan (China, Singapore, and Thailand)

istrative and technical employees and for manufacturing

engaged in tire manufacturing and sales.

employees, and serve to enhance these employees’ knowledge

For the Group companies outside of Japan that Bridgestone

and awareness needed for their work.

supported, in 2012 we established an education framework,

In 2013, approximately 6,000 people took part in training fordefining the goals, methods, frequency, and other aspects ofadministrative and technical employees – nearly all the employees

position-specific training (for managers, administrative andwithin these categories. As in 2012, the sessions had participants

technical employees, and manufacturing employees). These

play the “In-basket” game, where each participant became aGroup Companies outside of Japan began conducting trainings

manager and gave appropriate instructions to team members

based on this framework in 2013, and to date approximately

regarding e-mails concerning compliance within a set amount

5,800 people have taken part.

of time, and confirmed the right action in their daily work.

In 2013, Bridgestone provided support in the establishment

Around 8,500 individuals participated in our workplaceof a shared helpline for five Group companies in China thattraining for manufacturing employees. This training saw partici-

manufacture and sell tires. Bridgestone also played a role inpants taking part in active discussions using cases from theadvertising the helpline internally during compliance training andCompliance Casebook for manufacturing employees.

through posters and other methods. The helpline received andIn 2014, Bridgestone plans to continue providing workplace

responded to 17 inquiries in 2013.

training sessions for administrative and technical employees andGoing forward, we will continue to support compliancemanufacturing employees.

activities and encourage sharing of the expertise gained incompliance education among other Group companies in China

Manager training

and the Asia-Pacific region.

Bridgestone also is focused on training employees in managerial
positions, who are responsible for ensuring compliancethroughout the Company’s operations.

Basic compliance program

In 2013, Bridgestone overhauled our training for employees

Bridgestone has adopted a three-pronged basic program toin managerial positions, introducing senior manager training for

ensure a thorough understanding of compliance among

directors and general managers and manager training for section

employees:

managers. We defined expected roles to instill and reinforce

1.	Strengthening management-level leadership, which serves ascompliance for directors, general managers and section
managers, and confirmed these expected roles through lectures

the driving force behind the Group’s compliance efforts

and hands-on exercises.

2.	Raising awareness of compliance-related issues among

Bridgestone conducted senior manager training seven times

employees

in 2013, and approximately 150 directors and general managers

3.	Enhancing the structures that support these efforts

participated. Participants took part in a training using role play

Each year, we implement a number of measures in thesethree areas and work to ensure that our employees are upholding

method. Each participant played the role of managers withthese measures. In addition to continuing this program, we will

different views on a certain unethical incident, and debated how

continue to promote a thorough understanding of compliance.

to proceed with the incident. Participants commented that theserole play trainings were useful, as they portrayed situations similar
to those they might actually face in a work situation. In 2014,

Bridgestone Group27

CSR Report 2014

Bridgestone plans to differentiate the content of the training

to respond to issues as quickly as possible. The use of both ansessions for people who will be participating for the first time andinternal and an external helpline ensures that individuals canfor those who will be participating again to instill and reinforce

report compliance issues anonymously and without fear ofcompliance further.

retribution. Both helplines provide feedback concerning theresults of any investigation and the direction taken by the

In 2013, Bridgestone conducted manager training threetimes, and approximately 80 section managers took part.

Company to address related concerns. To encourage employees

Through role play and hands-on exercises during the training, we

to use the helpline, during compliance training we offer helpline

confirmed the knowledge and skills section managers needed tocontact information, provide helpline contact information on thehave to foster compliance. In their comments, participants noted

corporate intranet, and share data about the number and types

that the training had reinforced that communication in theof cases received.
In 2013, the helplines received 111 cases, of which 40%

workplace is the foundation of compliance. We plan to continue

involved interpersonal relations and 27% had to do with the rules

this training in 2014.

employees were expected to comply with in doing their work.
Every year, Bridgestone puts up posters to enhance awareness ofCompliance helplines

compliance. 2013 posters focused on following rules and recommended communicating with work colleagues.

Bridgestone has created two compliance helplines – one internaland one external – to bring compliance-related issues to light andFocus Point

3

Ensuring business continuity• ‌Extended drills of an emergency organization addressing major earthquakes
to plants in Japan, and performed drills

Objective• ‌To prevent risks and develop standards that will help the business to continue or
return to its normal operations as quickly as possible after an emergency occurs

Plans• ‌Further enhance autonomous risk management activities at divisions and SBUs andeffective management of serious risks in the Bridgestone Group globally

Achievements• ‌Promoted autonomous risk management activities at divisions and SBUs while atthe same time effectively managing serious risks in the Bridgestone Group globally• ‌Convene the Group Global CRO Meeting• ‌Convened the Group Global CRO Meeting• ‌Continue to identify risks throughout the Bridgestone Group and promote
countermeasures, as well as reinforcing management of serious risks• ‌Identified risks throughout the Bridgestone Group and further enhanced
countermeasures• ‌Commence full-fledged initiatives targeting unacknowledged risks• ‌Launched initiatives targeting “unacknowledged risks”• ‌Extend overseas BCPs covering major natural disasters• ‌Commenced efforts to augment business continuity plans (BCPs) utility through• ‌Conduct full-scale roll out of drills of an emergency organization addressing major
earthquakes at plants in Japan

coordination in the same region

Risk management systems

The Bridgestone Group continued to entrench this system in

The Bridgestone Group considers risk management to be an

2013, and in 2014 we will further enhance and reinforce related

element of corporate social responsibility (CSR). We are

initiatives.
We have established the Risk Management Committee, which

reinforcing our systems for comprehensively managing risks thatis chaired by the CRO and reports to the Integrated CSR

significantly affect our business operations.
In 2012, we renovated this system, aiming to ensure that all

Enhancement Committee, to ensure that selected serious risks inrisks are managed and controlled globally. This system is aimed at

the Bridgestone Group are managed in an appropriate manner.

conducting autonomous risk management activities at divisions

The division in charge develops action plans to divisions and SBUs.
In 2013, we began holding the Group Global CRO Meeting,and SBUs throughout the Bridgestone Group while also appropriately managing serious risks in the Bridgestone Group. Operating

attended by divisions and SBUs’ CROs as well as departments

under the Chief Risk Officer (CRO), who has overall responsibility

managing important risks from throughout the Group. At thefor managing risks, are the Risk Management Committee andmeeting, participants shared information and held deliberations

responsible departments charged with conducting activities

in the interest of enhancing our comprehensive risk management

consistently across the Bridgestone Group. At the same time,level. The 2013 meeting focused on information sharing andindividual divisions and SBUs, as well as affiliated departments

deliberation themed around the new risk management system,and subsidiaries under them, conduct more detailed activities

initiatives targeting unacknowledged risks, and global BCP

specific to their operational scale and characteristics.

initiatives.

Bridgestone Group28

CSR Report 2014

Addressing risk and expanding BCPs

major earthquake in the Tokyo metropolitan area that would

We began identifying risks at the Bridgestone Group (excluding

affect the head office, technical centers, and many othercompanies in which Bridgestone has an equity stake of 50% orfunctions in the area, and created a three-district head officeless) in 2009. From 2013, based on the new risk management

framework (consisting of the head office and offices in Kodairasystem we established in 2012, we have introduced risk counter-and Yokohama) for emergencies, ensuring backup functions

measures by classifying a broad range of identified risks according

throughout. We conduct drills every year at on-site task forces

to whether they are managed by department and subsidiary,and emergency affairs offices in the three districts. Through thesedivisions and SBUs, or on a Bridgestone Group basis.

drills, we make each member of the response organization moreaware of their individual roles and confirm their effectiveness.

In addition to identifying risks, in 2013 we began gathering

As another way to prepare for a major earthquake anywhere

information about accidents and incidents at other companies
and society as a whole, mapping their applicability to thein Japan, we are strengthening systems designed to facilitate

Bridgestone Group and proposing measures to address corre-contact with employees in the event of an emergency by expanding

sponding “unacknowledged risks.” We are rolling out this process

use of the safety confirmation system, which utilizes telephone

across the Bridgestone Group, and we plan to increase thisand e-mail from Bridgestone to all subsidiary companies in Japan.
The subsidiary companies outside of Japan are also formu-

activity in 2014.

lating BCPs to address important risks for the countries and

To address one of the serious risks of a major earthquake andprepare for possible impediments to business operations in theregions in which they are located, with the aim of ensuring a

event of such a disaster, Bridgestone and subsidiary companies inswift initial response to emergencies, as well as business conti-

Japan are developing and reviewing BCPs for major earthquakes

nuity and rapid recovery in the event of disaster. To augment BCP

designed to (1) promote rapid initial response and (2) assure

utility, in 2013 the Bridgestone Group began encouraging coordi-

business continuity and quick restoration of operations.

nation among companies in the same region in some region.

Bridgestone has also established a BCP in preparation for a

TO P I CS

more aware of their roles.

Conducting a major earthquake BCP drill simulating amajor disasterFor the first time in 2013, we held a BCP drill in a plant region thatinvolved setting up an on-site task force to restore production following

Bridgestone regularly conducts drills based on its major earthquake BCP

destruction from an assumed earthquake.

to assure the safety of employees and visitors in the event of a major

The drill assumed the situation right after the initial response –earthquake, as well as the continuity of business operations.

evacuation from the buildings. Based on the scenario, participants set

Each year, we conduct drills on one aspect of these activities – theup the on-site task forces and then conducted a role play that encour-establishment of emergency affairs offices to provide a Company-wide

aged them to make decisions on how to restore plant operability.

chain-of-command structure in the event of emergency. In 2013, we

In 2013, we conducted drills at three plants – Hikone, Saga, andalso conducted a drill in Kodaira, which serves as one of the head office

Iwata. We plan to hold drills at all Bridgestone plants in Japan in 2014.

functions in the three-district head office framework.
The drills were scenario-based, but also incorporated role-playingthat required participants to act independently. To give the drill a senseof reality, we introduced measures such as using satellite mobile phones
to establish contact with other regions. Participants commented thatthe exercise helped them understand the utility of BCPs for major
earthquakes and brought home the need to continue improving their

Drill on setting up an emergency affairs
office in the Kodaira region

skills through further drills, suggesting that the drills had made them

Reinforcing buildings against earthquakes

Drill involving the setup of an on-site task
force at the Hikone Plant

We expect to complete the earthquake-proofing of high-Since the Great Hanshin-Awaji Earthquake of 1995, thepriority buildings by the end of 2014. Since the Great East Japan

Bridgestone Group has been working systematically to make

Earthquake in 2011, we have again looked carefully into thebuildings earthquake-proof. This is to protect the lives of each ofvulnerability of disaster to building components such as ceilings

our employees, but we also believe that establishing a framework

and pipes. We have put in place our own standards in thesefor safety management is the basis of good corporate manage-

regards and are proceeding with earthquake-proofing in a well-ment. In the interest of business continuity, these initiatives alsoplanned manner.

go towards reducing risk to meet social requirements.

Bridgestone Group29

CSR Report 2014

Dealing with new types of inﬂuenza

information about conditions. We supported the formulations of

The Bridgestone Group has formulated BCPs to address the spread

BCPs for all subsidiaries throughout China. We also augmentedof novel infections such as new types of influenza.

responses at offices in Japan, distributing masks to all sites in Japan.

In 2012, we revised the New Types of Influenza Response

In 2014, we intend to revise our response standards, taking

Standards, adopting guidelines for each epidemic level so that

into account the 2013 response to avian influenza in China andpersonnel can respond in the event of a new type of influenza, evenits identification as a pandemic by the World Health Organization,

if its virulence has not yet been established. We also created a guide-

which announces epidemic levels. We also plan to ensure global

line for supplies that are to be stocked at each office and company.

awareness of this situation.

During the 2013 outbreak of type H7N9, avian influenza, in
China, we held weekly meetings to ensure consistent sharing of

Focus Point

4

Communicating with stakeholders

Objective

Plans• To build effective communication structures that address the needs of both thelocal community and Bridgestone’s business• Further improve the corporate communications function globally• Utilize framework to horizontally roll out good communication practices from one
region to another• To actively pursue effective communication with various stakeholders

Achievements• Established a framework to horizontally roll out good communication practices
from one region to another• Reinforced links allowing information to be transmitted simultaneously between
Bridgestone headquarters and SBU headquarters in each region

Establishing and enhancing communication structures

In 2013, we worked on building a structure to share good

In 2010, the Bridgestone Group established a basic communica-

communication practices globally among SBUs in different

tions strategy, and since then we have worked to promote its

regions. In particular, we worked on initiatives targeting theunderstanding Group-wide. We also have set mid-term objectives

simultaneous transmission of information to multiple regions forfor developing communication structures in accordance with thisprojects involving global stakeholders.

strategy. We continue to move forward with building communi-

To enhance the corporate communications function further incation structures that will serve as a foundation for enhanced

2014, we will clarify the details of support for the companies that

communication with a variety of stakeholders.

regional SBU headquarters preside over, and encourage theconstruction of communication systems at Group companies.

TO P I CS
Town Hall Meeting between the CEO, COO, andemployees

Bridgestone conducts community dialogues to elicit opinions andDialogue with local communities (Japan)

The Bridgestone Group’s new management structure, launched insuggestions from members of local communities about its business

March 2012, involves “communication,” “bottom-up,” andactivities, and to foster a deeper understanding of future directions and“teamwork” focuses. Under this structure, we are working hard toissues. These communications are aimed at building up the levels of

re-energize internal communication.

trust and empathy with the Company.

As part of these initiatives, we regularly organize forums at

In 2013, Bridgestone held these dialogues at its Hikone plant in

Bridgestone and Group companies outside of Japan where our CEO andOctober, and at the Seki plant in November. Representatives of govern-

COO meet directly with employees, using the “town hall meeting”

ment bodies, nearby companies, and municipalities attended the event,format. These meetings aim to bridge the gap between employees andas did school principals and members of the local media. Themed onsenior management, as well as to share senior management’s message“working together to build an attractive community,” the dialogues

across the entire Group. Since their inauguration in 2012, 92 Town Hallemphasized cooperation in addressing the issues local communities

Meetings have been held in 19

face. Both plants received praise

countries.

for their social activities. Goingforward, we plan to take part inenvironmental activities that thecommunities have requested,
including biotope maintenanceand improvement.

“Town Hall Meeting” in Brazil

Bridgestone Group

Dialogue at the Hikone Plant

30

CSR Report 2014

CSR through Business Activities
Objective Goal embodying the desired stanceAchievements Major achievements for 2013 Plans Major plans from 2014 onwards* Initiatives that have made particular progress are highlighted in a different color in the Achievements section.
2013 Global TGM Conference (USA)1
Focus Point

5

Providing attractive, high-quality products and services• Operated a Global Quality Assurance System for fuel-efficient tires that use thegrading system

Objective• To provide safe, high-quality products and services by coordinating all supply
chain activities based on the same objective and with an awareness of the needto improve quality from the perspective of the customer and society• Started Group Global Quality Human Resource Training Program in global

Plans• To build systems for implementing raw material procurement, design, development, production, logistics, and sales in a safe, high-quality manner• Continue strengthening cooperation between GMP-SBUs based on the Group
Global CQO organization

Achievements• Enhance the VOC Management System by expanding the scope of customer
opinions collected• Strengthened cooperation between GMP-SBUs based on the Group Global CQO
organization• Improve the quality management system of the Bridgestone Group and the entire
supply chain through the Group Global Quality Management Self-Assessment• Continued to utilize the VOC Management System and enhanced its usage by
expanding the scope of customer opinions collected• Continue quality activities that have been shaped by a common, global direction
across the Bridgestone Group• Expanded the scope of the Group Global Quality Management Self-Assessment toGroup companies that do not have production functions such as sales and service
entities• Continue to develop the Quality Assurance System designed to minimize major
quality risks• Continued quality activities that have been shaped by a common, global
direction across the Bridgestone Group• Continue and expand quality improvement activities for sales and services
outside of Japan• Continued to develop a quality assurance system designed to minimize major
quality risks• Continue operating a Global Quality Assurance System for fuel-efficient tires that
use the grading system• Continued and expanded quality improvement activities for sales and services inareas outside of Japan• Expand and promote the Group Global Quality Personnel Training Program in global

Quality management (quality) mission

Basic approach to quality management

Embracing the Bridgestone Group’s mission of “Serving Society with Superior Quality,”
we strive to produce an even higher level of quality by taking our customers’ andsociety’s perspective* at all times Group-wide, and to provide products with superior
quality throughout the supply chain.

The Bridgestone Group is committed to implementing quality
activities with the philosophy to “strive to build in ever higher* Society’s perspective: The perspective of stakeholders in general, including potential customers in
addition to existing customers

levels of quality by adopting the customer’s perspective (VOC)and society’s perspective (VOS) at all times and to provide

Ultimate quality

superior quality throughout the supply chain.”

Excitement

Advance Brand Value

To pursue quality activities in a consistent, coordinated

Early implementation of attractive quality activities
Improvement in quality of non-production-related operations Attractivenessmanner in global, we strive to embrace a “Customer-First” philos-

Quality Risk Minimization

ophy in all operations, Strengthen Quality-oriented Management

Strengthening quality assurance on the ground (including development QA,
production QA, raw materials QA, outsourcing QA)
Enhancing activities to reduce multi-faceted business quality risks

Structures, Quality Risk Minimization, and Advance Brand Value,in accordance with the Group Global Quality Management

Expectation

Strengthen Quality-oriented Management Structures

Guidelines.

Developing global human resources
Spreading awareness of policies
Strengthening quality surveillance at market
Enhancing organization
and activities to enhance service capabilities
for quality management

Foundation

Promote through and consistent quality activity based on the viewpoint of Customer and Society (VOC/VOS)

Quality activities through the supply chain
Customerdemands

Planning

Development
and design

Materials

Production

Logistics

Sales

Service

Visualization of quality management constitution
Group Global Quality Management Self-Assessment

Bridgestone Group

Development quality assurance

Raw material
quality assurance

Production initiatives in the tire business

31

Customerevaluation

Expand in 2013

Group Global Quality Management
Self-Assessment

Sales and service initiatives

Quality assurance
Improvement ininitiatives at market customer satisfaction

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

MarketCSR Report 2014

Developing and enhancing structures for pursuingquality activities

Group Global Quality Management Self-Assessment
The Bridgestone Group introduced the Group Global Quality
Management Self-Assessment in 2008 as a tool for visualizing

The departments responsible for quality at Bridgestone, which

quality management at Group companies in order to establish

also cover the entire supply chain from product planning toand enhance the quality management approach. The Groupafter-sales service, strive to make improvements throughout the

Global Quality Management Self-Assessment provides a frame-

supply chain based on the Group Global Quality Management

work with which companies can assess their own approach to

Guidelines, which concretely explain the management policy ofquality management in the following five areas: (1) quality

the entire Bridgestone Group.
Additionally, we built the Group Global CQO Organization

management commitment; (2) establishment of trustful relationship with stakeholders; (3) conditions of quality management

comprising GMP-CQO*1 and each SBU*2 appointed by the respec-

activities and its development; (4) human resource development;

tive SBUs to enhance our global quality governance structure.

and (5) overall results of quality management activities.

Each CQO shares Group quality policies in the respective region
and works to respond quickly and appropriately to quality issues

We are re-energizing our improvement activities based onin their territory.

information obtained from the Group Global Quality Management

In 2013, we worked to enhance communications based on

Self-Assessment in order to improve assessment results. In 2013,

the Group Global CQO organization by establishing a Groupthe number of Group companies conducting the Group Global
Quality Management Self-Assessment increased from 83 to 118

Global Committee in order to strengthen ties between GMP-SBUs.

Group companies, 35 more than the previous year, by expanding*1 CQO (Chief Quality Officer)*2 SBU (Strategic Business Unit): An operational department or worksite that conducts businessactivities

the scope beyond production sites of the Group companies toinclude non-production sites such as sales and service entities.

Group Global CQO Organization

We also referred to the opinions of the sites actually assessed

GHO/GMPin revising the assessment’s questions to make them easier tounderstand, thereby making the assessment itself more effective.

• Disseminating quality
policies• Visualizing major
quality issues• Reviewing market
actions• Monitoring andauditing quality• Developing quality
systems• Enhancing quality
functions

In 2014, we plan to strengthen support from the GMP* anddeployment of best practices, and to proceed with Establishment
and Enhancement of Quality Management Foundation & Structures.
* GMP (Global Management Platform): A platform that offers support and services to SBUs as part ofits global coordination and management functions.

GMP
CQO

Japan Tire SBU

CQOAmericas SBU

CQOEurope SBU

CQO

Speed up
China Tire SBU*
andprecision
improvement Asia and Oceania Tire SBU*
in Group
Middle East & Africa Tire SBU

CQO
CQO
CQO

BRISA Bridgestone

CQO

Special Tire SBU

CQOInternal Manufacturing Business

CQO

Chemical and Industrial Product SBU CQODiversified Product

CQO

Bridgestone Tire Sales JapanCQO• Spreading andpenetration ofquality policies• Responding tomajor quality issues• Making decisions
about market actions• Monitoring andauditing quality
by SBU itself• Pursuing quality
improvement activities• Enhancing quality
management functions

Organizational profile
Corporate configuration and scope of quality management/
organizational basis of quality activities* The China, Asia, and Oceania tire business will become an SBU effective July 1, 2014.

(2) Establishment of trustful relationshipwith stakeholders

Operational systems(3) Conditions of
Quality
Management
Activities andits development(4) Human
Resource
Development

Initiatives designed to increase customer satisfaction
To help improve customer satisfaction, the Bridgestone Group has(5)

implemented a cycle designed to improve the quality of theOverall results of Quality
Management Activities(1)
Quality Management
Commitment

Group Global Quality Management Guidelines

Basic framework of the Group Global Quality Management
Self-Assessment

Bridgestone Group Management Policy

SBUsGroup Global CQO
Organization

products and services based on the collection and analysis of
information about customer requirements and evaluations ofBridgestone products.
Bridgestone continued strengthening the monitoring systemcreated in 2010 for information received at the Customer
Communication Center and created the VOC Management

Bridgestone Group assessment criteria

System to facilitate the early detection of problems by synthesizing

1. Quality Management Commitment:	Status of application of the quality management activity approach (mid-termplanning and Quality Management Guideline) at Bridgestone and its Group
companies by managers
2. Establishment of trustful relationship with stakeholders:	Activities applied to products and services based on a deep understanding ofcustomers and market needs
3. Conditions of Quality Management Activities and its development:	A variety of initiatives and systems involved in the pursuit of quality management
activities, and their implementation
4. Human Resource Development:	Content and extent of implementation of personnel education and training
programs related to quality management activities
5. Overall results of Quality Management Activities:	Indicators outlining the results of quality management (quality) activities
undertaken over the one-year period under review
Bridgestone Group

information found on the Web (information posted to blogs andTwitter) and information collected by frontline service representatives with information from the Customer Communication Center.
The VOC Management System has been used effectively since2012. For example, the causes of passenger car tire wear dependon the conditions in which they are used. Use of the VOCManagement System has made it possible to understand the32

CSR Report 2014

VOC Management System

phenomenon from multiple perspectives and to gain a detailed
analysis, with the results of that analysis reflected in performance(1) Information collection

targets for new products.

CustomerCommunication CenterIn addition, the information from the Customer Communication(2) Analysis(3) ApplicationWeb
information(4)Utilization

Early detection ofconcern signals

Center aggregated under this system as well as information from

Anticipation ofcustomer needs

the internet can be viewed on an internal portal. Employees took
VOC data

note of the various customer opinions included in the information

Save data on a server for
aggregation and analysis• Sharing among Bridgestone• Analysis

Analysis and application of collected information using IT systems

in 2013 and used them to bring shape to one of Bridgestone’s
targets, namely “quality activities based on the VOC and VOS.”
We intend to increase the types of VOC gained via this system in2014 while we continue making improvements.

1
Focus Point

6

Technological innovations that generate new value• Established a technology center in Thailand responsible for tire development,
tire manufacturing technologies, and quality management functions in the
Asia and Oceania region

Objective• To realize new technologies that enable us to supply valuable products andservices for markets and customers

Plans

Achievements• Drive R&D activities globally to help the commercialization of new technologies• Developed “ologicTM”, a new technology realizing a high performance andlow fuel consumption by narrowing the width and increasing the diameterof the tire size. This new ologic technology was incorporated into ECOPIA
EP500 ologic tires, which are originally equipped on BMW i3 electricvehicles.

• Enhance production technologies for further technological innovation• Global talent development for R&D• Launched BLIZZAK VRX studless tire

Providing valuable products and services

Technical Centers for tire products are located in JapanThe Bridgestone Group continuously promotes R&D of new(Tokyo), the United States (Akron, Ohio), Italy (Rome), and China

technologies to provide customers with valuable products and(Wuxi) to develop technologies that meet customer needs, byservices in a timely fashion. We also continuously enhance ourunderstanding the requirements and characteristics of markets

R&D’s foundation by developing new technologies that allow us

worldwide. In July 2013, we established a new technical center in

to apply brand new tire structures and materials as well as

Thailand for tire development, tire production technology, andoffering talent development.

quality management in the Asia and Oceania region.
At the technical center for chemical and industrial products,

All of our technologies are and will be shared among thewhich is located within the Bridgestone Yokohama Plant (Japan),Group globally to create new values.

we strive to enhance the Company’s ability to meet market needs
and accelerate product development.

The Bridgestone Group’s technological development
structures

Our tire development departments specialize in various
technologies such as rubber formulation and processing,

The Bridgestone Group promotes technology development,

computer simulation, and other analytical technologies.

utilizing the strengths of the internal manufacturing site located

Urethane, film, and adhesive technologies of rubber and metal are

upstream of our supply chain (vertical integration) and global

managed by our chemical and industrial product development

R&D sites (horizontal integration). We enhance R&D activities todepartments. These technologies are shared among departments.

realize technical innovation by integrating our material technologies, products and services, and business model innovation that
embodies new solution business with customer perspectives by
expanding our scope of business domain.

BLIZZAK VRX

Bridgestone Group33

CSR Report 2014

Focus Point 7	‌Development of products and services based on customer’s voice
sales companies, and other sources, and then created and launched amechanism to quickly reflect this in quality improvements, product planning,and other corporate activities

Objective• ‌To develop a system for collecting and analyzing various VOC (Voice ofCustomer) and identify differences and changes in the needs and user
sensitivities of each market, and to apply them to product and service
quality improvement, next-generation product and service development,
and Group-wide marketing strategies

Plans• ‌Share VOC at Group global conferences and further strengthen initiatives
linking this to effective product development

Achievements• ‌Regularly collect VOC at distributor and other locations; create a mechanism
to reflect this information in next-generation product development• ‌Continued to share VOC information and successful examples of initiatives
applied to product development at Group global conferences• ‌Build mechanisms globally for developing a database for VOC data, thenswiftly apply that data to quality improvements, product planning, and othercorporate activities• ‌Developed a system with Group companies in Japan for developing a VOC
database assembled by the Customer Communication Center, distributors,

Tire labeling system initiatives

Developing systems to use VOC in product and service
development throughout the Bridgestone GroupA tire labeling system has been

The Bridgestone Group is building a system to collect a variety of

instituted in different countries

VOC from around the world, including evaluations fromaround the world to indicate thecustomers through customer feedback, POP data, market surveys,

grade of rolling resistance andand outside research agencies, which will be collated by businesswet grip performance of vehicle

field and product group and shared throughout the Group.

tires. The system was introduced

Example of a fuel-efficient tire label
in Japanin Japan*1 in 2010 and inEurope*2 and South Korea inGroup company initiatives

2012. Plans are in place toBridgestone Group companies are also strengthening theirintroduce the system in Brazil

concepts stemming from customers’ viewpoints.

from 2015 onwards. Consumers
in each country can select tires

In 2012, Bridgestone Cycle Co., Ltd., and from 2013,
Bridgestone Sports Co., Ltd., introduced a database system similar

based on an objective set ofto that used in Bridgestone’s tire business, launching an initiativeevaluation criteria. There are highto share VOC gathered by each department and the Customer

expectations this system will

Communication Center with related departments in a timely manner

drive the proliferation of fuel-for use in the development of products and services. Implementing

efficient tires with outstanding

this system enabled Bridgestone, Bridgestone Cycle, andenvironmental performance.

Example of a tire label in Europe

In Japan, Bridgestone has

Bridgestone Sports product and service development departments,
as well as nearly all other departments, to peruse, aggregate, andintroduced 11 products that meet the fuel-efficient tire performance

analyze VOC, fostering a customer-level perspective.

requirements of the new tire labeling system: the REGNO GR-XT,
ECOPIA EP001S, ECOPIA EV-01, ECOPIA PZ-X, ECOPIA PZ-XC,
ECOPIA PRV, ECOPIA EX20, ECOPIA EX20C, ECOPIA EX20RV, Playz

Customer Inquiries (Group Companies in Japan)

RV ECOPIA PRV-1, and NEXTRY. Going forward, Bridgestone

Number ofinquiries

intends to expand initiatives to reduce CO2 emissions through60,00013,55014,984the development and supply of fuel-efficient tires with

11,31450,000outstanding performance.

Bridgestone Sports Co., Ltd
40,000*1	The labeling 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 of rolling resistance and wet grip performance as“fuel-efficient tires,” the system provides appropriate information to consumers through labels.
This applies to summer tires for passenger vehicles that are purchased at tire retailers. More information about the labeling system is available on the JATMA website.
http://www.jatma.or.jp/english/about/ (only in Japanese)*2	More information about tire labeling systems in Europe is available here (English)
http://www.nhtsa.gov/Laws+&+Regulations/Tires

Bridgestone Cycle Co., Ltd
30,52430,00035,42936,70915,193

14,700Bridgestone Corporation(includes Bridgestone Retail Japan Co., Ltd.)

20,00010,0000Bridgestone Group

15,677

2011

2012

2013

Year

34

CSR Report 2014

Focus Point 8	‌Commitment to fair business practices and competition
Objective

Plans• ‌In light of the anti-competitive conduct involving the sales of anti-vibration• ‌Establishing the “Compliance Committee” which shall provide supervision andrubber products for vehicles (AVP), Bridgestone will implement renewed

advice on matters relating to fair business practices and competition

measures to assure fair business practices and competition, as well as continue• ‌Retaining an independent advisor to conduct an assessment of the current cartel

and enhance its ongoing measuresand bribery prevention program, and promoting the implementation of renewed

Achievements

measures such as the establishment of an exclusive cartel and bribery hotline and• ‌Continued and expanded training in fair business practices and competition for

cartel prevention guideline, under the supervision and advice of the Compliancevarious departments at Bridgestone, sales staff at Group companies in Japan,

Committee

Japanese employees seconded to Group companies outside of Japan and• ‌Continuing and enhancing training in fair business practices and competition for

employees of Group companies outside of Japan

employees of Bridgestone and the Group companies• ‌Established internal regulations on bribery and cartel prevention within the Group• ‌Continuing and enhancing monitoring activity regarding the operational status ofcompanies

internal regulation on cartel and bribery prevention within Bridgestone, and• ‌Monitored the operational status of internal regulations on bribery prevention

supporting the Group companies in developing systems for proper administrationof cartel and bribery prevention rules

Continuing and enhancing ongoing measures

Considering and implementing renewed measures to assure
fair business practices and competition

Bridgestone will continue a thorough implementation and

In February 2014, Bridgestone entered into a plea agreement

enhancement of its ongoing measures to assure fair businesswith the U.S. Department of Justice, under which Bridgestone willpractices and competition.

plead guilty to an anti-trust conspiracy with respect to the sales ofanti-vibration rubber products for vehicles (AVP) before 2009 andContinuing and enhancing employee trainings

pay a fine of US$425 million. In the wake of this plea, Bridgestone

Bridgestone has focused on educating employees to ensure thecreated the newly established “Compliance Committee” in Marchprevention of cartel and bribery activity. Over the past 4 years

2014, which consists of outside directors. Under the supervision

through 2013, a total of 56 training sessions were done in 23

and advice of this committee, Bridgestone will implement

countries and 1,617 employees participated.

renewed measures to assure fair business practices and competition.

From 2014 onwards, Bridgestone will continue to conduct

As one such measure, Bridgestone has retained an indepen-

employee trainings within the entire Bridgestone Group, and will

dent advisor with experience in the field of compliance, so as tostrengthen this effort by requiring the CEO, executive officers andconduct an assessment on its current cartel and bribery preven-

employees to sign a pledge in conjunction with such training.

tion program from a third party point of view. Bridgestone will
improve and strengthen its weak areas and blind spots uncovered

Enhancing internal regulations on cartel and bribery prevention

through this assessment process.

In 2012, Bridgestone established internal regulations on cartel andbribery prevention and starting from 2013, Bridgestone has

In addition, Bridgestone will promote the implementation ofmonitored the operational status of these two internal regulations.

the following renewed measures, taking into consideration the

From 2014 onward, Bridgestone will continue monitoring theprofessional advice from the independent advisor:(1) Establishment and operation of cartel prevention guideline

operational status of internal regulations on bribery prevention,(2) Establishment of executive cartel and bribery hotline

and will support the Group companies in developing systems for(3) Implementation of e-learning training program which requires

proper administration of their cartel and bribery prevention rules.
In addition, Bridgestone will enhance its monitoring activity

employees to sign a pledge

regarding the operational status of the internal regulations on(4) Implementation of periodical audits such as e-mail monitoringcartel prevention.

Focus Point 1 9

Fair procurement activities• ‌Created a voluntary audit program to maintain the process for proper importingand exporting in Bridgestone’s procurement system

Objective• ‌To aggressively implement policies on fair procurement activities and develop
related systems

Plans• ‌To develop fair and impartial systems for selecting suppliers• ‌Reinforce awareness on the part of employees involved in purchasing by having
those who have completed programs on the Subcontract Proceeds Act participate in e-learning courses on the act

Achievements• ‌Enhanced internal education and training programs in order to improve theoverall level of fair procurement activities, including compliance with laws such
as Japan’s Act against Delay in Payment of Subcontract Proceeds, Etc. to
Subcontractors (known as the “Subcontract Proceeds Act”)• ‌Conduct new follow-up auditing of workplaces where internal auditing founditems needing improvement to confirm improvement status• ‌Establish new work rules for suppliers to improve import process accuracy• ‌Continued to implement education programs on the Japan’s Subcontract Proceeds
Act and purchasing compliance and conducted a survey on supplier satisfaction
Bridgestone Group• ‌Support education of Group companies outside of Japan and strengthen internal
rules to promote fair trading at Bridgestone Group workplaces in global

35

CSR Report 2014

Content of education program on
Japan’s Subcontract Proceeds Act

Enhancing fair procurement activities• Structure of the Japan’s Subcontract
Proceeds Act and definitions of
subcontracting transactions• Examples of infringement by other companies• Duties of main subcontracting enterprise• Prohibited actions by main subcontracting
enterprise• Compilation of actual Q&A concerning
Bridgestone subcontracting

The Bridgestone Group pursues a variety of initiatives worldwide
in order to enhance its fair procurement activities.
For example, we hold education programs on the Japan’s
Subcontract Proceeds Act, which is related to the Anti-Monopoly
Act, at 16 major Group companies in Japan. We also conduct ane-learning program through which participants can gain a better

Participants and graduatesof 2013 Japan’s Subcontract Proceeds Act program• Number of times course were heldin 2013: Four
• Number of participants:
Approximately 380• Number of graduates: 330

Enhancing internal audits

understanding of the law. As of 2013, more than 2,000 staff
members have participated in education programs on the Japan’s

Bridgestone headquarters formed an audit team to improve theSubcontract Proceeds Act.

level of fair procurement activities at Group companies andIn addition to purchasing staff, in 2012 we started education

conducted a general audit on procurement and purchasing

programs at the business site level about purchasing compliance

operations.

for members of related administration departments.

In addition, Bridgestone has been working to enhance theConcrete examples closely connected to the operation of theaudit program and continued to implement a cross-audit

participants are woven into the programs, with a variety of otherprogram between business sites in Japan. Fourteen Bridgestone

techniques employed to improve understanding.

worksites in Japan engaged in mutual auditing with neighboring

About 2,800 employees took part in these in programs inworksites. This enhances our auditing capabilities by training

2013, and participants provided feedback such as “My generalinternal auditors to adopt the dual perspectives of the entity

knowledge improved, and it was useful because I was able to see

undergoing the audit as well as the entity conducting it.

the connection to my actual work”, and “Testing of program

In addition, Bridgestone has been working to enhance thecontent according to level of learning would make it easier to

audit program and continued to implement a cross-audit

manage the level of understanding of the members.”

program between business sites in Japan. Fourteen Bridgestone

In addition, we conduct a survey on supplier satisfaction andworksites in Japan engaged in mutual auditing with neighboring

confirm that fair procurement activities are being undertaken atworksites. This enhances our auditing capabilities by training

Bridgestone through the 100 supplier companies that take part.

internal auditors to adopt the dual perspectives of the entity

Results of the 2013 survey showed an improvement in priceundergoing the audit as well as the entity conducting it.

negotiations, ordering, acceptance inspection, and communica-

The 2013 auditing revealed administrative matters requiring

tions, while some aspects of supplier selection need improve-

improvement at some workplaces. We will conduct new follow-

ment. We will continue to encourage the training of employees

up audits on such workplaces in 2014.

in the procurement departments.

Focus Point 1 10	‌Enhancing
CSR procurement
Objective

Plans• ‌To build relationships with business partners and ensure the enhancement
structure of CSR implementation• ‌Continue to distribute the CSR Self-Check Sheet to business partners in global• ‌Confirm the status of CSR initiatives by suppliers at all Bridgestone Group
worksites

Achievements• ‌Continued to distribute the CSR Self-Check Sheet to business partners in global• ‌Established recognition program for business partners that have made contribu-• ‌Continue with recognition program for business partners that have madecontributions to environmental activities

tions to environmental activities• ‌Convene CSR Seminars matching the size and needs of our business partners• ‌Continued to support improvements in the CSR initiatives of our business partners

Initiatives designed to promote CSR procurement

prevention, fair business practices, and ethics and information

The Bridgestone Group pursues CSR procurement through asecurity, and procurement initiatives are carried out accordingly.

“Supply Chain Partnership Development System” framework,

As part of this effort, we created a CSR Self-Check Sheet consisting

which improves the overall competitiveness of the Bridgestoneof approximately 400 questions based on the CSR Procurement

Group and our business partners.

Guideline, to which we ask our business partners to respond in

Aspects of the CSR Procurement Guidelines include humanorder to ascertain the status of their CSR procurement. Whenrights and labor, the environment, health and safety, disaster

Bridgestone Group

necessary, we offer support through CSR Seminars and visits.

36

CSR Report 2014

Holding conferences to explain procurement policy

Holding CSR Seminars

Bridgestone holds an annual conference to explain procurement

Bridgestone holds CSR Seminars for business partners that arepolicy to ensure that business partners understand the Bridgestone

selected, based on the results of their CSR Self-Check Sheet, inGroup’s procurement policies.

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

In 2013, a total of 122 companies attended the conference,

In 2013, we held CSR Seminars for 82 companies. Eachat which Company officials introduced the Supply Chain

seminar featured lectures on topics such as human rights, labor,

Partnership Development System, an initiative established to work

and import and export compliance, as well as new topics such aswith business partners to improve the overall competitiveness ofsafety, disaster preparation, and data security.

the Group’s supply chain. Also during the conference, businessWe have also introduced case study work as part of thesepartners were asked to make voluntary CSR improvements andseminars in order to promote better understanding among ourshare their disaster prevention activity status.

business partners. We received positive feedback, such as “TheWe received comments from participating business partners

case study technique made it easy to understand.”such as “We could see that Bridgestone is putting more effort into

In addition, Group companies outside of Japan hold CSR

global expansion by building more production facilities overseas”,

Seminars for business partners in rubber-producing countries inand “Attending the conference enabled us to learn more about

Southeast Asia. These seminars targeted 77 companies in 2013.

environmental initiatives and tire material technology develop-

Going forward, we will continue to support activities that

ment.” The conference has been a good venue to share impor-enhance the CSR activities of our business partners through thesetant information about procurement with our business partners.

seminars and other methods.

We also introduced Bridgestone’s environmental initiatives
and chemical and industrial products business, to gain a broader

Overview of CSR Seminars

understanding of Bridgestone’s business. At the same conference,(1) Description of the seminar’s purpose (Theme: conducting CSR
procurement activities)

we recognized suppliers who had made superior VA proposals*.

(2) Fair trading (Subcontract Proceeds Act)In 2013, Bridgestone commended the business partner who
had made contributions to reducing environmental impact(3) Import and Export complianceconcerning raw materials and equipment.

(4) Environment (response to chemical substance regulations)(5) Human rights and labor (Issues pertaining to labor andBridgestone also held a conference for our business partners

workplace management)

in Indonesia in 2013 with the aim of developing these efforts(6) Safety and disaster prevention (new column from 2013)

overseas. This conference was attended by 77 companies.

(7) Information security (new column from 2013)* VA proposal system: A system that promotes the mutual cost competitiveness of both trading
partners and Bridgestone by encouraging business partners to make proposals that lead to cost
improvements for procured items.

Global rollout of the CSR Self-Check Sheet

Offering on-site environmental assistance to business
partners

In 2013, the Bridgestone Group continued its efforts to promotea better understanding of its CSR activities on the part of businessIn 2009, Bridgestone began offering on-site assistance topartners, distributing CSR Self-Check Sheets to business partners

business partners whose CSR Self-Check Sheet results indicatednot only in Japan, but also in Europe, Southeast Asia, and China.

environmental initiatives that needed improvement. Bridgestone

These sheets cover the issues of human rights, labor practices,send employees from environmental-related departments to thehealth and safety, disaster prevention, the environment, fairbusiness partners’ worksites to review their environmental initia-

business practices and ethics, information security, and social

tives and propose some advices to their improvements. In 2013,

contributions.

we offered such assistance to two companies.

To support our business partners’ voluntary improvement

The business partners who received this assistance madeactivities, Bridgestone visited the production sites of our business

comments such as “This was very significant because it called ourpartners to provide proposals on improvements based on theattention to environmental risk.” Other than checking ourbusiness partner’s completed Self-Check Sheet and to offer advice

business partners are conducting initiatives through the CSR

as part of its on-site environmental assistance.

Self-Check Sheet; Bridgestone works with business partners to

In 2013, 96% of all business partners responded that they had

improve the level of CSR activities throughout the supply chain.

started CSR activities. Moving forward, we will continue to work

Going forward, we plan to continue offering this on-site environ-closely with our business partners to make improvements to CSR

mental assistance.

initiatives being undertaken across the entire supply chain.

Bridgestone Group37

CSR Report 2014

Focus Point 1 11 Returning profits by enhancing corporate value	‌
a year-end dividend of ¥30.0 per share; annual dividends for fiscal 2013
totaled ¥57.0 per share

Objective• ‌To pay dividends based on a comprehensive evaluation of businessperformance and financial standing in the context of a philosophy
emphasizing the importance of offering a dividend that remains
consistent over timePlans
• ‌Return profits to investors in an appropriate manner by enhancing theGroup’s management base in preparation for the future development of
its business and improving financial performance

Achievements• ‌Paid dividend twice a year, comprising an interim dividend of ¥27.0 andAchieving stable, long-term growth and improving
corporate value

resolution of the Board of Directors, while year-end cash
dividends are subject to approval by a resolution of the annual
shareholders meeting.

Regarding the interests of shareholders as an important manage-

Reflecting increased profit and improved cash flow in 2013

ment priority, Bridgestone follows a basic policy of strengthening
its management base in preparation for future business develop-

compared to the previous year and a better 2014 financial

ments while working to improve business results. We strive tooutlook than the previous year, Bridgestone paid a cash dividend

continue paying stable dividends and meet the expectations ofof ¥57 per share for the year. Furthermore, Bridgestone strives toshareholders, in light of overall considerations of current andstrengthen the long-term stability of the management base by

future business results and financial position. The Company pays

using retained earnings to improve and expand the production

dividends twice a year, comprising interim and year-end cash

and sales foundation while advancing research and development

dividends. Interim dividends are subject to approval by aactivities globally.

Focus Point 1 12 Disclosing information in a timely and appropriate manner	‌
Objective

Plans• ‌To disclose information in a fair and impartial manner• ‌Improve communications with shareholders by enhancing the quality of
information provided at the Shareholders’ Meeting, as well as meetings reviewing
financial results and the Mid-term Management Plan

• ‌To provide information the Bridgestone Group deems relevant to investment
decision-making in a timely and ongoing manner where disclosure is possible• ‌Enhance information disclosure through more attractive and comprehensive
business reports, annual reports, and the IR website

Achievements• ‌Held meeting for reviewing financial results, as well as meetings to review the
Mid-term Management Plan, and posted audio recordings of these meetings on
the IR website• ‌Issued business reports in English

Disclosing information about management and businessactivities in a timely and appropriate manner

Ensuring effective communication with shareholders
and investors

Bridgestone strives to disclose information in a fair and impartial

Bridgestone holds review meetings on its semi-annual and annual

manner in accordance with Japan’s Financial Instruments andfinancial results, and provides a presentation outlining the

Exchange Act, other applicable laws, and the rules set by the stock

Mid-term Management Plan every year. We also strive to disclose

exchanges where its shares are listed. Even if disclosure is not

information in a fair and timely manner by posting audio of these

legally required, we follow a basic policy of providing information

events on our IR website. From 2012, we also began holding

as long as such information is relevant to investment decision-

telephone conferences for securities analysts and institutional

making and can be disclosed in a timely and ongoing manner.

investors on first-quarter and third-quarter financial results.

Through these disclosure activities, we seek to inculcate an

Furthermore, we held factory tours for securities analysts andaccurate understanding of Bridgestone’s management andinstitutional investors in 2013, in addition to the factory tours forbusiness activities among investors and gain an appropriate

the general public hosted on our website

assessment of our corporate value.

since 2012. Other than above, Bridgestone

2013
第95期報告書2013年1月1日から2013年12月31日まで

publishes an annual report, business
reports, and English IR website. We also are
working to enhance the quality of information we provide to shareholders andinvestors in and outside of Japan to ensure
effective, two-way communication.
Bridgestone Group

38

Business Report for the95th Fiscal Period

CSR Report 2014

CSR throughEnvironmental Activities
Objective Goal embodying the desired stanceAchievements Major achievements for 2013 Plans Major plans from 2014 onwards* Initiatives that have made particular progress are highlighted in a different color in the Achievements section.
Secong-generaton“Air Free Concept tire (Non-Pneumatic Tire)”

Environmental Mission Statement

Long-term Environmental Vision

The Bridgestone Group has 193 production and development

In April 2012, the Bridgestone Group announced the Long-term

locations in 25 countries, business presence in more than 150

Environmental Vision*1 targeting 2050 and beyond in the three

countries, and a combined workforce of around 145,000

activity areas of existing in harmony with nature, valuing natural

employees. Our global Environmental Mission Statement acts as aresources, and reducing CO2 emissions. These initiatives arecommon philosophy to which each of our employees adheres toconceived to help realize the sustainable society described in ouras they do their jobs on a daily basis.

Environmental Mission Statement, which outlines the direction of

The refined Environmental Mission Statement continues to

its long-term environmental aspirations.

portray the Bridgestone Group’s unchanging environmental

The establishment of the Long-term Environmental Vision was

philosophy – “to help ensure a healthy environment for current

based on the prediction that the world’s population is estimatedand future generations.” It also defines three areas of environ-to increase from its current level of 7 billion to more than 9

mental progress (products and services, operations, and commu-

billion*2 by 2050 and that soaring demand for energy, food, andnity activities) and two core strategies for growth (Total

natural resources fueled by increases in standard of living world-

Environmental Advanced Management System [TEAMS], ourwide would precipitate additional environmental issues. In partic-

global standardized environmental management system), andular, as experts point to the possibility that humankind may faceenvironmental communication. We are striving to take ourmajor challenges as it encounters climate change, resource

environmental management program to the next level by imple-

shortages, and a loss of biodiversity, the Bridgestone Groupmenting three important environmental perspectives in the drive

believes that its status as the company developing its businessto realize a sustainable society: ecological conservation, resource

globally confers responsibility for supplying high-quality products

conservation, and reducing CO2 emissions.

in a stable manner to facilitate safe and comfortable mobility.
The Group is committed to contributing to the realization of a

To ensure everyone in the Bridgestone Group is exposed to
the Environmental Mission Statement, it has been translated into

sustainable society by balancing its business activities with the

19 languages and is displayed on posters in every Bridgestone

Earth’s capacity to coexist in harmony with nature, even as it

Group business. We also use various educational opportunities,

continues to meet the various needs of consumers worldwide.

such as employee training programs and intranets, to support*1 More detailed information about Bridgestone’s Long-term Environmental Vision is available in theEnvironmental Report and on our website.
http://www.bridgestone.com/responsibilities/environment/mission/vision.html*2 World Population Prospects: The 2012 Revision (UN, 2013)

employees both in understanding the connection between theEnvironmental Mission Statement and the work they do, and in
facilitating individual
initiatives to protect theenvironment.

Poster outlining
the Environmental Statement

Bridgestone Group39

CSR Report 2014

Focus Point

13

Contributing to the conservation of the environment through products and services*1 This product is available only in the following sizes:
		 11R22.5 14PR/16PR, 275/80R22.5*2 Calculated using the weighted average of passenger car, truck, and bus tire sales each year*3	In comparison tests with other companies’ EVA films, Pmax retention* of Bridgestone’s new
product was 99.7%, demonstrating the lowest power efficiency loss and the highest PID**
performance among all products.
		 * Pmax retention rate: An index measuring photovoltaic power generation, Pmax figuresindicate degree of retention after testing. (Numbers near 100 indicate superior durability)		 ** Potential Induced Degradation (PID): Reduced photovoltaic module output power due tohigher voltages.
*4	Front and rear combined rolling resistance coefficient reduced 15% compared to existingproducts.

Objective• ‌To improve resource productivity on an ongoing basis• ‌To pursue the development of technologies and business models that contributeto greater use of sustainable materials• ‌To help achieve CO2 reductions exceeding emissions related to Bridgestone’s
total operations and products after use by reducing the tire rolling resistancecoefficient 25% by 2020 compared to a 2005 baseline

Achievements

Plans• ‌Launched the “M800” all-season tire for trucks and buses offering superior casedurability that can be retreaded twice*1• ‌Develop products and technologies that contribute to improved resource
productivity• ‌Proceeded with the second-generation “Air Free Concept Tire” using recyclable
materials• ‌Develop technologies that contribute to the expanded use of sustainable
materials*• ‌Reduced tire rolling resistance coefficient 9.9%*2 compared to 2005 levels while
maintaining wet grip performance• ‌Promote global development of the solutions business using retread tires• ‌Developed new technology “ologicTM”, which contributes to reduced CO2• ‌Aim to reduce the tire rolling resistance coefficient by 25.0% in 2020 compared
to 2005 while maintaining wet grip performanceemissions, significantly lowers rolling resistance, and improves vehicle fuelefficiency. The Bridgestone Group supplies the “ECOPIA EP500 ologic” as theoriginal equipped tire for the BMW i3, a revolutionary electric vehicle developedby the BMW Group.

• ‌Expand and promote global development of Bridgestone’s fuel-efficient tire
lineup• ‌Increase availability of eco products in accordance with Bridgestone’s“Criteria for Eco Products”• ‌Launched the new product “EVASKY”, a high-performance film, which contributes
to maintaining the power efficiency*3 of solar panels over the long term

* Bridgestone Group defines “sustainable material” as materials which are derived fromresources with a continual supply, can be used as part of our business over the long-term,and have a low environmental and social impact across the whole life cycle from procurement
to disposal.

• ‌Launched the “BATTLAX SC ECOPIA”, Bridgestone’s first efficient tires*4 forscooters

Expanding our offerings of eco products and services

from helping improve customer fuel efficiency will exceed the

The Bridgestone Group’s pursuit of initiatives based on its

emissions related to Bridgestone’s operations and its products

Long-term Environmental Vision*1 in order to realize a sustainable

after use in 2020. We also are working to expand our lineup ofsociety extends to its products and services.

fuel-efficient tires globally, including the ECOPIA brand. In 2013,
we reduced the tire rolling resistance coefficient by 9.9%*4

As part of our initiatives to “value natural resources”, we haveannounced our commitment to work towards 100% sustainable

compared to 2005, while maintaining wet grip performance.

materials under the Long-term Environmental Vision with a focus

By continuing with this approach going forward, we will beon 2050 and beyond. Specific examples that embody ourable to steadily expand the scope of our products and services incommitment to effectively utilize resources include run-flatterms of contributing to the environment.

technology tires*2, which eliminate the need for spare tires, and*1 M ore information about Bridgestone’s Long-term Environmental Vision is available here:
http://www.bridgestone.com/responsibilities/environment/mission/vision.html*2	A tire that can function at certain speeds over a prescribed distance even when punctured.
*3	At the G8 Hokkaido Toyako Summit (held in July 2008), the G8 leaders agreed on a reduction ofat least 50% in greenhouse gas emissions worldwide by 2050. The same year, at the Major
Economies Meeting on Energy Security and Climate Change, the developed countries plus
certain emerging nations such as China and India adopted this target as a shared global objective.
*4	Based on the weighted average of passenger car, truck and bus tires sold during the year.

retread tires, which are manufactured by replacing the worn tire
tread surface. In 2013, Bridgestone began construction on a
Biorubber Process Research Center located in Arizona, UnitedStates, to research guayule rubber processing methods with thegoal of diversifying natural rubber supply sources. This projectreflects Bridgestone’s steady progress on activities aimed at the

Rolling resistance coefficient

practical application of sustainable materials.

(%)
Base year

Regarding our initiatives to “reduce CO2 emissions”, we have100

set the target under our Long-term Environmental Vision to95

contribute to the globally agreed target*3 (reducing CO2

90emissions more than 50%). In order to achieve this goal, we have85

announced a mid-term objective to reduce the tire rolling resis-

80

7.0%
reduction

9.9%
reduction

25%

reduction

75

tance coefficient by 25% compared to a 2005 baseline by 2020,

Target70

resulting in lower fuel use and CO2 emissions from driving.

65

Bridgestone estimates that the potential reduction in CO2 emissions

60
0

Bridgestone Group

5.8%
reduction

40

2005

2011

2012

2013

2020

(Year)CSR Report 2014

TO P I CS
Advancing to the second generation of“Air Free Concept Tires” using recyclable materials

Tire Technology of the Year awarded to “ologic”,
a new technology realizing higher degrees of fuelefficiency and grip performanceWith a unique structure of spokes stretching along the inner sides of thetires supporting the weight of the vehicle, resulting in no need to fill

Our new technology “ologic” realizes a higher degree of fuel efficiency

the tires with air, the “Air Free Concept Tire” is a technology that seeks

and grip performance; diminishes contact patch deformation as a result

to achieve a higher dimension of safety and environmental friendliness.

of a larger tire diameter, reduces rolling resistance, which is linked toThis second-generation product realizes enhanced functionality*

improved fuel efficiency; and lowers air drag while driving, due to its

through improved load-bearing and driving performance, as well as

narrow tread. In addition, ologic ensures high grip performance on

reduced rolling resistance, aimed at reducing CO2 emissions throughboth wet and dry road surfaces. This technology is also highly valued forthe use of new design methods and resin materials. This technology

its contribution to global demands for improved performance andalso contributes to the efficient use of resources by using recyclable

reduced CO2 emissions, resulting in its selection for the Tire Technology

materials. Moving forward, Bridgestone will continue promotingof the Year* award.
The Bridgestone Group supplies the “ECOPIA EP500 ologic” as thedevelopment aimed at future applications for this technology.

original equipped tire for the BMW i3, a revolutionary electric vehicle* First-generation Air Free Concept Tire test vehicle weight: 100kg; maximum speed: 6km/h
Second-generation Air Free Concept Tire test vehicle weight: 410kg; maximum speed: 60km/h

developed by the BMW Group.
* An award recognizing excellence in advanced technological development, selected by Tire
Technology International, an industry magazine published by England’s UKIP Media & Events,
as part of the Tire Technology International Awards for Innovation and Excellence 2014.

Focus Point

14

Contributing to environmental conservation throughout the supply chain(procurement, production, distribution, and sales)• Reduced CO2 emissions per unit of sales from the Company’s total operations andalso of products after sales by 27.4% compared to fiscal 2005*2

Objective• To make appropriate use of chemical substances and natural resources• Hikone Plant and the Saga Plant, both located in Japan, have started selling
solar-generated power• To pursue procurement, production, distribution, and sales activities that
contribute to improved resource productivity and expanded use of sustainable
materials*1 Bridgestone manages water intake per production volume and sales for each business unit.
A weighted average efficiency of the reduction rate is used as an index.
*2 A third-party reviews our CO2 reduction performance prior to disclosure.
http://www.bridgestone.com/responsibilities/environment/activities/pdf/2014_co2_
opinion_english.pdf
Basis for calculation
http://www.bridgestone.com/responsibilities/environment/activities/pdf/2014_co2_
actual_calculation_english.pdf• To reduce average per unit water intake* by 35% compared to fiscal 2005 levels
by 2020• To lower CO2 emissions per unit of sales from the Company’s total operations(procurement, production, distribution, and sales) and also from its products after
use by 35% compared to fiscal 2005 levels by 2020
* Bridgestone manages water intake per production volume and sales for each business unit.
A weighted average efficiency of the reduction rate is used as an index.

Plans• Conduct sustainable material*3 procurement trials

Achievements• Reduce average water intake rate by 35% compared to fiscal 2005 levels by 2020

• Broke ground on the Biorubber Process Research Center in Arizona, United States,for research into guayule processing as part of our initiatives to make sources ofnatural rubber more diversified and sustainable• To lower CO2 emissions per unit of sales from the Company’s total operations(procurement, production, distribution, and sales) and also from its products after
use by 35% compared to fiscal 2005 levels by 2020

• Maintained zero waste to landfill status of all plants in Japan• Pursue use of renewable energy• The Wilson Plant in the United States achieved zero waste to landfill, as certified
by a third party (Underwriters Laboratories)• Expand energy-saving diagnostics at production bases and improve production
equipment and methods to achieve greater energy and production efficiency• Inaugurated Bridgestone Tire Recycling Center Osaka, Japan for reuse andrecycling of all collected used tires*3 Bridgestone Group defines “sustainable materials” as materials which are derived fromresources with a continual supply, can be used as part of our businesses over the long-term,and have a low environmental and social impact across the whole life cycle from procurement to disposal.

• Reduced water intake by 10.7% per unit compared to fiscal 2005 levels*1

Pursuing business operations to help realize
a sustainable society

environmental education and research. Our business operations
will take into account the impact on the ecosystem as a whole.

The Bridgestone Group conducts initiatives based on the three

The Bridgestone Group is conducting activities targeting “inactivity areas identified in the Long-Term Environmental Vision* tobalance with nature” throughout all business areas.
Based on this approach, within the field of raw materials

help realize a sustainable society throughout the supply chain,procurement, we are working to improve productivity byincluding procurement, production, distribution, and sales.
“In balance with nature” is the long-term environmental

providing technology to small-scale rubber farmers, preventing

vision to contribute to biodiversity through habitat enhancement,

declines in the yield of natural rubber by developing disease

Bridgestone Group41

CSR Report 2014

diagnosis technologies for Para rubber trees. We have also

to review and report back on our CO2 emissions performance astargeted reductions of average water intake rates by 35%

part of our efforts to improve the reliability of disclosed data andcompared to fiscal 2005 levels by 2020, having cut intake rates

to ensure transparency in calculation processes.

in 2013 by 10.7% compared to fiscal 2005 levels.

Moving forward, we will continue to expand initiatives aimed

As the long-term environmental target for our “value naturalat achieving our long-term environmental vision and to makeresources” initiative, we have announced a commitment to work

contributions toward the realization of a sustainable society.

“towards 100% sustainable materials”, and we are currently
CO2 Emissions Per Unit of Sales from Lifecycle Stages Other
Than Use*making efforts toward realizing this goal. Furthermore, we haveachieved zero waste to landfill at all production sites in Japan,

t/100 million Yen

four tire plants in China and two tire plants in the United States.

600

Among our initiatives aimed at “reducing CO2 emissions”, wehave established a long-term environmental vision to contribute500

to the globally agreed target (more than 50% reduction of CO2

400

emissions). To achieve this, we have announced a mid-term

300

Base year

14.4%
reduction

17.9%
reduction

27.4%
reduction

35%

reduction

Targetobjective to reduce CO2 emissions per unit of sales from the

200

Company’s total operations and also its products after use by 35%

100

of 2005 levels by the year 2020, and we are developing energy
management systems at our plants to this end. In 2013, we

0

reduced CO2 emissions per unit of sales by 27.4% compared to2005

Raw materials

2011

2012

2013

Manufacturing

Distribution

After-use

2020(Year)* In addition to reduction efforts, this includes the effect on sales of exchange rate
fluctuations and other factors.

2005 levels. Since 2011 we have asked a third-party organization

TO P I CS
Breaking ground on the Biorubber Process ResearchCenter in Arizona, the United States, for research into
guayule processing in our efforts to diversify sources ofnatural rubber

2013 Best Low-Carbon Enterprise in China Award
Bridgestone (China) Investment Co., Ltd. (BSCN), received the 2013
Best Low-Carbon Enterprise in China Award* at the 2013 Low-Carbon
and Sustainable Development Forum in recognition of the ongoing

We are researching the extraction of natural rubber from guayule,environmental activities in China. BSCN is actively engaged in making

which grows in arid regions, for use in tires as part of our efforts toward

the low-carbon society a reality through CO2 emissions reduction at

100% sustainable materials.

four BSCN tire plants (in 2012 achieving a 16% reduction per unit of

In September 2013, Bridgestone America Tire Operations (BATO)

production compared to 2005 levels) and the sale in China of fuel-acquired a 114 hectare agricultural site in Eloy, Arizona, to serve as theefficient ECOPIA tires that improve mileage. Having also received thisbase of our agricultural research operations, and operations haveaward in 2011, this is the second time BSCN’s ongoing initiatives havebegun. Also, in May 2013 the Bridgestone Group broke ground on the

been recognized.

Biorubber Process Research Center in nearby Mesa, Arizona for research* The Low-Carbon and Sustainable Development Forum is held by The Economic Observer, amajor Chinese business journal, to select companies that have excelled at carbon reduction andenvironmental conservation

into processing guayule for use in tires. The Biorubber Process ResearchCenter is expected to be completed during 2014, with trial productionof natural rubber planned for 2015.

View of Biorubber Process Research Center (under construction)

Bridgestone Group

Memorial photo taken after the Award ceremony42

CSR Report 2014

Focus Point 1 15

Contributing to the environment through social activities• Tabulated and analyzed the self-evaluations of each Bridgestone Group company,and developed social contribution activity promotion points for the overall Group

Objective• To have Bridgestone Group companies facilitate initiatives that protect biodiversity,
move toward a recycling oriented society, prevent global warming, and educate
the next generation as appropriate in light of regional environmental issues

Plans• Promote further dialogue with local communities to uncover environmental
issues in each community, and promote social activities in line with the
Bridgestone Group’s Social Activities Policy

Achievements• Promoted social contribution activities in response to regional environmental
issues in four key areas for our “eco-Project”• Each Group company around the world reviewed their social contributions basedon the Social Activity Evaluation Sheet formulated in 2012

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 a sustainable society through theenvironment through a program of social contribution activities

conservation of natural resources, energy saving, 3R (reduce,

known as the “eco-Project.” This program emphasizes thereuse, and recycle) initiatives, etc

following four objectives based on the environmental issues being
faced by the regions in which Bridgestone does business.

(3) Preventing global warming(1) Protecting biodiversity

gases

Contribute to reducing CO2, one of the identified greenhouse
Contribute to preserving the original ecosystem of an area and tonurturing its recovery(4) Educating the next generation
Contribute to initiatives to raise the environmental awareness ofmany people, such as the children who will lead the next generation

TO P I CS
Support for environmental leaders (Thailand)
Thai Bridgestone Co., Ltd. (TBSC) has been operating the Bridgestone Leadership Program annually since 2011. Approximately 60 leading students
from 12 universities across the country participate in this program.
This program is aimed at giving students the skills necessary to maximize their potential through strategic planning and consideration of a learning
process and system geared toward the realization of a sustainable society. Through this program, the students develop personal skills and work as ateam.
Along with this program, TBSC promotes the “Young Generation for Greening Thailand Project”, aprogram in which students offer proposals for resolving social or environmental issues and receive
support for social contribution. TBSC seeks to contribute to society by cultivating future leaders who willlead society to sustainability.

Students in the Bridgestone Leadership Program

Bridgestone Group43

CSR Report 2014

CSR from a Social Standpoint
Objective Goal embodying the desired stanceAchievements Major achievements for 2013 Plans Major plans from 2014 onwards* Initiatives that have made particular progress are highlighted in a different color in the Achievements section.
Safe workplace support activities

1
Focus Point
16

Continued enhancement of job satisfaction and pride• Moved forward with development of position-specific education and training
programs at Group companies in global

Objective• To put in place a human resources system that fairly evaluates and compensates
employees, thereby encouraging them to excel at their jobs

Plans

• To design a training system that encourages development and growth ofmotivated employees• Commence the training for human resources coordinators at more Group
companies by broadening the subject regions to promote system improvements
at each company based on the shared guidelines for Bridgestone Group humanresources,compensation systems, and education and training

Achievements• Commenced training for human resources coordinators at each Group company
to promote system improvements at each company based on the shared
guidelines for Bridgestone Group human resources, compensation systems, andeducation and training• Proceed with continuous training of human resources to support future global
management, and begin Global Development Network (GDN) Program forpersonnel early in their career to build a global network

Approach to continued enhancement of job satisfaction
and pride, and related initiatives

company. We will follow this plan to steadily improve the humanresources and compensation systems, as well as education andtraining, making them consistent throughout the Group.

The Bridgestone Group has adopted the following approach tocontinued enhancement of job satisfaction and pride.
Employees will strive to create a motivating workplace and togrow through their work as they share the following global andGroup values:

Group-wide training of manufacturing professionals
Since opening in 2007 with a mission of training Bridgestonestyle manufacturing professionals, the Global Manufacturing
Education Center (G-MEC) has developed human resource• Communications: Encourage mutual communications that build
shared understanding and trust.

training activities worldwide in three key areas: creating standard
human resource development programs, training program• Teamwork: Respect diversity and encourage action that is swift andtakes into consideration what is best as a member of the Company
and the team.

planners, and applying these programs to the existing corporate
system. In 2013, G-MEC’s training programs expanded to 100• Compliance: Encourage sincere actions consistant with laws,
reguration, and policies.

courses for more than 5,600 trainees, approximately three times
the number at the course’s inception. Going forward, G-MEC• Customer Orientation: Consider the internal and external customer
perspective, and encourage actions that put customer satisfaction first.

plans to enhance its programs further.

• Essential improvement: Emphasize the process, and encourage others
to face challenges without fear for constant improvement and reform
will lead us to the ideal state.

Now that Group companies outside Japan account for 70% of
the Group’s production, the challenge is putting a framework inplace that will enable Group companies outside of Japan to• Personnel Training: Provide a training system that supports proactive
learning and encourages employees to develop their own abilities.

innovate by pursuing manufacturing activities at a high level.

• Fair evaluation and compensation: Build a human resources systemthat encourages employees to excel by fairly evaluating theirachievements and compensating them accordingly.

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

Taking the above approach into consideration, in 2013 we

Bridgestone-style manufacturing professionals worldwide, while

conducted voluntary checks to determine whether the necessary“Master Training” is conducted at each site to train instructors.

NA-MEC (North America), and LA-MEC (South America) were
established as organizations to promote the training ofsystems for human resources, compensation systems, and educaNumber of Masters (as of December 2013)tion and training were in place. We then moved forward inestablishing plans for system improvements at each company,

Region

Japan

China

Asia /
Oceania

TurkeyTotal

based on the results of the voluntary checks. In addition, weManufacturing Management

10

8

8

1

27

conducted training for each company’s human resources coordi-

Standard Skill Instructor

12

10

8

2

32

nators to encourage system improvements at each Group

Maintenance Management

3

0

4

2

9

Total

25

18

20

5

68

Bridgestone GroupBy Category

44

CSR Report 2014

1
Focus Point
17 Enhancing workplace safety and health, and employee health management	‌• ‌Worked to penetrate the Bridgestone Safety Fundamental Activities at all
Bridgestone Group production sites

Objective• ‌To develop structures that will prevent serious injuries by maintaining a high levelof safety awareness, developing safe equipment and systems, building amanagement system that creates safe workplaces, and enhancing mental andphysical health management

Plans• ‌Expanding the Bridgestone Safety Fundamental Activities at all Bridgestone Group
production sites to penetrate its concept

Achievements• ‌Developed the refined version of the Bridgestone Safety Mission Statement
throughout the Bridgestone Group

Approach to occupational safety and healthdeviation, and without exception based on the Bridgestone

The Bridgestone Group refined the Bridgestone Safety Mission

Safety Fundamental Activities decrease the number of accidents

Statement in 2012, changing the wording of “Safety first,

even closer to zero.

always” and “At Bridgestone, we make safety a business value.

*1	Frequency rate indicates the frequency of accidents with casualties.
Frequency rate = (number of casualties/total actual working hours) x 1,000,000*2 Severity rate indicates the severity of accidents.
Severity rate = (total number of working days lost/total number of working hours) x 1,000

Creating a safe working place is everyone’s responsibility”.
As the Group-wide guidelines for Safety, Health and Disaster
Prevention activities were refined, we established Bridgestone

Frequency rate*1

Safety Fundamental Activities;

1.50
Rubber product manufacturing(1) 3S: Select and Remove, Sort, Keep Clean(2) KY: Finding hazards

1.06
1.00

beforehand

0.98(3) RA: Risk Assessment

0.98

0.99

1.01

0.93

0.90

0.93

0.99

1.12
0.84

0.98
0.93

1.05

1.00

0.94

0.92
0.81

0.79

0.81

0.50

Those activities are to be

0.47

conducted by all employees

0.29

0.48

0.34

0.44
0.33

0.29

0.34

0.31

0.31

0.18

in all work places, and we

0.18

0.00
2002

have been challenging

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013 (Year)

Severity rate*2

employees:

060- to make them understandRubber product manufacturing

Manufacturing

Bridgestone

0.47

objectives of the activities

0.42

and what they are expected

0.40

to do well, andconduct those activities.

1.09

Bridgestone

0.70(4) Safety Rules- to make them proactively

1.02

Manufacturing

1.18

0.30
0.24

Refined version of the Bridgestone Safety
Mission Statement

0.50

0.24

0.22

0.17

0.15
0.11

0.11

0.12
0.01

Injuries

0.28
0.25

0.26

0.00
2002

2003

0.09

0.04
0.02
2004

2005

0.11 0.10
0.11

0.10

0.09

0.01
2006

2007

0.01

2008

0.08

0.09 0.08

0.07

0.03
0.02

2009

2010

0.16
0.10

0.10
0.03

2011

2012

0.06
2013 (Year)

The Bridgestone Group has established Global Criteria for
Occupational Injury to assess injuries occurring at Group produc-

Bridgestone Group mid-term safety objectives and policies

tion, distribution, and sales facilities as well as warehouses. In
addition to compiling injury statistics on a quarterly basis, we put

The Bridgestone Group developed a mid-term safety and healththe results to use in preventing similar injuries.

plan that aimed for ideals to ensure safety and health andpromotes specific policies in the areas of consciousness,

During 2013, the number of work-related injuries was below
the average Japanese manufacturing industry level in terms ofengineering, and systems (management) to achieve those ideals.

frequency*1 and below the average industry level in terms of

In 2012, we formulated the Bridgestone Safety Fundamental

severity*2. A total of 21 serious injuries (up by 12 year over year,

Activities, which brings together our activities to date, andincluding fractures due to falls) occurred at the Bridgestone

promotes Group-wide discussion and activities concerning theGroup’s 190 production and logistics sites in 2013.

specific content of the mid-term safety and health plan.
Moreover, to facilitate faster adoption of strategies throughout

Although the number of serious injuries has continued to
decline overall since we began collecting statistics in 2006,

the Group, we formulated and executed specific Group-wide

we will promote safety activity without compromise, without

strategies based on the Group Global Quality Management Activities.

Bridgestone Group45

CSR Report 2014

Activities based on the Bridgestone Safety Fundamental
Activities

workplaces. Bridgestone’s management team visits worksites,

The Bridgestone Group has been promoting the activities set forth into discuss the importance of prioritizing safety over all otherthe Bridgestone Safety Fundamental Activities as standard safety

considerations.

including those operated by Group companies outside of Japan,

activities for all of our workplaces. Under this approach, the basic

Moving forward, we will continue these initiatives in conjunc-

safety activities are 3S: Select & Remove, Sort, Keep Clean, KY:

tion with direct appeals from the management team to employees

Finding hazards beforehand, RA (Risk Assessment), and Safety Rules,

to actively promote the Bridgestone Safety Fundamental Activities

and all Bridgestone Group employees and workplaces are making

and foster safety consciousness in the workplace.

constant efforts to implement these activities in a consistent manner.
In order to standardize the content of the activities in all of ourEngineering initiatives

workplaces, we have issued Activity Guidelines setting forth thespecific items to be implemented and to have promoted activities

Work procedures and equipment that could lead to serious injury

in accordance with these guidelines. In addition, we have assignedin the event of an accident require reliable technical measures for

instructors who are familiar with the Bridgestone Safety Fundamental

the prevention of such injuries. Therefore, the Bridgestone Group

Activities to each workplace to establish a structure facilitating theis working to lower risk by pursuing safety from the equipment

development and implementation of standard activities.

design stage and maintaining safety during equipment use. ThisIn addition to offering safety education in workplaces that isincludes store and warehouse equipment as well as production

position-specific, includes managers and supervisors, and enables

equipment. These efforts include conducting risk assessments toevery employee to put protecting themselves and theiridentify work procedures and parts of equipment that are inher-

colleagues into practice, Bridgestone encourages proactive

ently dangerous.
During 2013, we continued to assign and train safetymeasures in which all staff members participate. Moving forward,
the Bridgestone Group will continue its efforts to spread andengineers (SEs) as experts in equipment safety and conducted risk

establish these activities in the Group.

assessments. Based on the results, we are working to identify
hazardous equipment and implement safety measures, giving
priority to equipment with major injury risks. This effort includes
both store and warehouse equipment. In addition to thesemeasures, since 2013 we have been reappraising the hazard
level of procedures and implementing the necessary safetymeasures through risk assessment (RA) activities on the
Bridgestone Safety Fundamental Activities and constantly

Employees engaged in Instructor Training

promoting the creation of safe workplaces.

Safety consciousness

Standard chart for evaluating the risk of equipment use
Standard chart for evaluating the risk of equipment use

Unit = Points (Evaluation points)

To create safe workplaces, it is essential to foster safety

Possibility of damage = Probability of injury occurring

consciousness as a means of ensuring every employee adheres*

Extent of injury

to applicable standards.
The Bridgestone Group has been conducting Safety
Consciousness Surveys since2009. These surveys identify
safety issues at each workplacethrough a questionnaire that

Hardly any

Possibility exists High possibility Definitely occur

A

B

C

D

j

1

2

4

7

k

3

6

9

11

l

5

10

13

14

m

8

12

15

16

*Possibility = A<D, j<m
A = Surrounded by safety cover and difficult to enter
dangerous zone
B = Safety cover exists, but so do inadequacies such as
low rail; may come in contact with dangerous area if
ones pushes it
C = No safety cover, but has emergency stop equipment
D = No safety cover plus inadequacies in such areas aswarning and display
j = Minimal injury
k = Light injury
l = Serious injury (including inability to work)m = Critical injury (including death)consists of about 85 questions
related to the occurrence ofaccidents, and those results areused to make Group-wide
improvements. In 2013, thesurvey was conducted at 127
Group company workplaces
worldwide.
In addition, we have implemented management activities
to assist in creating safe
Bridgestone Group

Safe workplace support activities

46

CSR Report 2014

System- (management-) related initiatives

Disaster prevention management activities

The majority of the Bridgestone Group’s production worksites use

We have created a Disaster Prevention Global Guideline based ona checklist to assess the status of safety and health activities

past fire accident examples, and by conducting incipient fireincluding legal compliance, while working to strengthen areas

fighting drills (including unstaffed and night-time workplaces) andneeding improvement.

preventative inspections (including electrical wiring) we will

Information on industrial accidents and fires that havestrengthen fire prevention activities and strive to create safe andoccurred within the Group is shared along with information on

stress-free workplaces.

the same kind of accidents at other companies in our industry

Additionally, we share information on fires that occur withinand companies at large. Where necessary, we take measures to

the Group and the measures taken to prevent similar accidents.

prevent similar accidents from occurring.

We have designated September 8 as Bridgestone GroupWe are currently encouraging the introduction and expansion

Disaster Prevention Day, and all of our workplaces hold disasterof safety and health management systems in the Bridgestone

prevention drills on that day each year.

Group. By doing this, we will ensure that the Bridgestone Safety
Fundamental Activities work more reliably as we promote
ongoing improvement to enhance Group-wide safety.

1
Focus Point
18
	‌Respectfor diversity

Objective

Plans• ‌To provide a work environment in which members of a diverse employee base
can tap their full potential• ‌Continue establishing diversity key performance indicators (KPIs) across the entire
Bridgestone Group

Achievements• ‌Continue supporting the activities of female employees in career positions andintroduce new training for female employees seeking managerial positions• ‌Established and promoted diversity key performance indicators (KPIs) across theentire Bridgestone Group• ‌Increase the number of days employees can use the telecommuting system andpromote various measures aimed at creating an inclusive working environment
for Bridgestone’s diverse workforce• ‌Established targets for ratio of female managers at Bridgestone; enhanced
support for the activities of female employees in career positions• ‌Implemented various measures aimed at creating an inclusive environment for all
Bridgestone employees, including an increased number of employees using
on-site nursery school

Approach to respecting diversity and related initiatives

Based on the Bridgestone Group’s respect for diversity, we will

In 2008, the Bridgestone Group established a unit responsible forestablish key performance indicators (KPIs) at each Bridgestoneoverseeing the promotion of diversity in Japan and has beenGroup company for the promotion of diversity specific to that

applying this approach to respect for diversity throughout theparticular country or region. Until now, the type of activities

Bridgestone Group since 2009.

conducted has been determined by each Group company individually. To make the establishment of KPIs easier, in 2013 we‌The Bridgestone Group’s stance of “Respect fordiversity”

adopted a method whereby Group companies select one of fiveactivity categories (gender equality, female management roles,

The Bridgestone Group provides a working environment in which

disabled persons, etc) in consideration of the national or regional

individuals who have diverse values and personalities can work

characteristics particular to their location.

comfortably and demonstrate their abilities. To make this possible:

In addition, Bridgestone invites experts from outside the•	We recognize and respect diversity of culture and customs in each

Company to conduct diversity seminars each year. In 2013,

country of the world.
•	We sympathize with ideas from diverse viewpoints of diverse

seminars were held fivepersons and create new value.

times. Approximately 900•	We establish a system in which employees can perform their duties

employees attended thesewith peace of mind and demonstrate their abilities to the fullest

seminars to deepen theiracross the various stages of their lives.

understanding of diversity.

	‌And finally, we focus all of these efforts on “improving employees’satisfaction,” “activating and improving the Company,” and“increasing stakeholders’ profits.”

Carrier design training for career-trackfemale employees

Bridgestone Group47

CSR Report 2014

Cultivating female employees for management positions(Japan)female manager candidates from a medium-term perspective.
As one Bridgestone KPI, we promote initiatives aimed at

In 2014, Bridgestone introduced the Women’s Development

increasing the number of female managers 3.6 times by 2018,

Class (WDC) to promote female employee active participationcompared to 2013 levels, to a total of 47 female managers.

and appointment to management positions. WDC cultivates	‌Respect
for fundamental human rights, including the rights of children and others
1
Focus Point
19
to be free from forced labor
Objective

Plans• ‌To pursue corporate activities based on “Our Group’s Stance of Human Rights”• ‌Continuous verification of compliance with Our Group’s Stance of Human Rights

Achievements• ‌Examine examples of human rights violations in the main countries where theBridgestone Group develops business activities, identify human rights risks subject
to Bridgestone Group risk management• ‌Having successfully raised awareness of Our Group’s Stance of Human Rights at
Group companies worldwide, we followed up on the status of compliance withthis stance and confirmed the understanding of it throughout the Group• ‌Provide all offices, plants, and Group companies with examples of human rights
risks identified above; conduct ongoing human rights risk assessments within theGroup; and promote human rights due diligence* initiatives* Means of identifying risks related to human rights and handling them in an appropriate manner

Our Group’s Stance of Human Rights

Spreading awareness of Our Group’s Stance of Human
Rights worldwide and initiatives on human rights due
diligence

In addition to respecting human rights in accordance with “OurGroup’s Stance of Human Rights”, we appointed a Chief Human
Rights Officer and are taking steps to ensure the Group’s

In 2011, we translated Our Group’s Stance of Human Rights into

approach to this issue is well understood throughout the

15 languages and distributed it to all offices, plants, and Group

organization.

companies. We then provided education and training with theaim of spreading awareness of this stance among all employees‌Our Group’s Stance of Human Rights

worldwide, which concluded in 2012.

1. Prohibition of discrimination

In 2013, we followed up on the status of compliance with	In all corporate activities, Bridgestone prohibits any act that

this stance and confirmed the understanding of it throughout

impairs individual dignity or discrimination based on race,

the Group.

ethnicity, nationality, gender, age, language, religion, creed,

From 2014 onward, we will hold training on Our Group’ssocial status, and disability or any other protected characteristics.
2. No harassment

Stance of Human Rights for newly hired Bridgestone Group	No personnel shall speak or act in ways that degrade individualcompany employees to ensure our approach is well understooddignity based on protected characteristics such as gender,

by employees. We also will continue to verify compliance withauthority, or any other type of harassment.

this stance in an attempt to deepen employee understanding

3. No child labor/forced laborand awareness.

Bridgestone prohibits child labor/forced labor in any country.

In addition, we will examine examples of human rights violations in the main countries where the Bridgestone Group
conducts business activities and identify human rights risks
subject to Bridgestone Group risk management.
Bridgestone will provide all offices, plants, and Group companies with examples of the human rights risks identified above,
conduct ongoing human rights risk assessments within the Group,and promote human rights due diligence initiatives.

Bridgestone Group48

CSR Report 2014

1
Focus Point
20

Developing social activities to build a sound and sustainable society• Results of the self-evaluations of each Group company were collected,
analyzed, and shared them with the entire Bridgestone Group to promote social
contribution activities

Objective• To ensure all Bridgestone Group companies pursue social contribution activities
to clarify and work toward the solution of local issues and needs throughdialogue with the local community

Plans

Achievements• Identify issues in each community by further promoting dialogue with local
communities and developing social contribution activities in line with the
Bridgestone Group’s Social Activity Policy• Each Group company reﬂected on their social contribution activities using theSocial Activity Self Evaluation Sheet formulated in 2012

Social contribution activities that address issues andneeds of local communities

Structures for pursuing social contribution activities
The Bridgestone Group is engaged in a variety of activities worldwide, including efforts to raise safety awareness, conserve the

The Bridgestone Group companies engage in social contribution

environment and undertake community service initiatives that

activities based on the Social Activity Policy, which mandates

meet the needs of local communities.

activities that help resolve problems in response to the speciﬁc
needs of local communities.

Bridgestone established the Social Activities Committee,

In Japan, in addition to cooperation with citizen-led volunteer

consisting of corporate ofﬁcers responsible for relevant sectionsof the company, to function as an advisor to the Integrated CSR

activities to rebuild communities in disaster-stricken areas

Enhancement Committee. It serves to deliberate and enact

affected by the Great East Japan Earthquake, we have been

resolutions regarding the overall direction of the Group’s social

providing a range of aid activities that address the speciﬁc

contribution activities and associated action items.

anxieties and problems of those affected, including activities tohelp people who have left Fukushima Prefecture to live in Tokyo

To promote social contribution activities throughout theand children who lost their guardians in the disaster.

entire Group, we established a section dedicated to supporting

Going forward, we will work to strengthen communication

initiatives at Group companies. Additionally, we encourage social
contribution activities through Social Contribution Awards

between the Bridgestone Group and local communities in order topresented to Group companies and employees in Japan, as well

respond more precisely to their issues and concerns. We will listen

as Bridgestone Group Awards for Contributions to Society

sincerely to frank opinions through dialogue and meetings withbestowed upon Group companies in global as an attempt tolocal people as we pursue these initiatives. We also will proactively

increase participation in and awareness of employee social

endeavor to disseminate information to all of our stakeholders,

contribution activities.

including use of our website, to ensure extensive knowledge about
Bridgestone’s stance on social contribution activities.

TO P I CS“e-Learning Center” established (India)
In 2012, Bridgestone India Private Limited (BSID) built an “e-Learning Center” located near theplant at a public high school in Kheda Village to support education on information technology(IT) classes in suburban schools. This center has four computers and electrical equipment
facilities for students to improve their IT skills, providing them with an opportunity to beginbuilding careers in computer-related sectors.
BSID employees regularly visit the center to maintain and inspect the equipment and offer
ongoing support. The equipment provided by BSID beneﬁts not only the students, but also the
instructors, gathering extremely useful information for effective instruction, and is highly
valued by the school.
Students studying at the e-Learning Center

Bridgestone Group49

CSR Report 2014

1
Focus Point���
21

Encouraging employees to do volunteer work in their communities• Results of the self-evaluations of each Group company were collected, analyzed,
and shared with the entire Bridgestone Group to promote social contribution
activities

Objective• Support employee participation in volunteer activities by providing information,
time, funding, and opportunities

Plans

Achievements• Develop frameworks for social activities that enable more employees toparticipate (types of activity, labor system, means for providing information, etc.)• Each Group company reflected on their social contribution activities using theSocial Activity Self-Evaluation Sheet formulated in 2012

Supporting employee social activities

through an internal process and Bridgestone matches a

Bridgestone supports employee volunteer activities by providing

contribution from the Chobora Fund with its own contribution

time and funding. Two examples include our volunteer leaveof equal value.
A total of 5,821 employees (as of December 31, 2013) haveprogram and the employee-driven “Chobora Fund”, a giftmatching program. We also recognize both organizational andparticipated in this program, providing support for a total of 50

employee social activities with the Social Contribution Awards

activities in 2013, including environmental conservation andand the Bridgestone Group Awards for Contribution to Society as

assistance for children around the world.

a means of recognizing proactive employee participation in social
contribution activities.

Volunteer leave program (Japan)

Going forward, the Bridgestone Group will continue tosupport employee participation in social contribution activities.

Bridgestone established a volunteer leave program as one way tosupport social activities by its employees. The program encourages participation in volunteer activities, allowing employees

The Chobora Fund (Japan)

nationwide to take advantage of a leave of absence each year.
In 2013, 37 employees took advantage of the program to

The Chobora Fund is a voluntary employee contribution programthat offers financial support to social activity groups in which

participate in activities with volunteer organizations they belong

employees, their families, and retirees participate. The Chobora

to, such as groups that read to nursing home residents.

Fund enables Bridgestone employees who cannot directly participate in social activities to make a contribution to society by
donating to the fund. Groups are selected to receive funding

TO P I CS
Volunteer club activities (Costa Rica)
For the past five years, Bridgestone de Costa Rica, S.A. (BSCS) has been developing volunteer
programs to support community activities. These activities cover a wide range of areas,
including environmental conservation and social projects. In 2013, 272 employees participated in more than 25 different activities totaling 5,186 hours of community service.

BSCS employees participating in the creation of acommunity park

Bridgestone Group50CSR Report 2014

1
Focus Point
22

Helping realize a safe society• Results of the self-evaluations of each Group company were collected,
analyzed,and shared with the entire Bridgestone Group to promote social
contribution activities

Objective• To ensure Bridgestone Group companies pursue activities that communicate theappropriate use of our products (tires, bicycles) and contribute to road safety inlocal communities

Plans

Achievements• Identify additional road safety issues in each region through dialogue with local
communities and the promotion of social contribution activities in accordancewith the Bridgestone Group’s Social Activity Policy• Each Group company reflected on their social contribution activities using theSocial Activity Self-Evaluation Sheet formulated in 2012

Bridgestone’s social activity policy on road safety

The Bridgestone Group aims to promote an understanding ofIn addition to developing tire safety technologies that contribute

Bridgestone products (tires, bicycles) among all stakeholders soto the development of a safer society, the Bridgestone Group

that these products are used safely, and to contribute to improve

pursues activities globally that promote the importance of regularroad safety in local communities. The Group does this throughtire inspections among other social contribution activities aimed

passionate communication of its stance on safety and the dissem-

at realizing enhanced road safety.

ination of information in various forms, including experiencebased workshops.

TO P I CS
Tire safety and eco-station campaign (Middle East)
Bridgestone Middle East and Africa FZE (BSMEA) has conducted a tire safety and eco-station
campaign since 2011 to raise awareness regarding tire safety in the Middle East and African
regions.
These events target families and are held at shopping malls in the United Arab Emirates,
Oman, Qatar, Saudi Arabia, Kuwait, Bahrain, Egypt, Morocco, and Mauritius. Attendees areprovided with tips on tire safety and guidance on how to select tires appropriate for theirvehicle. These events also include environmentally-themed art and face painting, providing
fun for adults and children alike.
Going forward, we will continue efforts to heighten awareness regarding road safety in the
Middle East and African regions. In 2014, we plan to expand this campaign to include Lebanon.

Bridgestone Group51

Oman campaign

CSR Report 2014

Outline of the Bridgestone Group
Financial summary

Corporate Profile
Company name

Bridgestone Corporation● Net sales

Head Office –1 Kyobashi 3-chome, Chuo-ku, Tokyo, 104–8340,
1
Japan(Hundred millions of yen)

CEO and Representative
Board Member,
Concurrently Chairmanof the Board

Masaaki Tsuya

Paid-in capital

JPY 126.3 billion (As of December 31, 2013)

Sales(consolidated) JPY 3,568.0 billion (FY 2013)(non-consolidated) JPY 1006.6 billion (FY 2013)

Employees(consolidated) 145,029 (As of December 31, 2013)(non-consolidated) 14,919 (As of December 31, 2013)

Consolidated

Non-consolidated

40,00030,00035,68030,39730,243

28,61620,0008,956

10,000

Summary of Bridgestone’s 170 plants in 25 nations
manufacturing plants(Bridgestone Group total as of April 1, 2014)

0

2010

9,712

2011

10,066

9,393

2012

2013 (year)

Consolidated

Non-consolidated● Net income

Major Products and Operations(Hundred millions of yen)

2,500

Tires

2,020

2,000

Tires and Tubes for Passenger cars, Trucks and buses, Construction andmining vehicles, Industrial machinery, Agricultural machinery, Aircraft,
Motorcycles and scooters and Others
Automotive parts, Retreading materials and services, Automotive
maintenance and Repair services, Raw materials for tires and Others

1,716

1,500
1,000

503

500
0

1,029

989

2010

919

901

338
2011

2012

2013 (year)● Consolidated sales bygeographical segment(FY 2013)● Consolidated sales bybusiness segment(FY 2013)

Diversified products
Diversiﬁed
products
15%<Chemical and industrial products>
Anti-vibration and noise-insulating materials, polyurethane foam
products, electro-materials, industrial rubber products, building
materials, belts, hoses, and other products

Europe
12%

Tires
85%

<BSAM Diversified products>
A business under Bridgestone Americas, Inc. supplying commercial
roofing materials and others<Sporting goods>
Golf balls, golf clubs, golf wear, tennis goods,
and other products

Japan
19%

Americas46%● Global tire market share(based on consolidated sales figures for 2012)<Bicycles>
Bicycles, bicycle goods and related products
Toyo 1.5%<Others>
Finance and Others

Michelin
14.0%

Cooper 2.2%
Hangzhou 2.4%
Zhongce
Cheng Shin 2.5%

Goodyear
10.1%

Hankook 3.3%
Pirelli 4.1%

52

Others29.8%

Bridgestone
15.3%

Kumho 1.9%

Yokohama 3.0%

Bridgestone Group

Others23%

Continental
5.8%
Sumitomo 4.1%

CSR Report 2014

Opinions from Stakeholders and Our Responses
Bridgestone has received extensive feedback from independent observers, questionnaires, and our website concerning its
CSR Report 2013. This section includes a sampling of the questions we have received, along with the Group’s responses.
OpinionOutline of the Group’s Response
We send out the “instruction” to the Bridgestone Group companies,
which embodies specific objectives, policies, direction, and means toapproach, in pursuing the “22 CSR Focus Points”.

CSR Management

Undertaken to integrate CSR in Bridgestone’s businesses,
the systematic approach to CSR is based on the selected,
well-balanced “22 CSR Focus Points” from four areas:
fundamental CSR activities, CSR though business as wellas through environmental activities and CSR from thesocial standpoint. Every year, more achievements arebeing steadily added.

Communication

I would like to give Bridgestone credits for their various
efforts, such as the reconstruction assistance after theGreat East Japan Earthquake and the dialogue withexperts about the promotion of diversity. Perhaps thepromotion of dialogue with overseas stakeholders andparticularly with globally active NGOs should be required
to be regarded as a truly global entity.

We will continue to hold “town hall meetings” involving our Group
CEO, Group COO, and employees globally. Certain Group companies
outside of Japan will also hold dialogues with local communities.
Bridgestone will also continue the “Waseda-Bridgestone Initiativefor Development of Global Environment” (W-BRIDGE), a businessacademia collaboration project with Waseda University, and isholding discussions with NGOs in Japan.

P.30“Technology innovation” and “business model innovation” also incorporate the objectives of establishing acompetitive edge at the same time as solving social andenvironmental issues. I would expect the pursuit ofcompetitiveness and the simultaneous creation of social
values to be continued.

The Bridgestone Group leverages the strengths of its entire supply
chain from upstream (vertical expansion) and research and development (R&D) bases in global (horizontal expansion) in driving ourtechnological development. We will continue to advance our R&D tosolidify the “technology innovation”, of which advanced technology,
raw material, and/or products and services are the keystone, in
addition to furthering “business model innovation”, which provides
solution to customer problems by stepping out from the current
business framework and stepping into customer perspective.

P.13~
P.18

From the environmental standpoint, I am hoping for areport on the overall state of progress of efforts toward
being ‘in harmony with nature.’

Information on our tasks related to the environment, including
biodiversity, is reported in the Bridgestone Group Environmental
Report. At the raw material procurement stage, the BridgestoneGroup improves productivity by the provision of technologies tosmall natural rubber plantations and is moving forward withinitiatives, such as stemming the decline in natural rubber productivity by the development of disease diagnostic technologies for thePara rubber tree. In aiming to reduce the impact on ecosystems
caused by water intake rate, we have set a new Group-wide target,
to be reached by 2020, of a 35% reduction compared with theGroup’s average water intake rate in 2005, and achieved a reduction of 10.7% in 2013.

P.39~
P.43

Proper operation of the system is vital to ensure thepromotion of women who are top performers.
Companies may have to set time-limit targets for theappointment of women and should give women
preference in cases of equal ability with men. (At thetime of a dialogue conducted in April 2013)

As our key performance indicator (KPI), Bridgestone has set a goal of
47 women in management positions in 2018, 3.6 times the number
in fiscal 2014, and is promoting efforts to that end. In recognition of
Bridgestone as a company that actively promotes the employmentof female human resources, including facilitating an environment
in which women can continue to work, we were selected as a“Nadeshiko Brand” in fiscal 2014.

P.47~
P.48

In fields related to society, the Bridgestone Group has
formulated and promulgates the Group-wide stance onhuman rights and personnel policies. There is a need todeepen and further accelerate these initiatives.

We have formulated a human rights due diligence implementation
plan to be conducted in the med-term and are having experts
conduct reviews of the established plan’s content.

In connection with business, there has been visible
progress in CSR procurement procedures. These initiatives
include the global rollout of the CSR Self-Assessment Sheet.
We need to deepen and accelerate efforts in this area.

In 2013, Bridgestone distributed the CSR Self-Assessment Sheet – covering
all aspects of human rights, labor practices, the environment, healthand safety, disaster prevention, fair business practices and ethics,
information security and social contributions – not only in Japan but
also to targeted business partners located at bases in Europe,
Southeast Asia, and China. In order to support our business partners’
voluntary improvement activities, Bridgestone visited the production
sites of our business partners to provide proposals on improvements
based on the business partner’s completed sheet, and to offer advice
as part of our on-site environmental assistance.

P.35~
P.37

All employees share the desire to contribute to environmental improvement and to extend a hand to thesocially vulnerable and people in trouble. The integrationof those points into business is the key in social contribution activity.

Based on the Social Contribution Activity Evaluation Sheet created in2012, each Group company takes a retrospective look at their own
social activities. They promote further dialogue with local society,unearth problems concerning the environment in each region, anddevelop activities in accordance with the Bridgestone Group’s Social
Activity Policy.

P.49~
P.51

There is a need for the reasons for undertaking thisspecific action to be clearer and for Bridgestone’s
strengths to be recognized by local governments andNPOs. There is also a need for companies to conduct
data-based analysis of support issues in areas to set goals
for the companies’ involvement in resolving those issues.

The situation in the disaster-affected areas is moving from a period of
emergency assistance to period of putting people’s lives back inorder and period of reconstruction. On that basis, Bridgestone iscooperating in efforts that are focused on supporting community
service activities and town planning activities.

Innovation

Biodiversity

Diversity

Human Rights

Procurement

Contribution to Society

Support for Reconstruction
after Great East Japan
Earthquake

Bridgestone Group

53

Related Pages

P.7~P.8
P.11

P.48

P.20

CSR Report 2014

Independent Evaluation Statement
The Bridgestone CSR Report 2014 projects the self-awareness and pridechance in meeting with other employees from different regions.

of a company that occupies global top positions and conveys to the

Therefore, I would like the employee dialogues to continue by all means.

reader the company’s stance of sincerely addressing a variety of issues.

With regard to the Company’s relationships (engagement) with its stake-

Having top management declare their goal of becoming “a truly global

holders, this report gives no clear descriptions of who the importantcompany,” I feel the momentum that will fulfill the Company’s corporate

stakeholders are for Bridgestone. Bridgestone needs to identify its impor-social responsibility (CSR) through the core businesses that unite thetant stakeholders and also to identify the important issues (materiality) for

Bridgestone Group.

both the Company and its stakeholders. This technique will help in

Special Feature 1 introduces such topics as new technologicaldetermining Bridgestone’s management strategies with regard to mattersdevelopments, which balance high safety and low environmental impact

of concern to the world and the direction of resource allocation. Recently,

through “technology innovation,” initiatives to expand raw materials into

there has been a change to a tendency to engage in CSR in terms of

new renewable resources, and initiatives that can make the conversion

materiality rather than comprehensively engaging in CSR.

from resource depletion to renewable resources. Special Feature 2 covers
heightened customer safety by “business model innovation,” and efforts

3. Initiatives to address common global issues

to provide product services and packages that realize low costs and save

As a global tire company that leads the way toward a mobility society, I

resources. The issues discussed in these two special features are fulfilling

would expect Bridgestone to address the common global issues. The two

Bridgestone’s mission of “Serving Society with Superior Quality,” an effort

special features showed the practices that will make a difference toto change society for the better through its core businesses. As a global

society through Bridgestone’s core businesses, however, what is important

frontrunner, I expect Bridgestone to examine the following three points to

is to go one step further ahead and recognize the pressing issues in theremain in the lead and to make the leap to becoming a company thatworld of today and put efforts into solving such issues through the core

receives further respects from the world.

businesses. For example, I would like the global issues appertaining tomobility to be addressed. The “Post-2015 Development Targets” have

1. Measurement of effects

been set for 2015, and a trend that is assuming unprecedented impor-

Bridgestone’s “22 CSR Focus Points” identifies points of focus which relatetance is for companies to address the social issues that the world is facing.

to their business, society and/or the environment and defines the targets

Irrespective of the type of industry, there are many leading companies infor those points. And it functions systematically by rating the achieve-world markets that clearly define which of those common issues they canments of those addressed points, and what should be planned for thesolve themselves, and the policies to be taken to address those issues atfuture. This provides a good indication that the Bridgestone Group CSR

bases around the world. This is a point of view that I would definitely like

initiatives have been exhaustively and strategically created over a longfor the Bridgestone Group to consider in the future.

period of time. However, apart from the three environmental targets (CO2
reductions, reducing tire rolling resistance, and reduction of water intakerate) there are no quantitative targets, therefore, what are written as theachievements of the Company’s initiatives and how much of an effect, if
any, those achievements have had on anyone are not conveyed in specificterms. In practice, measuring achievements solely by numerical values isbeset with difficulties. My recommendation would be for quantitative
targets to be set more often.

2. Identification of stakeholders
As part of the communications with stakeholders, the Bridgestone Group
conveyed employee dialogue which gathered the representatives of theBridgestone Group Award 2014 prize winners from global. The dialogues
with employees help the Company to identify issues to be addressed and

Ms. Makiko Akabane

to prioritize. From the employee side, the dialogues provide opportunities

Director, JapanCSR Asia

for employees to communicate with the Company directly and to have

Back cover
The Bridgestone Group holds the Bridgestone Children’s Eco-Art
Contest each year as a way to encourage the children who will
be our future leaders to begin thinking about the environment.
The theme of the 11th contest was “Nature we hope to be seen
by everyone,” and 33,934 art works were subscribed fromthroughout Japan.
The back cover of this report introduces the five entries thatreceived the Bridgestone Grand Prize.

Bridgestone Group

Upper left:
Hiroki Namioka, age 10
Upper right:
Itsuki Kyoutani, age 11
Center:
Shotaro Tada, age 6
Lower left:
Yuno Okude, age 9
Lower right:
Mebuki Yoshida, age 10(Ages shown indicate age at time of award)

54

CSR Report 2014

Bridgestone Grand Prize works of 11th Bridgestone Childrenʼs Eco-Art Contest

CSR Department
1–1, Kyobashi 3-Chome, Chuo-ku, Tokyo 104–8340, Japan
http://www.bridgestone.com/