CSR Report

Corporate Social Responsibility ReportBridgestone GroupCSR Report

Corporate Social Responsibility Report

Editorial Policy

About this report

The Bridgestone Group has compiled this Report as a

Periodcommunication tool to help stakeholders understand how theThis Report focuses on data and activities for the 2010 fiscal

Group designs and pursues CSR activities. It also serves toyear (from January 1 to December 31, 2010), although it also

encourage dialog with stakeholders, and the Group looks forward

includes some information applicable to years before and after

to receiving feedback on its CSR activities.

fiscal year 2010.

The Report includes some special features exploring GroupCSR activities where significant progress was made in 2010.

Organizational coverage

These activities were selected from a pool of initiatives identified

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

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

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

supply chain and local communities.

“Bridgestone Group” refers to the entire group, including

The Report consists of published and online components.

subsidiaries and affiliates in Japan and around the world.

The booklet is intended to be read by a broad range of stakeholders,Notes are provided where this distinction does not apply.

including customers, business partners, shareholders, employees,

For an overview of the Group, see page 52 of this Report.

residents of the communities in which we do business and CSR
experts, while the website adds content in response to requests

Guidelines referenced

from individuals who need more detailed information than isEnvironmental Reporting Guidelines (Fiscal Year 2007 Version)

provided by the booklet.

(published by the Ministry of the Environment of Japan)
Sustainability Reporting Guidelines (Version 3.0) (published by
the Global Reporting Initiative)
Third-party evaluation
An independent party’s evaluation and opinions of this Report
have been included to increase its reliability.

1

Bridgestone GroupCONTENTS

Editorial Policy / About this report

1

CONTENTS		

2

Message from the CEO

3

Effects of the Tohoku Earthquake and Tsunami on
the Bridgestone Group and associated initiatives

5

The Bridgestone Essence (Corporate Philosophy)

6

The Bridgestone Group’s approach to CSR

7

CSR management		

9

Corporate Governance10

Feature1 Achieving sustainability through tires

11

2 Quality activities through the supply chain17

3 Working with local communities to address problems

23

Initiatives Related to the 22 CSR Focus Points

27

Fundamental CSR activities

29

CSR through business activities

33

			

With customers

33

			

With business partners

37

			

With shareholders and investors

37

CSR through environmental activities

39

CSR from a social standpoint

45

			

With employees

45

			

With society and communities

49

Outline of the Bridgestone Group

52

Opinions from stakeholders and our responses

53

Independent evaluation statement

54

CSR Report 20112

Message from the CEO

Pursuing CSR worldwide through business activities based on
our new Corporate Philosophy, The Bridgestone EssenceFirst of all, I would like to offer my heartfelt condolences to all
those who lost loved ones or were otherwise affected by the
March 2011 Tohoku Earthquake and Tsunami. The BridgestoneGroup is dedicated to making the maximum possible effort tospeed the recovery so that we can alleviate as quickly as possible
the suffering and sadness of the many victims of this disaster.
More information about our plan to contribute to the recovery isavailable on page 5 of this Report.

Simplifying our Corporate Philosophy to fit our
vision of the ideal global corporation
In March 2011, Bridgestone marked the 80th anniversary of its
founding. We are grateful to the countless customers whose
loyalty to our products and services made this anniversary
possible, as well as the many others who have offered theirsupport over the course of the company’s history. We took
advantage of the anniversary to hold a series of internal
discussions asking what kind of company we want Bridgestone
to be in the future, what objectives we wish to pursue, what we
can do to play an essential role in society over the long term andhow we can continue to contribute to society. These discussions
resulted in a consensus that we would respond appropriately tothe diversifying needs of society and would, for each individual,“provide more appropriate products and services and earn thesatisfaction of each.” In other words, “we want to be a company
that supports the lives of individuals.”
To facilitate our ability to integrate the Group’s capabilities in the
pursuit of this vision for the future, we refined the Corporate
Philosophy, which comprises the Group’s core identity, into a
more simple form. Specifically, we embraced our corporate mottoof “Serving Society with Superior Quality” as a statement of our
mission and identified four basic stances as the foundation of thephilosophy for our group members to adopt. Going forward, we
will strive to anticipate social needs and propose creative
solutions based on this philosophy. For example, we will further
strengthen the Group’s integrated identity while taking advantageof the diversity brought by each and every member, providing
products and services that would be incorporated into necessarytransportation for an aging society, and helping addressenvironmental issues worldwide by developing completely
recyclable products.

3

Bridgestone Group

Identifying 22 CSR Focus Points to put The
Bridgestone Essence into practice
For the Bridgestone Group, CSR exists as a means of realizing
The Bridgestone Essence, the refined corporate philosophy. We
treat this philosophy as more than just a series of ideals by
incorporating it throughout our business practices. Specifically,
we practice CSR by using “backcasting,” a technique fordeveloping a vision for the future and formulating the measuresnecessary to achieve that vision, to incorporate them into our
Mid-term Management Plan (MTP).
Our Group has more than 180 manufacturing and development
facilities in 25 countries and operates in more than 150 countries.
We established the “22 CSR Focus Points” to serve as a Groupwide common language that would guide the pursuit ofconsistent, steadfast CSR activities. In pursuing the 22 points, we
specify an ideal state for each of them and activate an approach
known as the PDCA (“plan,” “do,” “check,” “act”) cycle. To createa planning process that reliably points us in the right direction toachieve our vision, we have laid out a series of instructions in theform of objectives, policy directions and initiatives to adopt
throughout the Group. In 2011, we will be working to promote thevisualization of progress in each point so that we can evaluate
how well we are executing against our goals. The process ofclarifying where we have been successful and where we need tofocus future efforts based on key performance indicators (KPIs)
for each instruction will lead to improvement.

Group management that incorporates adiverse range of values
The Bridgestone Group conducts its businesses globally, andwe believe that our diverse group of members is one of ourgreatest strengths.
In order to build governance structures appropriate for a
global corporation, we have invited four outside directors,
including two women and one non-Japanese individual, toserve alongside five internal directors on the Board of Directors.
We are also working to strengthen Group unity while
incorporating diverse values by appointing executives from our
American and European subsidiaries to serve as corporate
officers at Bridgestone.
In the area of human resources development, we haveprovided training opportunities to staff members, including
management candidates and manufacturing teammates. In
2010, we established the Bridgestone Institute of Global Training
and the Global Manufacturing Education Center, enabling aricher program of human resources development initiatives.

We are working to bring together Group members from“resource productivity” as a way to create product value “throughcountries around the world in a socially and intellectually

efficient use of resources” in line with a new basic approach tostimulating setting where they can develop their skills andabilities while overcoming the barriers of language and culture.

resource conservation. We have launched a Group-wide effort torealize a low-carbon society by establishing two specific targets forthe reduction of CO2 emissions by 2020:•3
 5% reduction compared to 2005 baseline in CO2 per sales fromAchieving a sustainable society
Reflecting our desire to achieve a sustainable society, theBridgestone Group issued an Environmental Mission Statement “tohelp ensure a healthy environment for current and future
generations.” In May 2011, we refined the Environmental Mission
Statement and clarified the direction of our long-term environmental
aspirations by using simpler language for better understanding while
taking decisive action with respect to three important environmental
perspectives: ecological conservation, resource conservation andreducing carbon emissions. In order to exist “in harmony withnature,” Bridgestone will develop and utilize technologies that value
natural resources while addressing the urgent matter of global
warming through efforts to reduce CO2 emissions. By means of thisrefined Environmental Mission Statement, we will work to enhanceenvironmental awareness of the Group’s nearly 140,000 employees
and pursue a higher level of our environmental activities in the threeareas of environmental progress: products and services, operations,and community activities.
In 2010, we defined and announced our approach towards
biological diversity as an essential standpoint of ecologicalconservation. We have engaged in a variety of activities worldwide
for ecological conservation, including wildlife habitat improvement,
academic research and community education represented by the“ECOPIA’s Forest” project. We are also working to improvethe company’s total operations and its products’ “after-use”• 25% improvement compared to 2005 baseline of tire rolling
efficiency, resulting in less fuel use and CO2 emissions from driving
Bridgestone estimates that the potential reduction in CO2emissions from helping improve our customers’ fuel efficiency
exceeds the emissions related to Bridgestone’s operations andour products’ after-use.

Striving as a company to support each andevery stakeholder
Together with The Bridgestone Essence, we have made acommitment to stakeholders that is expressed through our new
tagline: “Your Journey, Our Passion.” As used here, “Journey”
includes the future life and lifestyle of each and every
stakeholder. The Bridgestone Group is passionate about
meeting our societal expectations while enriching the journey ofeach of our stakeholders.

Shoshi Arakawa
Chairman of the Board,
CEO and President

CSR Report 20114

Effects of the Tohoku Earthquake and Tsunamion the Bridgestone Group and associated initiatives
We would like to express our deepest condolences to the families who have lost loved ones in the Tohoku Earthquake and Tsunami. Thoughts and prayers of all Group
employees are with those affected by this disaster, and we wish for a quick and peaceful recovery.
In the immediate aftermath of the earthquake, the Group began working to ensure continuity of its business operations, aid affected areas and assist in recovery
operations. The Group will continue to use all of its capabilities in an ongoing effort to contribute to reconstruction, which it considers to be part of its social mission.
The following describes the effects of the disaster on Group operations and the Group’s response as of May 2011.
Effects on the Group’s operations
The Group has verified the safety and well-being of all employees.
Bridgestone’s Tochigi Plant, Nasu Plant, Kuroiso Plant, Tokyo Plant andYokohama Plant, all of which are located in the Kanto region or further north,halted production immediately following the earthquake. Although the facilities
suffered some superficial damage to ceilings and walls, they escaped major

damage and were able to resume production by March 25 after verifying thatsafe operations were feasible.
Damage sustained by most of the Group’s sales and logistic facilities in the
Tohoku region was minor, although some sales offices and other sites sufferedstructural collapse, and some sales facilities remain closed.

Response to the earthquake
Immediately after the earthquake struck, Group officials worked to confirm thesafety of employees and buildings in accordance with the Group’s risk control
manual. Each section formed a countermeasures headquarters and worked toassure the continuity of business operations. As a result, a companywide
emergency affairs office had been formed by the next business day (March
14), and the Group worked to implement measures in an efficient and timely
manner by holding a regular meeting each business day to allow executives

to share information about ongoing issues.
The Group also formed a comprehensive recovery coordination office to manage
assistance for affected areas from Group companies worldwide and to assure thecontinuity of business operations. The Group had previously made arrangements
to move functions carried out by its head office to the Kodaira and Yokohama
districts in the event of an emergency. Following these steps, the Group will also
consider how to relocate or distribute operational functions on a global scale.

Assistance for affected areas
The Group has donated a total of ¥277 million (as of April 5) in aid along withbicycles and bedding (with a total value of ¥100 million).
Working under the direction of Bridgestone’s Secretariat, teams of Group
employees have been volunteering in disaster-stricken areas since mid-April aspart of the company’s volunteer leave program.

Principal aid recipients and amounts
RecipientJapan Platform*
Iwate Prefecture
Fukushima Prefecture
Miyagi Prefecture
Other disaster relief organizations such as the Japan Red Cross
Society as selected by Group companies in Japan and overseas

Amount¥50 million¥50 million¥50 million¥50 million
Approx.
¥77 million* An international humanitarian system dedicated to providing timely and effective assistance including aid
in the aftermath of natural disasters as well as international emergency aid and recovery aid through anequal partnership of NGOs, the business community, government, media and other entities.

Working to lower power consumption
The Group operates 13 worksites that have a contract demand of at least
500 kW in Tokyo Electric Power’s service area, making these sites major power
customers. Responding to concerns about a serious power shortage during thesummer months, we have established a voluntary target of reducing the
maximum power utilization of these 13 facilities by 25% compared to 2010
levels (together, they consumed about 76,000 kW from 10:00 am to 9:00 pm
on weekdays from July to September 2010). We are committed to going beyond
temporary measures to achieve efficient business activities on a permanent
basis while lowering power consumption in a way that has limited impact on
production volume. Specifically, measures that will be pursued on a permanent
basis include :• s topping or limiting hours of operation for certain production lines andequipment in plants• improving equipment to realize power savings• e fficiently utilizing co-generation systems (in-house generating systems

that efficiently produce electrical power with heat energy as a byproduct)
and the Tochigi Plant’s waste tire incinerator and power generation facility• utilizing power stored at night during daytime hours (through the daily use of
NAS batteries designed to serve as a means of responding to power outages)• installing diesel generators.
We will be pursuing an extensive range of initiatives to lower power
consumption, including reviewing air conditioning temperatures at all 13
worksites, using only some lighting and installing LED lighting. Other measures
will target worksites such as sales offices and tire dealers that use less power,
including limiting in-store and sign lighting and air conditioning temperatures,
establishing voluntary power-saving plans, and introducing examples ofsuccessful power-saving programs.
We will also pursue permanent reductions in power consumption by increasing
the number of no-overtime days at worksites, introducing summer working hours,
and encouraging efficient work practices such as telecommuting.

Future response
In addition to using its full capabilities to give top priority to providing the aid
needed for recovery, the Group will work to address issues such as inadequate
supplies of raw materials. We will also offer assistance to business partners,

customer stores, and other stakeholders that have been impacted by the disaster.
The latest information about the Group’s ongoing response to the earthquake
and tsunami can be found on our website.

URL: http://www.bridgestone.com
5

Bridgestone GroupThe Bridgestone Essence (Corporate Philosophy)
The Group's mission is based on the words of its founder:"Serving Society with Superior Quality." To fulfill this mission,

MissionBridgestone Group has used the concept of "foundation" toServing Society with Superior Quality

demonstrate the sustained commitment of employees to provide

We aspire to offer the best for our customers and to society, not only in terms of

its customers with world class products and services and to serve

our products, services, and technology, but in all of our corporate activities.

the communities where Bridgestone does business. The words,

Our commitment to quality stems not from want of profit, but out of a passion

integrated corporate culture and our diversity that today'sfor improving the safety and lives of people everywhere.

company has inherited has been redefined into "The Bridgestone

Through our Mission, we strive to be a company trusted by the world -Essence" and a shared sense of values that can be embraced by

a company in which all of us can take great pride.

Bridgestone employees around the world.

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

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

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

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

Refinement of the Bridgestone symbol

Revision of tagline

To reflect changes in the current social environment and to respond to

In customer-facing locations around the world, Bridgestone Group’s products

diverse customer needs, Bridgestone’s new symbol emphasizes coexistence

and services contribute to its customers. To communicate that concept,

with people around the world, flexible strength, and a sense of speed in

the tagline was revised to “Your Journey, Our Passion”

adjusting to change.

CSR Report 20116

The Bridgestone Group’s approach to CSR
We at the Bridgestone Group believe CSR is at the heart of management itself and is the essence of all our corporate
activities. Increasing the level of our CSR activities also raises the entire Bridgestone Group’s capabilities and brings
us closer to our ideals.

Framework for pursuing CSR activities• CSR activities at both the corporate (organizational) and employee (individual) levels

More than just a series of abstract philosophicalSocietyiety and Environme
Environment

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

Customers

Shareholders

Business
Partners

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

Local
Communities

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

CSR

Communicatio

Organizational
CSR

level. We also strive to enhance and expand bothn

Employees

Individual
CSR

the scope and quality of our CSR programs by
Bridgestone

examining past activities through CSR
communication with stakeholders.

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

22 CSR Focus Points

our business activities

In 2007, the Bridgestone Group established 22 CSR Focus

The Bridgestone Group considers CSR to be a core component

Points to serve as a Group-wide common language that wouldof management that should be omnipresent in our daily businessguide the pursuit of consistent, steadfast CSR activities. The

operations and activities. We have developed specific policies inFocus Points were selected from a range of general societal

the form of a Mid-term Management Plan to identify and achieverequirements and organized according to three perspectives:

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

importance to society, importance to the Bridgestone Group,in the PDCA (“plan,” “do,” “check,” “act”) cycle for achieving theand progress by the Group in taking appropriate actions.

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

We pursue these 22 Focus Points by means of Group-wide“instructions” that embody specific objectives, policy directions
and approaches. These instructions are reviewed and revised ona regular basis to ensure that we take into account changes insocietal requirements.
Starting in 2011, Group companies are working to better• CSR and the Mid-term Management Planvisualize progress in implementing instructions on the 22 CSR

Level of activities

Focus Points.

Upward spiral
CSR issues imposedby society• Structure of the 22 CSR Focus Points

Vision
How the Group should
exist in the future

Act

Plan
Do

Act

Check

Plan
Do

Act
Strategy
Necessary Actions
Current
Status7

Bridgestone GroupCheck

CSR througheconomic activities

Plan

CSR throughenvironmental activities

CSR froma social standpoint

Do
Check

Time

Fundamental CSR

Individual CSR

CSR communication

We believe that the awareness and the way individual employees

The Bridgestone Group strives to strengthen its CSR activities by

pursue their daily responsibilities are critical in the Group’s

communicating with local communities, customers,

business activities and approach to CSR. Each employee must

shareholders, business partners and employees. Additionally, weapply CSR to his or her own work and take positive action towork to increase the transparency of our activities by publicizing

achieve the Group’s vision.

our progress toward achieving CSR goals in annual CSR reports.

To that end, Bridgestone employees make a personal commitmentthat lays out what they believe to be important in their jobs and how
they intend to conduct themselves so that they are better able tobehave in a manner that earns the trust of stakeholders.

Independent evaluation of CSR activities
Based on its CSR initiatives in areas such as theenvironment, human rights, and labor, Bridgestone has been
selected for inclusion in the Dow Jones Sustainability Indexes(DJSI) Asia Pacific, an international socially responsible
investment (SRI) index. The company also continues to be
included in the Morningstar Socially Responsible Investment
Index (MS-SRI), a leading Japanese SRI index.
(This information is current as of April 1, 2011.)

Initiatives addressing global issues that affect the entire tire industry
Together with other leading tire manufacturers, Bridgestone is

2. Examining effective end-of-life tire (ELT) management

examining potential environmental impacts of tires through thesystems and publishing ELT management manual

Tire Industry Project, which was formed under the Geneva,

There is variation in ELT management systems among

Switzerland-based World Business Council for Sustainabledifferent countries and regions, both in the methods and in

Development (WBCSD).

the level at which they are implemented. Following a review

Activities being undertaken by this project include
the following:of how ELTs were being managed, The Tire Industry Project
published a manual, End-of-Life Tires: A Framework for
Effective ELT Management Systems in an effort to propose

1. Examining the environmental and ecological impacts

an effective system for managing ELTs worldwide.

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

3. Other activities

tires wear down during use. Having identified methods for

As a member of WBCSD, Bridgestone participated incollecting and quantifying TRWP, project members are

efforts to promote the WBCSD’s biodiversity initiatives atnow examining the impact of TRWP on the environment

the 10th Conference of the Parties (COP10) to theand its ecosystems.

Convention on Biological Diversity, which was held in
October 2010 in Nagoya, Japan.

CSR Report 20118

CSR management
Structures for pursuing CSR activities

Framework for CSR activities in JapanThe fundamental approach to CSR initiatives throughout the

The Bridgestone Group strives to promote CSR awareness

Bridgestone Group is set by the Integrated CSR Enhancement

through lectures for management-level employees, a company

Committee, which is chaired by the CEO and president. The

magazine and its corporate intranet. Each division and plant

Global Management Platform (GMP), which is responsible forelects a key CSR person whose job is to organize CSR activity

pursuing activities in each issue area, then develops a basic

workshops for all employees. The Group also holds training

direction for the Group’s initiatives based on that approach.

sessions and workshops in Japan for certain corporate officers

Strategic business units, or SBUs, which are responsible forand employees of overseas Group companies in an effort toconducting business operations, translate that direction into

promote CSR awareness throughout the Group.

action after taking into account specific circumstances andconditions in individual countries and regions.
Additionally, the following committees have been formed toadvise the Integrated CSR Enhancement Committee and assist in
guiding initiatives undertaken in each issue area: the Compliance
Committee, the Risk Management Committee, the Social
Activities Committee, the Group Environmental Committee
and the Group Safety Committee.
• Structures for pursuing CSR activities

GHO
Global Head Office
Responsible for establishing global Group strategies and basic policies
CEO and President

Integrated CSR Enhancement Committee
Compliance Committee
Risk Management Committee

Social Activities Committee
Group Environmental Committee
Group Safety Committee

CSR Department

Pursuing CSR activities

SBUs
Strategic Business Units
Business sections and worksites tasked

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

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

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

Asia and Oceania Tire SBU
China Tire SBU
Middle East & Africa Tire SBU
Diversified Product SBU

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

9

Bridgestone GroupCorporate GovernanceCorporate governance structure
Bridgestone considers the continuous enhancement of corporate

Internal control systems: Basic approachand implementation

governance to be one of management’s most important focus

Since instituting an official company policy governing internal

points and a way to ensure that the Group continues to fulfill its

control systems in May 2006, the Board of Directors has reviewed

founding mission as stated in its corporate philosophy of “Serving

those systems annually and worked to implement structures based

Society with Superior Quality.”on the relevant resolutions. With regard to the Japanese Financial

In accordance with the division of responsibility and authority

Instruments and Exchange Act, and specifically concerning thedelineated in the Administrative Authority Rules and Policy

section requiring that internal control systems be evaluated toManagement Rules, Bridgestone is committed to developing,assure the reliability of financial reporting and related information,communicating and abiding by fair and transparent decision-

the Bridgestone Group is committed to both establishingmaking and management policies.

structures to guarantee the effectiveness of internal controls andBridgestone has adopted a corporate officer system to more

improving the standards of control throughout the Group.

clearly distinguish between management and operational

As a matter of principle, Bridgestone will not submit to the

responsibilities, allowing the Board of Directors to focus moreunlawful influence of third parties. Bridgestone refuses to tolerate

effectively on overseeing the execution of business operations.

attempts to bribe or extort the company. Furthermore, we

To strengthen corporate governance, such as by further engaging

continue to enhance our internal controls to exclude the influence

the Board of Directors, nine new directors, including twoof all such groups, for example by forming a department to assist

additional outside directors for a total of four, were elected at theemployees in dealing with them, centralizing information about

Annual Shareholders’ Meeting held on March 29, 2011.

them, building relationships of trust and working together with

As of March 29, 2011, a five-member Board of Auditors

outside organizations such as the police and other concerned(including three outside auditors, one of whom serves full-time)organizations, compiling guidelines for employees on how to

was created to augment the Board of Directors’ supervision of

respond to illegal requests, reviewing contracts, and increasing

directors’ activities and execution of their responsibilities.

employee awareness of these measures.

• Corporate governance structure (as of March 29, 2011)

General Meeting of Shareholders
Board of Corporate Auditors
Corporate Auditors (5)(includes 3 outside auditors)

Corporate
Auditors’ Office

AuditsBoard of Directors
Directors (9)(includes 4 outside directors)

Inquiries/Reports

Directorial Personnel andCompensation Committee

Management oversightOperational execution

Corporate Officer Responsible
for Internal Auditing
Internal Auditing OfficeInternal audits

Executive Operational Committee

Integrated CSR Enhancement Committee

Independent Auditors

CEO and President

Accounting
auditsCompliance Committee
Corporate Officers(including those serving concurrently as Board members)

Risk Management Committee
Social Activities Committee
Group Environmental Committee

Business and Management Sections

Group Safety Committee

CSR Report 2011 10

Feature 1

Achieving sustainability
through tires
What can we do to help create a sustainable society? The BridgestoneGroup is committed to achieving sustainability through its products,
specifically by creating fuel-efficient tires. Bridgestone aims to design
and manufacture tires with exceptional fuel efficiency and distribute themworldwide so that as many customers as possible have access to them.

Reducing CO2 emissions
from vehicles using
Bridgestone’s fuel-efficient
tires

Manufacture

Improving the fuelefficiency of tires throughBridgestone technologies

Use

ECOPIA EP100SECOPIA EP100S features NanoPro-Tech,a material technology to reduce rolling resistance,
an environmentally friendly profile that limits
distortion of the tire’s shape, and optimized
weight balance for individual parts.

PromoteIncreasing the number ofusers of Bridgestone’s
fuel-efficient tires worldwide

11 Bridgestone GroupFeature 1 Achieving sustainability through tires

What does “ environmentally friendly” mean
when it comes to tires ?
Why Bridgestone manufactures fuel-efficient tires
Manufacture

Consumers increasingly consider environmental impact when deciding which products topurchase. Interest in hybrid and electric vehicles increases with each passing day.
Responding to these market changes, Bridgestone has continued to develop eco-friendly
products that contribute to conservation. From the standpoint of tires, environmental
friendliness can be broadly defined as reducing CO2 emissions and conserving resources.
The ECOPIA series was launched in 2002 in response to a company effort focused on“reducing CO2 emissions.” The basic development concept was to design a tire that would
drive more smoothly with less force by reducing its rolling resistance. This would, in turn,
reduce CO2 emissions because a car would be able to travel the same distance using lessfuel. With ECOPIA, Bridgestone engineers succeeded in realizing fuel efficiency while
maintaining the high level of safety required in a tire. We will continue to manufacture
environmentally friendly tires based on our belief that environmental friendliness is part ofbasic tire performance.

Pursuing fuel efficiency
in its products is one way
Bridgestone can contribute to
the environment. Manufacturing
fuel-efficient tires helps reduce
CO2 emissions by lowering
fuel consumption.
Related:(6) Technological innovation thatgenerates new value a Page 35(13) Contributing to the conservationof the environment through products
and services a Page 42

Uncompromising attitude toward environmental
friendliness and safety
Reducing rolling resistance improves tires’ fuel efficiency and lowers CO2 emissions.
However, simply lowering rolling resistance can lead to a decrease in wet grip performance,
which determines braking distance (the ease with which the tire stops) on wet roads.
To achieve both of these characteristics, Bridgestone undertook a years’ long research effort
that eventually yielded NanoPro-Tech, an ultrafine technology that allows engineers to control
the molecular structure of rubber on the order of one-millionth of a millimeter. For example,
if a tire is compared to the Earth, a single molecule of rubber would only be as large as
one screw. The performance of the tire is controlled by this type of fine rubber
molecules. Bridgestone is changing the environment of the Earth by manipulating suchfine rubber molecules. NanoPro-Tech, Bridgestone’s utmost breakthrough technology,
has allowed engineers to design tires that deliver high wet grip performance with

*1 Test conditions
Tire size: 195/65R15 91H / Test load:
4.82 kN / Tire pressure: 210 kPa /Speed: 80 km/h / Test method: Forcetest / Test location: Indoor drum tester
at Bridgestone’s Technical Center*2 Test conditions
Tire size: 195/65R15 91H / Tire
pressure: Front 230 kPa, Rear 220
kPa / Test vehicle: Prius DAA-NHW20
1,500 cc FWD / Initial speed: 80 km/h
/ Water depth: 2 mm / Road surface
type: Asphalt / ABS operation indicator: ABS ON / Stopping distance(average): 28.77 m (ECOPIA EP100S)
or 29.37m (B’STYLE EX)*More detailed data concerning thetest conditions listed above has beenreported to the Tire Fair Trade Council.
*Testing conducted using methods
prescribed by fair trade rules concerning
tire labeling.

reduced rolling resistance.
Bridgestone achieves sustainability in the form of a sophisticated balance of environmental
friendliness and safety through state-of-the-art technology.

• Comparison of ease of rolling(rolling resistance)*1
ECO• Comparison of ease of stopping(wet grip performance)*2

Environmentally friendly
Coefficient of rolling resistance (%)

SAFE Wet braking distance (m)39%Equivalent toa wet surface

lowerrolling
resistance(Previous model)(Previous model)

50

60

70

80

90

100

70

80

90

100

CSR Report 2011 12

Creating products that enable users to contribute to
the environment
Reducing CO2 emissions during the usage stage
What form does the greatest environmental impact of tires take? When the “life” of a tire isconsidered in terms of five distinct stages ranging from raw material procurement to productUsedisposal, CO2 emissions generated during the raw material procurement, production andproduct disposal stages collectively does not reach 10% of all emissions. By far, most CO2
emissions are associated with the usage stage. The CO2 emissions produced when tires aremounted on a car and driven account for about 90% of the total. Based on these facts,
Bridgestone believes that it is possible to make a significant contribution to reducing theenvironmental impact of tires by limiting rolling resistance to improve fuel efficiency for cars.
In addition to relentlessly pursuing reduced CO2 emissions at every stage of the tire lifecycle,
from raw material procurement to production, distribution, and product disposal, Bridgestone
is committed to expanding efforts to create products that enable the end-user to contributeto the environment, too.
●CO2 emissions during the tire lifecycle
Raw material
procurement

4.1%(12.2kg)

Production

Distribution

Product use

Product
disposal(Design/production)(Distribution/sales)(Usage stage)(Recovery/disposal)

1.5%

0.2%

87.0%

(21.3kg)(4.4kg)(0.5kg)(258.0kg)

7.2%

The true value of fuel-efficienttires becomes apparent whencustomers drive on them.
Bridgestone works withcustomers to find ways tobenefit the environment.
Related:

CO2 emissions were calculated for each stage of the lifecycle for a 185/70R14 passenger car tire
Total CO2 emissions: 296.4 kg-CO2 per tire (data source: Japan Rubber Manufacturers Association)(7) Development of products andservices based on customer’s
voice a Page 35(22) Helping realize a safe societya Page 51

Working with end-users of tires worldwide
What can Bridgestone do to reduce CO2 emissions during the tire usage stage? These
activities go beyond supplying products. One example is Make Cars Green, a global
environmental awareness campaign in which the Bridgestone Group, working with
automobile clubs in various countries around the world, aims to help reduce the impact ofdrivers on the environment. The Group is involved in activities to raise awareness ofenvironmentally friendly driving techniques through its sales network as well as a range of
events including motor shows and environmental forums using the publication “10 points forgreener motoring.” As one way to fulfill its responsibilities as a company that manufactures

13 Bridgestone GroupFeature 1 Achieving sustainability through tires

and sells tires, Bridgestone will continue to provide information about how to drive and use
tires in an environmentally friendly manner.

South Africa

Brazil

Costa Rica

Holding Eco-drive challenge,
an eco-driving training andcontest for employees

Promoting green cars at events

A volunteer team distributes aleaflet summarizing eco-driving tips

Making it easier for the end-user to choose:
Bridgestone’s labeling system
Even if we encourage consumers to choose tires that are fuel-efficient and that assure safety
on rainy days, it is difficult for shoppers to identify a tire’s fuel efficiency and safety at a
glance. To address this challenge, Bridgestone began providing grading information startingwith its ECOPIA line of fuel-efficient tires based on “Guideline for Tyre Labeling to Promote
the Use of Fuel Efficient Tyres (Labeling System),” a series of voluntary industry standards
established by the Japan Automobile Tyre Manufacturers Association (JATMA). This systemprovides a means of expressing the tire’s fuel efficiency — its coefficient of rolling resistance —and breaking distance on a wet surface — its wet grip performance — using a common
scale, allowing customers to make their purchase decision comparing these two aspects oftire performance. Customers can tell at a glance that ECOPIA meets the labeling system’sfuel-efficient tire requirements for all sizes. Bridgestone plans to expand the number of
products bearing this labeling, providing easy-to-understand information so that customers
can make more informed choices.

Fuel-efficient tire
uniform markCoefficient of rolling resistance

Fuel-efficient tires aredefined as tires with arolling resistance
performance grade of
A or better and a wet
grip performance
grade from a to din Japanese market.

Wet grip performance

CSR Report 2011 14

Promoting Bridgestone’s fuel-efficient tires
around the world
PromoteECOPIA’s global spread
ECOPIA fuel-efficient tires are beginning to attract attention around the world. ECOPIA willcontinue to evolve so that we can pass down a sustainable society that lets future
generations enjoy driving.

EUROPEJAPAN

MIDDLE EAST
& AFRICA

Bridgestone is currently
broadening initiatives tocontribute to sustainability
through fuel-efficient tires
around the world.
Related:

ASIA & OCEANIA(15) Contributing to theenvironment through social
activities a Page 44

EUROPEECOPIA earns top rating in comparative
performance testing

MIDDLE EAST & AFRICA
Striving to conserve theenvironment through ECOPIA

Gert Meylemans
Bridgestone EUROPE NV/SA.

With about 15 million members, Germany’s Allgemeiner Deutscher
Automobil Club (ADAC) is Europe’s largest automobile club.
Comparative performance testing of various products performed
by ADAC is so trusted that consumers throughout the EU use theresults to guide their purchases. In February 2011, ADAC
announced the results of its latest comparative performance tests,
giving the ECOPIA EP150 its top“very recommendable” rating*.
Key to the decision, ADAC notes,
was the tire’s status as “a very wellbalanced summer tire; good in all
safety-related criteria.” The ECOPIA
line of tires has earned high praise inEurope, where environmental andsafety performance is held to thehighest of standards.
The ECOPIA150 tire evaluatedby ADAC*Tire size: 195/65 R15V; test vehicle: Škoda Octavia

15 Bridgestone Group

Laurice Mendoza
Bridgestone Middle East and Africa FZE

From February to June 2011, Bridgestone Middle East andAfrica FZE (BSMEA) held “Tire Safety & Eco Station,” a seriesof events designed to increase awareness of traffic safety andthe environment, in the United Arab Emirates, Oman, Qatar,
Kuwait and Saudi Arabia. In addition to providing useful
information about tires’ environmental characteristics,
safety and tire inspection methods, the events haveintroduced Bridgestonetires such as ECOPIA. To
allow families to have funparticipating together,venues have featured“coloring areas” forchildren with the themes ofenvironmental friendliness
Introducing Bridgestone tires atand safety.
an event in OmanFeature 1 Achieving sustainability through tires

AMERICAS
Promoting ECOPIA witha tricycle test-ride event

Elizabeth Lewis
Bridgestone Americas

AMERICASIn March 2011, Bridgestone Americas held an ECOPIA
event at a new product launch in Phoenix, Arizona,featuring a series of experiments comparing the rolling
resistance and braking performance of ECOPIA andprevious Bridgestone products. Additionally, a test-ride
event allowed participating reporters to try riding on
tricycles equipped with ECOPIA tires, providing an
opportunity to experience the product’s performance
directly. The event proved popular, with participants
describing how easy the tricycles were to pedal, how theyexperienced
low rolling
resistance andhow theygained a clear
understandingof the appealof the new
products.
An experiment comparing braking performanceJAPAN
ECOPIA’s Forest
for the future

ASIA & OCEANIA
An eco-driving lecture
at a product launch

Sakarin Chearapasaworn
Bridgestone Sales (Thailand) Co., Ltd.

Bridgestone Sales (Thailand) Co., Ltd. held an ECOPIA
launch event in September 2010. After conducting
experiments to demonstrate rolling resistance and wet grip
performance during a product briefing, organizers held alecture on
eco-driving.
Participants
enjoyed theopportunity tolearn more about
this topic.

An eco-driving lecture at the ECOPIA product launch

Tatsuya Satomura
Bridgestone Corporation

In Japan, Bridgestone dedicates a portion of ECOPIA sales to forest
development activities. Since 2005, the company has been involvedin forest development in Nasushiobara (Tochigi Prefecture) as part ofits Eco Project program. In 2010, Bridgestone expanded its activities
by launching a project known as ECOPIA’s Forest. We also beganparticipating in the Yokohama Waterworks Bureau’s Water Source
Forest Eco Project in Doshi (Yamanashi Prefecture). Related activities
included concluding a Corporate Forest Development Agreementwith the city of Kurume (Fukuoka Prefecture) and protecting part of
Misaka Natural Forest in the city of Shimonoseki (Yamaguchi
Prefecture). Bridgestone is working to set aside habitats for wildlife(to preserve biodiversity)and offerenvironment-related
education opportunities tochildren through activities
that suit each site, forexample by providing
financial support for andholding forest
development programs.
Cutting branches from a thinned tree
(Doshi, Yamanashi Prefecture)

CSR Report 2011 16

Feature 2

Quality activities throughthe supply chain
The Bridgestone Group’s approach to manufacturing starts
with the customer in mind. The Group pursues a variety of
initiatives across all stages of the supply chain in order toensure quality expectation levels.

Using questionnaires and end-userinterviews to identify and understand current
and future quality needs.

Assessing
needs
Sales
and
service
Planning
anddevelopment

Improving the quality ofcustomer service in order todeliver the same level of quality
sought during the design andproduction of products.

Production
Pursuing technological precision
when producing high-quality
products defined by engineeringdrawings and specifications.

17 Bridgestone GroupRaw material
procurement

Striving to develop the type of qualitythat customers require.
Conducting a multifaceted examinationof how products should becommercialized and with what typeof technologies.

Procuring raw materials from global
markets in a manner that ensures thelevel of quality required by our products.

Feature 2 Quality activities through the supply chain

Quality activities in the tire business
Bridgestone has been involved in manufacturing tires since its founding. Our tires embody a remarkable blend of passion ofcustomer input across the globe and world-class technology.

Planning
anddevelopment

Assessingneeds

Valuing the customers’ voiceand tracking future needs

Product development always starts withon-site observations

How do customers use tires, and how do they feel about them?

Tires are an aggregate of a number of different types ofUnderstanding the answers to these questions is the starting point

performance. In the commercialization process, the key isof the tire manufacturing process. Bridgestone sales and technicaldetermining how to balance different characteristics such as grip,

service personnel at locations around the world carefully gather

quietness, riding comfort and durability. The complex

customers’ opinions and thoughts based on their daily experiences.

interrelationships of these different types of performance — for

We analyze input from external research organizations combined

example, increasing one may trigger a decrease in another —with customer requests received by the Head Office’s Customer

makes it no simple task to deliver the desired blend ofCommunication Center. The Group is creating a database of

performance. In discovering the optimal balance of theseinformation detailing customer feedback regarding tire performance.

performance characteristics, Bridgestone augments analytical

The process of collecting and analyzing raw feedback data reveals

data prepared by sales sections and the Customer Service Centera variety of facts, including

with real-world feedback from customers and planning andadditional needs that wedevelopment personnel at overseas sites. We rely on thisincorporate into our tire

feedback when engineering the materials, structure, shape anddesigns for the future.

design of each new product. Furthermore, in seeking the optimalbalance of various use conditions for the product on the market,
this process provides aprecisely targeted way tofocus the development of
new technologies.

Case study
Developing third-generation run-flat tires based on customers’ voice
Our run-flat tires can be driven with zero inflation pressure for limited distance at reduced
speeds. Based on customer feedback, we wanted to improve the driving experience. The
solution was to make the sidewalls of the tires thinner and softer while maintaining andimproving the durability that allows the tire to function even with a complete loss of airpressure. To achieve this, Bridgestone developed three new technologies: new rubber tosupport the sides of the tire (sidewall-reinforced rubber), new structural fibers (new ply) andsmall fin-shaped protrusions on the sidewall to efficiently dissipate heat generated during
driving (Cooling Fin technology).
In 2009, the company announced third-generation run-flat tires offering riding comfort
on par with that of normal tires for passenger vehicles.
Conventional productRun-flat tires

Shape at normal pressure

Sidewall-reinforced rubber

Shape after
puncture

Shape after
puncture

Case study
The Market Survey Group brings the market closer
Hot expressways, bitterly cold mountain roads… the performance required of truck andbus tires varies depending on factors such as climate, driving speed and the condition of
the road surface. Bridgestone Group’s Designing Division has assigned a team ofdevelopment coordinators known as the Market Survey Group (MSG) to overseas facilities
in North America, South America, Europe, China
and other locations where they research regionalcustomer feedback and tire use. The final balanceof performance factors in tires is then determinedbased on the qualities desired by the market as
directly verified by MSG members. By directly
linking Designing Division to the field, the MSG
creates the qualities sought by customers.

CSR Report 2011 18

Quality activities in the tire business

Raw material
procurement

Production

Working with suppliers to build ina high level of quality

Making precise adjustments of different materials
and processes to achieve desired performance

In creating high-quality products and maintaining that level of quality,

Ultimately, production plants create the quality products designed

it is essential to assure the quality of raw materials. The Bridgestone

by engineering drawings and specifications. Although all tires may

Group owns its own manufacturing plants within each Group baselook the same, each tire model’s structure and materials differthat produce raw materials for tires such as natural rubbers,

according to the required performance blend. To deliver thatsynthetic rubbers and metallic fibers used to form the tire’s skeletal

specific combination of performance characteristics, operatorsstructure in-house, developing and manufacturing high-added-value

must switch materials and machinery settings according to theraw materials that take advantage of the Group’s comprehensive

type of tire being produced in each of many manufacturing

technical capabilities. In addition, it is essential to ensure that raw

processes. Mixing, stretching and cutting rubber, and weaving

materials procured from outside suppliers adhere to the same

synthetic fibers into sheets for bonding to rubber… in each stage

extremely high level of quality as raw materials manufactured in-of the tire manufacturing process, it is critical that factors such as

house. To do so, we strive to assure unparalleled quality throughthe speed at which materials are fed and the temperature andquality inspections of raw materials at the time of procurement aspressure at which materials are formed be carefully controlled.

well as regular verification of theOver time, the Bridgestone Group has analyzed the optimal

quality control system itself during

settings to use when switching materials and structures. Even

the manufacturing process.

when there is a change in material, structure or machinery settings,

Additionally, we seek to

we maintain amaintain a high level of quality byconsistent level ofoffering Group expertise in raw

quality through amaterial quality control to the raw

series of precise andmaterial manufacturers that serve

speedy adjustments

as our suppliers. The drive toin all stages of the

secure high quality raw material isprocess.

a collaborative process.
Case study

Case study

Visiting suppliers in an effort to improve the quality of raw materials together

Fine-tuning on the order of 0.01mm to deliver high quality with micro-technology

In addition to verifying the quality of raw materials when they are delivered and checking
documentation of the manufacturing process, Bridgestone also visits suppliers’
manufacturing sites as needed to check their individual manufacturing processes.
Bridgestone experts check quality levels and provide advice. This process provides theopportunity for Bridgestone and its
suppliers to work together to assure thehigh quality of raw materials and to findways to continually improve quality.

Tire tread is manufactured using an extrusion process. Rubber that has been mixed
with various chemical additives is formed into a sheet by being passed through a diewith a machined opening. An extremely high level of precision by a machine
determines the opening in the die. The soft rubber stretches after passing through thedie. The size of the opening in the die
can be reduced in steps of 0.01mm ina manual fine-tuning process that takes
this flexibility of the rubber into account.
In this way, tire quality is built by aseries of elaborate technologies.

19 Bridgestone GroupFeature 2 Quality activities through the supply chain

Sales
and
service

Improving the quality of customer service
through practical training and contests

Ultra-large (off-the-road) tire technicalservice that satisfies rigorous requirements

Bridgestone prides itself on the ability to maintain a consistent

Customers using ultra-large (off-the-road) tires forlevel of quality from planning through production and thenconstruction and mining vehicles have very specific needs:

delivers that quality reliably to its customers. Our stores’

They strive to excavate and deliver as much ore as possible

customer service plays an important role in this process. Ourin as efficient a manner as possible while making safety astores take into account the type of vehicle the customer drives,

top priority. Road surface and excavation site conditions

how the vehicle is used and other driving-related concerns thevary greatly among mines, so in order to satisfy ourvehicle owner may have before communicating which tires arecustomer’s needs, OTR tires need to accommodate every

most appropriate for the driver. For this reason, we strive toaspect of the rigorous operating conditions.

foster the development of effective sales personnel. At tire

Bridgestone Group technical field engineers visit mines toretailers Taiyakan and Cockpit, we hold contests and case study

provide information and advice on tire use andpresentations with the goal of improving customer service.

maintenance. At the same time they occasionally spend

We have also established technical service personnel training

several days on-site assessing customer needs for OTR

centers in Japan, Italy, Thailand and the United Arab Emirates.

tires. These efforts help facilitate the best design and

These facilities train sales personnel from their host andproduction of OTR tires suited for use at the world’s mines

surrounding countries. A practical, hands-on program helps

and hold the key to increasing mine productivity. To provide

trainees masterhigh-quality OTR tires and for these tires to deliver optimum

customer service

performance, Bridgestone’s technical field engineers areexpertise, tire-related

available to personally and reliably satisfy customers’

knowledge and otherrigorous requirements.

information.

Case study
Putting manufacturing expertise to work on the sales floor
Bridgestone takes the same approach to customer service quality on the sales floor as
it does with tire quality. Take, for example, tire changes. We look for ways to streamline
the process so that customer waiting times can be shortened. We turned to ourmanufacturing plants to get a model of how to improve the layout of our stores. By
minimizing the distances that workers
have to travel between work stations,
we were able to improve work quality
and reduce the amount of time it took
to change a tire by 13%. Customers
have indicated that they are satisfied
with the improvements.

A commemorative photo withthe record holding the longestrunning Bridgestone tire at themines (Peru)

On-site operations (Russia)

CSR Report 2011 20

Quality activities in diversified products division
Bridgestone’s products are not limited to tires. We also produce various products to achieve sustainability andquality. Our isolation rubber, a product that helps customers enjoy safety and a sense of security in their daily lives,
is one example of our quality diversified products.
Diversified products from Bridgestone around the world

Quality activities for Seismic Isolation Rubber Bearing

Bridgestone is improving communities and lifestyles througha wide range of advanced production technologies
developed over its long history.
Bridgestone develops and manufactures many products

Assessing needs
Planning
anddevelopmentin addition to tires.
One of these is Electronic Paper, a next-generation
display that helps conserve paper resources. These displays
require no electrical power to maintain the image. Since the
new content continues to be displayed even after the device
is turned off, Electronic Paper also helps save energy.
Bridgestone has begun to introduce this product in Japanand about 20 other countries primarily in Europe for uses
including replacing shelf labels at supermarkets.

Bringing cutting-edge technology to seismic isolation
rubber bearing as only a rubber manufacturer canSeismic isolation rubber bearings help customers enjoy safety and a sense of
security in their daily lives. In the event of a major earthquake, it plays a key role insaving lives, protecting life essentials and property, and keeping our cities’
infrastructure intact and operational. The Bridgestone Group began selling seismic
isolation rubber bearings in 1983 because we were interested in using thetechnology we developed as a rubber manufacturer to make our communities safer.
Seismic isolation rubber bearing
In contrast to earthquake-resistant construction, which seeks to counter
earthquakes by increasing the strength of buildings, base-isolation
construction strives to “combat” the force of an earthquake by converting theassociated tremors into a gentle horizontal swaying motion. Seismic isolation
rubber bearings are typically used between the building and its foundation.
Earthquake-resistant structure

Seismic Base Isolation System

Severe shaking

Slow horizontal motion

Electronic Paper, a next-generation display

With clean energy receiving new attention, Bridgestone’s
EVA film for photovoltaic panels has captured a leading
share of the world market. We are offering the product as aTransformation of seismic isolation rubber bearing

sealant for bonding solar cell components in 36 countries
worldwide, including China and European nations.

EVA film for photovoltaic panels

Bridgestone’s diversified products sections are working toachieve sustainability through these and a variety of other
innovative products.

Currently, Bridgestone is dedicating significant resources to high-damping
rubber bearing. Seismic isolation rubber bearing needs the capacity toabsorb vibrational energy from an earthquake. By introducing special
chemical additives (fillers), high-damping rubber bearing can be given
exceptional spring element as well as the ability to absorb large amounts ofenergy. The seismic isolation system that uses high-damping rubber bearing
made it possible to reduceor even eliminate the needRubber Laminations
Steel Shim Plate
for energy-absorbing
Bolt hole
Laminated rubbercomponents that are
required when using
Cover Rubber
standard seismic isolation
rubber bearings, thus
saving resources.
Flange21 Bridgestone Group

High-damping rubber bearing
itself absorbs energy

Feature 2 Quality activities through the supply chain

Raw material
procurement

Sales
and
service

Production

Endowing rubber material withthe ability to dampen sway

Providing safety and a sense of security throughworkshops and after-sales care

A variety of carefully selected chemical additives (fillers) are incorporated
into the rubber portion of seismic isolation rubber bearing in order toprovide the optimal functionality. To the extent the laminated structure ofseismic isolation rubber bearing is simple, its quality is significantly
impacted by the rubber material itself. Bridgestone makes full use oftechnologies developed as a manufacturer specializing in rubber toblend the optimal raw
materials in the best
possible balance. The
quality of each raw material
used has a significant effecton the final product’s
seismic isolation
performance. In addition to
The quality of all products is confirmed inworking with suppliers to
tests that simulate earthquake conditions
assure the quality of thebased on the equivalence between
rubbers that serve as raw
building weight and shaking force.
materials, Bridgestone
exerts fine-grained control
over the process of mixing multiple rubbers and chemical additives inorder to create high-quality rubber that delivers the required performancefor the type of seismic isolation rubber bearing being manufactured.
Advanced technology is also required in order to reliably bond rubber
to rubber and rubber to metal. In addition, mated surfaces must offer
sufficient durability to support the building over a period of many years
while inspiring safety and peace of mind despite repeated andsignificant deformation caused by earthquakes. Bridgestone uses two
special adhesives. Taking full advantage of expertise developed in thecourse of our rubber manufacturing business, we produce seismic
isolation rubber bearing capable of bearing loads of thousands of tons
for years on end while withstanding significant deformation.

The number of buildings using seismic isolation rubber bearings
has kept pace with increasing awareness of the importance ofdisaster prevention. On average about 200 new structures are built
each year in Japan.
Bridgestone holds workshops on seismic isolation design throughout
Japan for engineers employed bydesign and construction
companies and developers to
explain the benefits of rubber inthe construction industry. In thisway, we are working to promote
seismic isolation design.
Bridgestone offers a variety ofseismic isolation rubber bearing
products and can combine themfor the optimal system, even for
Assuring safety and peace ofstructurally complex buildings.
mind with regular inspections
We have assigned qualified
after seismic isolation rubber
bearing is installed
technicians at each of our facilities
to inspect seismically isolatedbuildings operated by the Japan Society of Seismic Isolation.
This ensures our ability to offer regular inspections and other specialty
after-sales services.
Bridgestone’s goal is to put high-quality seismic isolation rubber
bearings in as many buildings as possible so that more residents canenjoy peace of mind.

Holding a seismic
isolation rubber
bearing seminar(Taiwan)Our special Biaxial Tester, which
can apply a vertical force of up
to 3,200 tons, was used for thetesting of large-scale seismic
isolation rubber bearing used inhigh-rise buildings.

CSR Report 2011 22

Feature 3

Working with local communities
to address problems
Bridgestone is involved in a variety of initiatives created to fulfill its
corporate social responsibility. In particular, we work with numerous
stakeholders including national governments, NPOs and NGOs toaddress issues that communities may be unable to resolve on their own.

23 Bridgestone GroupFeature 3 Working with local communities to address problems

Republic of Liberia

Free surgery for children:
Working with an NPO to offer medical aid
Firestone Natural Rubber Company (FSNR), which
operates the world’s largest rubber tree farm in the
Republic of Liberia in West Africa, opened Duside
Hospital in 1957 to treat its employees and their families.
Despite being destroyed once by fighting in the country’s
fierce civil war, the facility was reopened in 2008 by FSNR
as a hospital dedicated to providing general medical care
for FSNR’s 6,000+ employees, their families, andresidents of areas adjoining the rubber tree farm.
In January 2010 FSNR collaborated with the NPO
Children’s Surgery International (CSI) to offer free surgicalprocedures for underprivileged children and young adults.
Surgeons treated conditions including umbilicalhernias*1 and cleft lips and palates*2 using advanced
surgical procedures that are rarely performed in either
Liberia or West Africa. With the assistance of Duside
Hospital doctors, CSI surgeons were able to perform 142
operations in five days in an impassioned effort to help asmany children as possible, making the mission one of
CSI’s largest and most successful ever.
More than 100 FSNR employees helped out by
transporting patients and offering overnightaccommodations in their own homes. Employees ofBridgestone Americas, FSNR’s holding company, also
participated by donating toys and books for the children.
Duside Hospital doctors learned various surgical
techniques from the CSI surgeons and have performed
120 free operations since the mission concluded.

A word from the country director of the Orphan Relief & Rescue Organization in LiberiaChildren received life-changing surgeries
Deb DezutterChildren under my organization’s care were able to receivelife-changing surgery free of charge. There were many
children lined up on the day that surgery was being offered,so I was worried that our children might not be able to havethe procedure. The doctors examined each child with greatcare, and as a result three of our seven children had theprocedure. The remaining four were placed on a list that will
give them priority in undergoingrgoing it next year. These children
experienced not only thejoy of having the surgery,but also of riding in anelevator and using a flush
toilet for the first time. I’mtruly grateful to everyone
at CSI and FSNR.

Highlighting the impact of this joint project, 194
operations were performed in six days during a second
CSI mission held in January 2011.
FSNR looks forward to continuing this program in the
future in an effort to bring smiles to as many children’s
faces as possible.
*1 A condition in which the navel is pushed out due to a protrusion of the intestines
underneath. In rare cases, it may interrupt blood circulation in the intestines.
*2 A congenital condition in which the upper lip or upper jaw (or both) are cleft.

Republic of Liberia

AfricaRepublic of Liberia

A project that would
be impossible
without
Bridgestone’s
cooperation
CSI doctor

Tim LanderThanks to the enormous amount of support fromFSNR president Dan Adomitis and the rest of the
FSNR team, we were able to offer free surgicalprocedures in Liberia. The wonderful facilities at
Duside Hospital made it possible for this surgicalDumission to succeed. Equally important in facilitatingmi
CSI’s most ambitious mission to date were theCScooperation of the hospital’s doctors and nurses,
co
who offered tireless support during the surgeries
whdespite a hard schedule, and the committed workdeof FSNR employees. I’m looking forward tocontinuing this collaboration in the future.
co

CSR Report 2011 24

U.S.A.

Respecting biodiversity:
Ecosystem conservation at the Warren County Plant
Bridgestone Americas owns a large tract of land with theobjective of protecting the natural environment andecosystems that form the very basis of our lives. Take forexample the Warren County Plant on the outskirts of
Nashville, Tennessee, which became the first tire plant toreceive Leadership in Energy and Environmental Design(LEED) certification*1 as an environmentally friendly plant.
Environmental responsibility extends beyond the plant
itself to 680 acres (about 275 hectares) of forestland on
the site that has been designated a nature preserve.
The plant manages the site as a wildlife habitat using
conservation methods that have been certified by the
Wildlife Habitat Council.
The company is also working with the Tennessee
Wildlife Resources Agency (TWRA) to use the naturepreserve for environmental education (BEECH*2), forexample outdoor classes for children. The program hasearned high praise from local schools.
About 50 employees are participating by assisting withthese environmental education programs and volunteeringin wildlife habitat conservation activities.

One school launched its own environmental learning
project in the form of a recycling program after participatingin the BEECH project. As it developed, this program came
to involve local residents, spurring them to place collection
containers for the local recycling center and to increase thenumber of items collected for recycling.
*1 A system developed by the U.S. Green Building Council for certifying
environmentally friendly architectural designs and uses. It is unusual for an
existing plant to receive this certification.
*2 Bridgestone Environmental Education Classroom & Habitat

United States

AmericasTennessee

United States

Two-way communication
The Bridgestone Group is involved in a variety of activities in order to become a part of our local communities.
We actively communicate with all stakeholders to identify which activities to develop.

Bridgestone

Yokohama Plant

Pursuing corporate activities that inspire trust and understanding:
Dialog with local residents

On November 10, 2010, the Bridgestone Yokohama Plant

that enriches the lives of ward residents. Residents also

held a round-table discussion with local residents (fivevoiced their high expectations for new Bridgestone initiatives

participants representing the ward office, neighborhood

to promote co-existence with the surrounding community.

associations, tourism associations and citizens’ groups).

Bridgestone looks forward to living up to these

The plant’s purpose in holding the event was to review past

expectations by continuing to pursue activities that takeinitiatives and discuss how future activities can be conductedadvantage of its unique capabilities.

in concert with the local community.
Participants gave feedback on plant initiatives, praising theSummer Evening Festival and illumination events as
exemplary seasonal traditions. They also provided anassessment of past activities such as the ECOPIA’s Forest,
Children’s Eco Learning, Kashio River Beautification Forumand Canon Bell Mark Campaign. Others identified areas toaddress in the future, including the need to pass on local
history and authentic manufacturing know-how to area
children and to protect the Kashio River as a key resource

25 Bridgestone GroupFeature 3 Working with local communities to address problems

China

Caring for children in areas with inadequate teachers and resources:
Providing enrichment programs for children who were affected by the 2008 Sichuan earthquake
A large number of children suffered due to the damage caused by the2008 Sichuan earthquake. There are public welfare programs that
include music, art and physical education components, which are
critical to the children’s emotional well-being. Many rural elementary
schools of western China, where Sichuan Province is located, areunable, however, to provide such programs due to shortages ofteachers, facilities, learning materials and other key resources. Working
with Southern Weekly, a leading Chinese newspaper, Bridgestone
China launched the Bridgestone “Happy Tangram” program toaddress this need. During its first year in 2009, the program provided
assistance to elementary schools in earthquake-affected areas,
helping them offer classes in music, art and other subject areas.
In some instances, Bridgestone China donated money to build theneeded classroom space. Children and their parents also greatly
appreciated counseling offered through the program.
Additionally, the program provides assistance to schools inareas having difficulty offering public welfare programs by

supporting a one-week program at each of four schools chosen
annually. During 2010, the program worked with local NGOs in
Hubei Province and the city of Chongqing to launch environmental
education and traditional culture classes. Furthermore,
Bridgestone China employees volunteer to support the activities.
In 2009 and 2010, the Bridgestone “Happy Tangram” program
enabled 2,700 students at eight schools to participate in social
welfare programs. For the future, Bridgestone China looks forward
to enhancing and expanding program content for their activities tohelp students continue to grow.

People’s Republic of China

Asia

China
Sichuan Province

Hubei Province

Chongqing

Spain

Burgos citizens participate in a Bridgestone-sponsored CSR Conference:
Promoting communication with the local community at the Burgos Plant

In October 2010, Bridgestone Spain’s Burgos Plant held a

In the future, the Burgos Plant will continue to introduce its

CSR Conference for local citizens. A total of 800 residents

CSR activities as a means of increasing awareness on theparticipated in the conference’s four sessions.

part of the local community, local companies, andThe event introduced pioneering CSR initiatives being

employees. The plant will also strive to deepen

pursued by various companies and provided the Bridgestone

communication with area citizens by continuing to holdGroup the opportunity to discuss its CSR philosophy

conferences such as this one.

concerning the development of a sustainable society.
Participants also offered their views and opinions, facilitating a
discussion on sustainability-oriented corporate management.
The conference was covered in the media and attracted
significant attention. Additionally, the Burgos Plant wasnamed “Best Company in Burgos” by the Burgos Chamberof Commerce in recognition of its achievements as asocially responsible company, highlighting the importanceof the conference and the company’s other contributions to
the local community.

CSR Report 2011 26

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

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

CSR activities, based on these instructions, are achieved

common language that would guide discussions surrounding

through the PDCA process in order to attain the objectives

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

perspectives: importance to society, importance to the

In 2011, we have started working on further enhancing our

Bridgestone Group and progress by the Group in taking the

CSR activities by analyzing the progress being made, andnecessary measures.

identifying inadequacies that can be addressed.

Starting in 2009, we identified specific objectives, directions
and approaches as a means of achieving the ideal stages
outlined in each of the 22 CSR Focus Points.

27 Bridgestone Group

22 CSR Focus Points and Bridgestone’s Ideal State for the Future
From P29

Fundamental CSR activities

1

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

2

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

3

Ensuring business continuity

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

4Communicating with stakeholders

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

From P33

CSR through business activities

5 Providing attractive, high-quality products and services To provide products and services of outstanding quality in all areas of our business
To respond to the issues society is facing through technological innovation and providing valuable products andShareholders

Suppliers

Customers

6 Technological innovation that generates new value services to society that customers can enjoy
Development of products and services based on

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

8 and competition

Commitment to fair business practices

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

9 Fair procurement activities

To build and maintain fair and equal relationships with suppliers

7 customer’s voice

10 Enhancing CSR procurement

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

11 Returning profits by enhancing corporate value

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

Disclosing information in a timely

12 and appropriate manner

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

From P39

CSR through environmental activities

13

Contributing to the conservation of theenvironment through products and services

14

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

15

Contributing to the environment throughsocial activities

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

To contribute to exist in harmony with nature, to value natural resources, to reduce CO2 emissions
and environmental education of the next generation through corporate citizenship activities

From P45

CSR from a social standpoint

Employees

16 Continued Enhancement of Job Satisfaction and pride
Enhancing workplace safety and health,

To foster a workplace environment in which employees feel motivated and take joy in their work

17 and employee health management

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

18 Respect for diversity

To foster improved employee satisfaction by maintaining a diverse workplace environment

Respect for fundamental human rights, including theSociety and communities

19 rights of children and others to be free from forced labor To promote human rights, value diversity and treat every employee with dignity and respect
Developing social activities to build a sound20 and sustainable society

Encouraging employees to do volunteer work in

To contribute as a corporate citizen to the realization of better communities

21 their communities

To encourage employees to volunteer in their local communities

22 Helping realize a safe society

To promote safe driving that is free of traffic accidents

CSR Report 2011 28

Initiatives Related to the 22 CSR Focus Points

Fundamental CSR activities
22 CSR Focus Points

Focus
Point

Objectives for achieving our ideal state

1

Securing stable profits
as a business• To maintain stable profits by achieving the objectives outlined in the Mid-termManagement plan

2

Ensuring a thorough understandingof and adherence to compliance• To comply with laws, regulations and company policies, and to make ethicaldecisions that implement better business practices

3

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

4

Communicating with stakeholders• To build effective communication structures that address the needs of both thelocal community and Bridgestone’s business• To actively pursue effective communication with various stakeholders

1

Securing stable profits as a business

Focus
Point

2

Ensuring a thorough understanding ofand adherence to compliance

The Bridgestone Group works continuously to secure stable

Basic approach to complianceprofits and develop its businesses in order to support our local

The Bridgestone Group believes compliance consists of properly

communities. Throughout 2010, we continued to strengthen oursatisfying societal requirements and expectations. We arecompany’s operating base and implement strategic policies, whilecommitted to building a basis for relationships of trust with all

abiding by the terms outlined in our Mid-term Management planstakeholders by conducting our business operations in aand keeping with our “Lean & Strategic” approach. In December

responsible manner by complying with laws, regulations and2010, the Bridgestone Group’s consolidated net sales increased

company policy; acting ethically; and making ethical decisions

10%, to ¥2861.6 billion. Operating income rose 120%, to ¥166.5

that implement better business practices.

billion, and net income increased by ¥97.9 billion, to 98.9 billion.

29 Bridgestone Group

Activities that progressed the most in 2010 are shown in different colors.

Principal plans for 2011 and beyond• Developing our businesses strategy that is in-line with the Mid-termManagement plan and the “Lean & Strategic” approach• Securing profits through a business reorganization and other initiatives inorder to facilitate the development of new business models andimprovements in management efficiency while remaining consistent with the
Mid-term Management plan, as well as the social and environmental aspects
in which we do business• Launching a self-check program that ensures compliance throughout
our companies• Launching compliance management training for managers at Bridgestone• At Bridgestone and Group companies in Japan:• Continuing to educate by raising awareness through activities forindividual employees• Issuing regular communications and developing awareness-raising tools• Improving training for managers and offering position-specific training
for non-managerial employees• Formulating business continuity plans (BCPs) describing how theorganization would cope with a major earthquake at Bridgestone’s domestic
diversified product and steel cord plants• Holding drills simulating crisis situations, establishing an emergency
affairs office and expanding use of the safety confirmation system for
employees in order to enhance the Group’s crisis operation readiness• Continuing to identify potential risks throughout the Group• Entity-level managed risks and regularly reviewing solutions to those risks• Implementing risk management standards at overseas SBUs
• Formulating BCPs for Group manufacturing companies in Japan• Holding exercises at Bridgestone’s companywide emergency affairs office
and at On-site task force at the Head Office, Kodaira and Yokohama• Establishing Mid-term objectives for structures at Group companies thatfacilitate communication with stakeholders• Developing communication structures at Group companies to achieve
Mid-term objectives• Clarifying the roles and responsibilities of the SBU headquarters as part of theeffort to develop communication structures at Group companies

Compliance structures

Basic compliance program

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

Bridgestone has adopted a three-pronged basic programas the individual with ultimate responsibility for compliance. We

to ensure a thorough understanding of compliance among

have also established specialized compliance departments andemployees:

worked to strengthen and ensure the effectiveness of these

1.	Strengthening management-level leadership, which serves

departments. At our facilities, the head of the organization isas the driving force behind the Group’s compliance efforts

responsible for compliance, appointing a Compliance Promotion

2.	Raising awareness of compliance-related issues among employees

Leader and leading efforts to enhance training, awareness and3.	Enhancing the structures that support these efforts

Fundamental CSR activities

Principal achievements in 2010

compliance standards.
Furthermore, we have formed a Compliance Committee toEach year, we have implemented a number of measures indeliberate on matters such as company compliance policies andthese three areas and worked to ensure that our employees areimportant compliance-related issues. This committee regularly

upholding these measures. In addition to continuing this program,reports on the status of the efforts to the Integrated CSR

we will redouble our efforts to promote a thorough understanding

Enhancement Committee and the Board of Directors in order toof compliance.

enhance compliance standards.
In 2010, we conducted a self-check program to assess thestate of compliance at major Group companies in Japan.

CSR Report 2011 30

Fundamental CSR activities

Compliance training

compliance by inviting them to think about how their decision

Bridgestone and certain Group companies in Japan havemaking and how to guide subordinates by discussing incidents

compiled a Compliance Casebook detailing past incidents boththat could occur in the course of company operations.

internally and externally, based on compliance-related matters, aswell as examples conceived to encourage awareness of risk-

Compliance hotlines

management within each facility. We continue to offer awareness-

Bridgestone has created two compliance hotlines —bothraising training programs that take advantage of this resource tointernally and externally— to outline and respond todeepen employees’ understanding of compliance.

compliance-related issues as quickly as possible. Hotline

During 2010, we once again offered an e-learning program

personnel work to ensure that individuals utilizing this resourcethat helps all employees learn the basic principles needed to do

do not suffer adverse consequences and provide feedback

their jobs based on the Casebook, which was completed byconcerning the results of any investigation and the direction

about 7,000 employees; as additionally, we have conducted

taken by the company to address related concerns.

discussion-based training at individual workplaces to increase

We also strive to encourage employees to use the hotline

employee awareness of the Bridgestone vision so that itby providing contact information, data outlining the trend intranslates into everyday business. About 16,000 employees

the number of calls received, descriptions of the types of calls

attended this program.

previously received by the hotline, and other information on

We are also moving to enhance training so that it betterthe corporate intranet. In 2010, 120 calls were received, ofaddresses the roles of specific employee levels within thewhich 25% involved interpersonal relations and 22% involved

organization. During 2010, we offered a new complianceconfirmation of the rules by which the employee’s job should

management training program for managers; about 200

be conducted.

managers attended. This program is designed to raise awarenessof the participants’ own roles in promoting organizational

Focus
Point

3

Ensuring business continuity

Risk management structures

In Japan, we continue to augment emergency drills by

The Chief Risk Management Officer (CRO) is responsible forformulating BCPs for individual sections as a way to prepare for adeveloping and managing the Bridgestone Group’s risk

major earthquake, and during 2010 BCPs were put in place formanagement standards in accordance with the Basic Risk

Bridgestone’s diversified product and steel cord plants in Japan.

Management Manual.
The CRO-chaired Risk Management Committee, which reports
to the Integrated CSR Enhancement Committee, shares potential

We also expanded use of the safety confirmation system byenabling its use at the section level as a way to enhance our
emergency communications structures.

risk information throughout the company, examines solutions andprovides guidance to offices concerning how those solutions

Dealing with H1N1 influenza

should be implemented.

The Bridgestone Group has formulated BCPs for individual

Each section and business facility has an assigned riskbusiness facilities to address the spread of diseases, a risk thatmanagement supervisor who works to identify risks andwas highlighted by the recent H1N1 influenza virus pandemic. We

implement preventive measures.

were able to minimize the effect this pandemic had on ourbusiness operations, which began in 2009 and continued into

Addressing risk and expanding the BCPs

2010, by responding swiftly in Mexico and North America, where

In 2010, the risk identification process continued at Bridgestone

the outbreak originated. Another key part of our response was toas well as at Group companies in Japan and overseas in which

stay abreast of the situation by summarizing surveys detailing theBridgestone holds a majority share. Of the risks identified in thisnumber of infected individuals at business facilities in Japan andprocess, Bridgestone will address Entity-Level Managed Risks

overseas by business facility and region. Bridgestone will continuethat require a Group-wide response.

to enhance its influenza countermeasures in the future.

31 Bridgestone Group

Emergency drills

drills, providing an opportunity for

Looking to institutionalize the lessons learned from a fire at its

employees to reaffirm their

Tochigi Plant in September 2003, the Bridgestone Group has

commitment to preserving thedesignated September 8 of each year as Bridgestone Groupmemory of that day and to neverDisaster Prevention Day. We hold comprehensive emergency

allowing another fire to occur.

An emergency drill at Bridgestone’s
Amagi Plant

Dealing with a large-scale disasterIn addition to installing receivers for earthquake early warning signals to

At the Bridgestone Head Office building, employees worked to assure

ensure employee safety and business continuity, Bridgestone periodicallysafety by putting on helmets and shoes designed to make walking easy

holds exercises involving the establishment and operation of a task force

just as they do in everyday drills, and they loaned helmets to visitors at theheadquarters in each office. We also hold regular drills in the area aroundfacility. The safety and whereabouts of employees were verified by means

the Bridgestone Head Office so employees can practice returning home onof a roll call and the safety confirmation system. When large-scale publicfoot, as they might need to in the event of an earthquake.

transportation cancellations across the capital region following the

These drills were helpful in the wake of the Tohoku Earthquake andearthquake impacted some employees’ ability to return to their homes;

Tsunami of March 11, 2011, when employees were able to act without

employees who determined that they could return safely did so after being

confusion and according to predetermined procedures.

provided with water and food. Those who were unable to return home

Fundamental CSR activities

TOPICS

were given food and water and accommodated at company facilities.

Focus
Point

4

Communicating with stakeholders

Performance in 2010 and future initiatives

issues that need to be addressed in the near term.

During 2010, the Bridgestone Group established a basic

In the future, Group companies will enhance communication

approach to communications and worked to promotewith a larger and more diverse group of stakeholders. Additionally,

understanding of that approach at Group companies. At thethey will work to build communication structures in order tosame time, Group companies established Mid-term objectives

achieve the Mid-term objectives they have established and launchfor communication structures in light of an assessment of thea full range of communication activities.

current state of their communication activities, and to identify

TOPICS
Communicating with local communities through environmental education programs:
Joint Initiatives with Thailand’s Ministry of Education and the World Wide Fund for Nature
Thai Bridgestone continues to participate in the Green Young Investigator

communication with stakeholders by communicating closely with local

Project, a joint effort with Thailand’s Ministry of Education and the WWF

communities and disseminating information about initiatives to the(World Wide Fund for Nature). Thailand envisioned this program as a way

media in a timely manner.

to increase environmental awareness among young people. During 2010,
about 300 students participated in the project, which is designed to help
young people learn about the importance of nature by analyzing

The Green Young
Investigator Project is a joint
effort with Thailand’s
Ministry of Education andthe WWF Thailand.

environmental problems and creating nature conservation plans. In the
future, Thai Bridgestone plans to select schools with model environmental
programs and expand those activities to other schools through theteachers and students who are involved in them.
Thai Bridgestone, which emphasizes the environment and educationin its community service activities, is working to further enhance*For more information about other communication activities, see page 23.

CSR Report 2011 32

Initiatives Related to the 22 CSR Focus Points

CSR through business activities
With customers
22 CSR Focus Points

Focus
Point

Objectives for achieving our ideal state5

Providing attractive,
high-quality products and services• To coordinate all supply chain activities with an awareness of the need toprovide safe, high-quality products and services• To develop mechanisms for implementing raw material procurement, design,development, production, distribution and sales in a safe, high-quality manner

6

Technological innovationthat generates new value• To realize new technologies that enable us to supply products and services thatmarkets and customers find valuable

7

Development of products andservices based on customer’s voice• To identify differences and changes in needs and user sensitivities in eachmarket and apply them to product improvement, next-generation productdevelopment and company-wide product strategies• Developing a system to deal with customers based on speed, courtesy,
fairness and facts.

8

Commitment to fair businesspractices and competition• To establish tangible objectives to achieve corporate compliance in the area offair business practices and competition. These objectives will reflect, among
others, sanctions to be imposed by government authorities on cartel andinappropriate payment issue

5

Providing attractive, high-quality products and services

Basic approach to quality management

Group Global Quality Management Self-assessment

The Bridgestone Group is committed to quality by establishing

The Bridgestone Group introduced the Group Global Quality

the following approach for employees to “strive to build in everManagement Self-assessment in 2008 as a tool for visualizing

higher levels of quality by adopting the customer’s perspective

quality management at Group companies in order to moreat all times and to provide superior quality throughout the supply

effectively establish and enhance the quality management

chain.” To pursue quality activities in a consistent, coordinatedapproach. The self-assessment provides a framework withmanner throughout the Group, we strive to embrace awhich companies can assess their own approach to quality“Customer First” philosophy in all operations, build andmanagement in the following five areas: commitment to quality

strengthen a quality management-oriented approach, minimize

management; development of relationships of trust withmajor quality risks throughout the supply chain and help

customers; organizational approach to and development ofenhance corporate brand value in accordance with the Groupquality activities; human resources training; and overall benefits

Global Quality Management Guidelines.

of quality management activities. The number of Group

33 Bridgestone Group

Activities that progressed the most in 2010 are shown in different colors.

Principal achievements in 2010

Principal plans for 2011 and beyond• Enhancing mechanisms for obtaining customer feedback on the quality
improvement process by launching a VOC (Voice of Customer) Improvement
Project office.
• Identifying consistent Group issues in an effort to improve quality andcontinuing to offer assistance for Group companies’ quality improvement
activities from the Quality Assurance Division• Enhancing activities incorporating safety, quality and environmental
components in accordance with the Group Global Quality
Management Guidelines• Expanding efforts to improve quality from the customer’s perspective• Implementing quality improvement activities that have been shaped by acommon, global direction across the entire Group• Identifying quality improvement activities in a way that helps enhance theGroup’s corporate brand value• Expanding the number of products that use the fuel-efficient tire
grading system• Developing and bringing to market REGNO GR-XT, a passenger-vehicle tirethat delivers a quiet, dynamic performance, and excellent fuel economy• Launching the AeroBee electronic paper information terminal, which offers
full-color input functionality with dramatically reduced power consumption• Developing and bringing to market COOLSAFE, a heat-shielding film forarchitectural glass that combines excellent heat-shielding performance withglass safety• Coordinating research and development to help commercialize new technologies• Enhancing production technologies so that they can accommodate additional
technological innovation• Improve and nurture personnel involved in development work

• Organizing customer input collected around the world and sharing it
throughout the Group• Beginning to label products using a fuel-efficient tire grading systemthat indicates the rolling resistance and wet grip performance of
fuel-efficient tires• Continuing initiatives designed to share customer’s voice received by the
Customer Communication Center with relevant departments and applying it
to company activities• Taking into consideration the customer’s voice collected around the world tofuture product strategies• Launching training in fair business practices and competition for employees ofoverseas Group companies• Continuing to implement preventive measures against inappropriate
behaviors, including through training in fair business practices andcompetition for sales personnel at Bridgestone and at Group companies
involved in sales in Japan as well as employees seconded from theBridgestone Head Office to overseas Group companies• Expanding training for employees of overseas Group companies

companies that use the self-assessment has been increasing• Quality management mission

year by year. During 2010, 70 of our companies in Japan andEmbracing the company’s mission of “serving society with superior quality,” we strive to
produce even higher levels of quality by putting our customers’ needs first at all times,
and to provide superior quality throughout the supply chain.

overseas did so — an increase of eight companies compared tothe previous year, during which seven previously included
companies were consolidated.
Additionally, we created a list of requirements for improving
sales and service quality, and identifying associated issues in

Ultimate quality
Enhancing the corporate brand (attractive quality)
Filling the gap between current quality performance and quality objectives,
Comprehensive VOC analysis, Individual part/product management (traceability)

preparation for expanding the Group Global Quality

Eliminating major quality risks throughout the supply chain

Management Self-assessment to include Group sales

Market quality monitoring, Assurance of raw material quality, Product conformity 100%,
Quality risk improvement, Assurance of quality in the development process, Sales and service quality

companies. During 2011, we will address these issues andEstablishment and enhancement of quality management foundation and standards

expand the scope of the self-assessment to include Group

Quality Management self-assessment, Market action rules, Third-party evaluation,
Quality cost (COPQ) management, Global quality education

sales companies.

C S R th r o u g h b u s in e s s a c tiv itie s• Expanding the scope of the quality management self-assessment toinclude 70 Group companies (an increase of eight companies compared tothe previous year, during which seven previously included companies wereconsolidated)• Developing a fuel-efficient tire grading system that measures andguarantees the rolling resistance and wet grip performance of
fuel-efficient passenger-vehicle tires sold in Japan

Embracing a “Customer First” philosophy in all operations
CSR Report 2011 34

CSR through business activities

With customers

Developing and enhancing structures

2010, we developed a grading guarantee system for fuel-efficientfor pursuing quality activities

passenger-vehicle tires sold in Japan, which covers rolling resistanceThe departments responsible for quality at Bridgestone, which also

and wet grip. In 2011, planned initiatives include expanding thecover the entire supply chain from product planning to after-sales

products covered by this system, forming VOC (Voice of Customer)

service, strive to make improvements throughout the supply chain

Improvement Project Offices as part of Group companies’ quality

based on the Group Global Quality Management Guidelines and thesections and expanding mechanisms for bringing customer input toGroup Global Quality Management Self-assessment. Throughout

bear on quality improvement processes throughout the Group.

Focus
Point

6

Technological innovation that generates new value

Providing valuable products and services

and super-thin, fully flexible electronic paper terminals.

The Bridgestone Group continuously conducts research andWe will continue to enhance the basis of our development

development of new technologies in order to provide products

capabilities through human resources development and otherand services in a more timely manner, that markets and customers

initiatives so that we can better meet customer expectations.

will find valuable. We also work to improve the technologies that

* Run-flat tires: Tires that can be used with zero inflation pressure for a certain distanceat a manufacturer-specified speed.

make it possible to manufacture products featuring new
structures and materials. Sharing technological information
throughout our company and putting it to use in the creation of

The Bridgestone Group’s technologicalour products comprise the basis of the Group’s approach.

development structures

A series of cumulative technological innovations made it

The Bridgestone Group maintains Technical Centers for our tire

possible for Bridgestone to develop products, such as third-

products in Japan (Tokyo), the U.S. (Akron, Ohio), Italy (Rome), andgeneration run-flat tires* whose riding comfort compares favorably

China (Wuxi) as part of our effort to develop technologies that meetwith normal tires and REGNO GR-XT, which combines improved

customer needs based on an understanding of the requirements

fuel efficiency with excellent quietness and dynamic performance.

and characteristics of markets worldwide. At the Technical Center

We also actively incorporate these innovations into thefor diversified products, which is located on the grounds of thetechnological development of products other than tires, including

Yokohama Plant, employees strive to enhance the company’s ability

electronic paper terminals for displaying electronic information

to meet customer needs and accelerate product development.

TOPICSThe REGNO brand’s first fuel-efficient tire, GR-XT, combines a quiet ride with improved fuel economy
REGNO GR-XT, which was launched in February 2011, reduces noise on a

Additionally, the GR-XT makes use ofvariety of road surfaces compared to its predecessor (the REGNO GR9000)

advanced NanoPro-tech technology to lower

by combining leading-edge materials with the latest in structure and profile

rolling resistance and improve wet grip

design to reduce the generation and transmission of noise. Furthermore, theperformance for improved ride comfort,

tires provide a sonic tone that passengers find pleasant by suppressing

dynamic performance, and fuel efficiencychanges in road noise caused by changes in the road surface.

(environmental performance).

Focus
Point

7

REGNO GR-XT

Development of products and services based on customer’s voice

Sharing customer’s voice
The Bridgestone Group has put in place structures for collecting

we work to share it throughout our company.
Striving to share customers’ voices throughout the Group, we

customers’ voices from around the world by a variety of means,

will continue to pursue initiatives to apply customer’s voice toincluding through the Customer Communication Center, customer

attractive products and services in the future. We will also supply

interactions at retailers, product monitors, market surveys, andstructures at every Group company to actively solicit customer

surveys conducted by outside entities. This information comesinquiries and opinions and deal with them appropriately.

together at the Bridgestone Tire Products Strategies Division, and

35 Bridgestone GroupCustomer Communication Center activities

In managing customers’ personal information, the Bridgestone

Bridgestone’s Customer Communication Center responds to a

Group adheres to all relevant legal protections and otherbroad range of customer inquiries, most of which center on tires.

regulations in each country in which it operates.

During 2010, the Center received a total of 14,112 questions
and opinions, of which about 85% involved tires. Broken down by

Tire labeling system initiatives

mode of inquiry, 11,810 took the form of phone calls, while 2,302

In 2010, Japan’s tire industry introduced a nationwide tire labelingwere received via e-mail or traditional letters. The number ofsystem* that enables tire manufacturers to indicate tire

inquiries received by e-mail increased by 20% compared to 2009.

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

Bridgestone strives to respond to all questions and opinions
quickly, politely, fairly and in a manner that is based on objective

a single set of common evaluation criteria.
As of March 31, 2011, Bridgestone sells five products in Japanfact. Additionally, customer feedback is tabulated on a daily basis,that meet the fuel-efficient tire performance requirements of theand the results are provided to relevant sections and sales

new tire labeling system: the ECOPIA EP100S, ECOPIA EP100,

companies, including management, in the form of a monthly

ECOPIA EX10, REGNO GR-XT, and SNEAKER SNK2 ECOPIA.

report in order to improve customer satisfaction and make our

Similar systems are scheduled to be introduced in Europe andexpected in the United States. The Bridgestone Group will actively

Communication Center works in conjunction with Quality

support these systems in an effort to provide useful information to

Assurance Sections to share information throughout the company

help customers choose tires.

and to apply it to company activities.
• Mechanisms for responding to customer inquiries
Inquiry received
by phone,e-mail, etc.
Customer Response fromthe Customer
Communication
CenterExample of fuel-efficient tire labeling• Sharing customer opinions
Customer• Verifying objective facts
Communication
related to those opinions
Center• Verifying response content

Direct response to inquiries

Focus
Point

8

Quality, sales, development
and other relevant company
sections; Group companies

Application of customer
opinions to the improvementand development of products
and services* 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 standardsof rolling resistance and wet grip performance as “fuel-efficient tires,” the systemprovides information on labeling designed to provide appropriate information to
consumers. It applies to summer tires for passenger vehicles that are purchasedby consumers at tire retailers. More information about the labeling system isavailable at the JATMA website.

C S R th r o u g h b u s in e s s a c tiv itie scustomers’ voices known. Furthermore, the Customer

Commitment to fair business practices and competition

Structures and training designed to assure

employees seconded from the Bridgestone Head Office tofair business practices

overseas Group companies.

In May 2007, allegations of international cartel activities regarding

In 2010, we also began training for employees at our

the sales of marine hoses were revealed. Since then, thecompanies overseas in order to enhance our Group-wide

Bridgestone Group has looked into and assessed the allegations

initiatives. By using materials prepared in each country’s nativeof the cartel’s activities and bribery to foreign government officials

language, wherever possible, and having personnel from theby cooperating with the investigation by government authorities.

Legal Department of Bridgestone Head Office speak directly to

In addition, the Bridgestone Group continues to monitor issues to

employees, these training sessions are aimed to enhance

prevent such inappropriate behaviors. Our commitment to fairunderstanding of the importance of complying with laws andbusiness practices and competition begins with compliance withpreventing inappropriate practices and to ensure actions thatthe laws of all the countries in which we do business and extendsalign to such understanding.

to efforts to establish structures that will ensure the Group’s own
standards are not violated.
We are particularly focused on training for employees. We have

Furthermore, we will support measures by our overseas
companies to prevent inappropriate practices by having personnel
from the Legal Department of Bridgestone Head Office listen

continued to implement preventive measures, including

directly to input from our overseas employees and assess local

through training for sales personnel at Bridgestone and at

business practices and other customs.

Group companies involved in sales in Japan as well as

CSR Report 2011 36

CSR through business activities

With business partners / With shareholders and investors
22 CSR Focus Points

Objectives for achieving our ideal state

9

Fair procurement activities• To aggressively implement policies on fair procurement activities and develop
related systems• To develop fair and impartial systems for selecting suppliers

10

Enhancing CSR procurement• To build relationships with business partners and ensure the thoroughimplementation of CSR enhancement structure

11
information in
12 Disclosing
a timely and appropriate manner
Returning profits
by enhancing corporate value

Focus
Point

9

Fair procurement activities• To pay dividends based on a comprehensive evaluation of business performanceand financial standing in the context of a philosophy emphasizing theimportance of offering a dividend that stays consistent over time
• To disclose information in a fair and impartial manner• To provide information that the company deems relevant to investment
decision-makers in a timely, ongoing manner, where disclosure is possible

Focus
Point

10

Enhancing CSR procurement

Enhancing fair procurement activities

Initiatives designed to promote CSR procurement

During 2010, study courses on the Act against Delay in Payment

Building on efforts launched in 2009, we worked to promoteof Subcontract Proceeds offered in Japan were expanded toan approach to CSR procurement throughout the Group

include all departments involved in purchasing activities as a way

during 2010.

to better pursue fair procurement activities throughout theWe pursue CSR procurement through a framework known as

Bridgestone Group. We also launched initiatives to enhance fair

the Supply Chain Partnership Development System, which brings

procurement activities at Group companies overseas.

Bridgestone and its business partners together in order to

In 2011, we plan to enhance fair procurement activities byimprove their overall competitiveness. During 2010, we expandedboth further expanding study courses on the Act against Delaythe number of business partners in Japan and overseas from 269

in Payment of Subcontract Proceeds offered in Japan andto about 500 that received our CSR Self-Check Sheet.

sharing information related to fair procurement activities among
Group companies.

To assist in business partners’ voluntary improvement activities,
we analyze CSR Self-Check Sheet results, propose general
directions for improvement efforts, and hold CSR seminars.
In 2011, we plan to expand the number of business partners
targeted for CSR procurement and enrich the CSR seminars andon-site assistance for our business partners.

37 Bridgestone Group

Activities that progressed the most in 2010 are shown in different colors.

Principal achievements in 2010

Principal plans for 2011 and beyond• Enhancing study courses on Japan’s Act against Delay in Payment of
Subcontract Proceeds for coordinators responsible for purchasing activities• Enhancing efforts among Group companies by sharing information related tofair procurement activities• Launching a program of CSR self-assessment with Bridgestone
diversified products’ business partners and certain overseas Group
companies• Encouraging more business partners to assess their own CSR progress• Supporting business partners’ efforts to improve their CSR activities• Comprising interim dividends of ¥10.0 ($0.12) and year-end dividends of¥10.0 ($0.12) per share, annual dividends for fiscal 2010 totaled¥20.0 ($0.25) per share.

• Enhancing the Group’s management base in preparation for the future
development of its business and improving performance• Holding review meetings on annual and quarterly financial results and on the
Mid-term Management Plan and posting audio recordings to the website• Redesigning the Investor Relations (IR) website• Increasing communication with shareholders by enhancing the quality of
information provided in Annual Shareholders’ Meeting, briefings on annual
and semi-annual financial results and on the Mid-term Management Plan
• Expanding information disclosure by enhancing business reports, annual
reports and the IR website

Focus
Point

11

Returning profits
by enhancing corporate value

Focus
Point

12

Disclosing information in a timely
and appropriate manner

Achieving stable, long-term growth

Disclosing information about management andand improving corporate value

business activities in a timely and appropriate manner

Bridgestone follows a basic policy of improving performance while

Bridgestone strives to disclose information in a fair and impartial

enhancing its management to prepare for the future development

manner in accordance with Japan’s Financial Instruments andof its business and yield returning profits for its stakeholders.

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

We are committed to meeting shareholder expectations

stock exchanges on which its shares are listed. Furthermore,concerning dividends by comprehensively evaluating current

we follow a basic policy of providing information that we deemand future business performance and financial standing in

relevant to investment decision-making in a timely and ongoingkeeping with a philosophy emphasizing the importance ofmanner when it is possible to do so, even when disclosure is notoffering a dividend that stays consistent over time. We pay twolegally required. In this way, we seek to facilitate both

dividends each year: interim dividends by resolution of the Board

understanding of our management and business activities andof Directors and year-end dividends by resolution of the annual

provide an accurate assessment of our corporate value.

C S R th r o u g h b u s in e s s a c tiv itie s• Expanding employee participation throughout Japan in classes about
Japan’s Act against Delay in Payment of Subcontract Proceeds• Beginning to develop initiatives for enhancing fair procurement activities
at Group companies overseas

shareholders meeting. Comprising interim dividends of ¥10.0($0.12) and year-end dividends of ¥10.0 ($0.12) per share,annual dividends for fiscal 2010 totaled ¥20.0 ($0.25) per share.
We strive to strengthen the long-term stability of our management
by using retained earnings to develop and enhance our domestic
and overseas production and sales structures and to fundresearch and development activities.

CSR Report 2011 38

Initiatives Related to the 22 CSR Focus Points

CSR through environmental activities
22 CSR Focus Points

Objectives for achieving our ideal state

13

Contributing to the conservationof the environment throughproducts and services• To improve tire rolling efficiency by 25%, compared to a 2005 baseline, by 2020
• To expand the retread tire solutions business to utilize resources more
effectively and reduce carbon emissions• To develop resource-saving technologies to use resources more effectively andreduce carbon emissions• To develop new raw materials and compound materials help achieve sustainability• To expand the range of environmental products offered under our diversified
products business

14

Contributing to the conservationof the environment throughout
the supply chain(procurement, production,
distribution, and sales)• To conduct manufacturing operations in a way that facilitates harmony with asociety based on “ecological conservation”, “resource conservation” and“reducing carbon emissions”.
• To lower CO2 emissions per sales from company’s total operations (raw materialand component procurement, manufacturing and logistics) and also its products’“after-use,” compared to fiscal 2005 levels, by 2020
• To implement reduce, reuse, and recycle activities (the 3Rs)
• To make efficient use of water resources• To make appropriate use of chemical substances and natural resources

15

Contributing to the environment
through social activities• To facilitate the implementation of community service activities that benefit the
local environment, as well as a shared understanding of the issues at all Group
companies and worksites

Environmental Mission Statement
In May 2011, Bridgestone refined its global Environmental Mission

efforts to “reduce CO2 emissions.” The company clarified theStatement. This statement was first released in 2009.

direction of its long-term environmental aspirations while taking

The statement was refined to clarify the direction of Bridgestone’s

decisive action with respect to three important environmental

long-term environmental aspirations. It was also made easier toperspectives: ecological conservation, resource conservation

understand through the use of simpler language. This refinement

and reducing carbon emissions to build a sustainable society.

is aimed to help raise environmental awareness among all theemployees around the world, which in turn will lend strength to

2. Simplification of language.

our efforts to develop a sustainable society. Details regarding the

In order to better connect the Environmental Mission Statement

refinement are outlined below.

with the efforts of each individual employee, we have illustrated
the concept behind the Bridgestone’s long-term environmental

1. Clarification of the direction of the Bridgestone’s
long-term environmental aspirations.
In order to exist “in harmony with nature,” Bridgestone willaspirations using visual representations and made theEnvironmental Mission Statement easier to understand by using
simpler language.

develop and utilize technologies that “value natural resources”

The refined Environmental Mission Statement continues towhile addressing the urgent matter of global warming throughportray the Bridgestone’s unchanging environmental philosophy—

39 Bridgestone Group

Activities that progressed the most in 2010 are shown in different colors.

Principal achievements in 2010

Principal plans for 2011 and beyond• Beginning to announce progress in improving tire rolling efficiency• Intensifying development of fuel-efficient tires and expanding thebusiness globally• Expanding the retread and solutions business globally• Announcing The Bridgestone Approach to Resource Conservation• Increasing production Capacity of Adhesive Film for Solar Modules in Japanand beginning production in Europe• Announcing targets for reducing CO2 emissions and launching a carbon(CO2 emissions) management initiative• Enacting and expanding use of solar power systems at Bridgestone plants
and training centers• Transitioning to the use of gas fuels, deploying energy-saving equipment
and enhancing heat recovery as a means of increasing the energy
efficiency and production efficiency at production worksites• Announcing The Bridgestone Approach toward Biological Diversity• Achieving full zero-emissions status at four plants in China as part of a global
effort to eliminate emissions and reduce the waste from manufacturing processes• Continuing the full zero-emissions status at all Bridgestone plants in Japan• Improving statistical data-keeping on chemical substances and risk
management mechanisms (which comprises the company’s chemical substancemanagement system)• Beginning to announce CO2 reduction results in manufacturing• Deploying alternative energy systems• Implementing additional improvements for production equipment andproduction methods at production worksites that were previous targeted forenergy efficiency and production efficiency enhancements• Announcing The Bridgestone Approach to Resource Conservation• Aiming for a series of goals related to reducing CO2 emissions in raw material
and equipment procurement, and introducing biodiversity considerations forinclusion in the Green Procurement Guidelines• Starting to monitor water reuse• Establishing new targets for the reduction of volatile organic compound (VOC)
emissions, which are highly harmful to the environment, and enhancing
reduction initiatives• Pursuing activities in accordance with the eco-Project Guidelines, including
Make Cars Green, which promotes environmentally friendly driving worldwide• Enhancing our pursuit of activities outlined in the Guidelines and programs
designed to help address local environmental issues“to help ensure a healthy environment for current and future*1 The three areas are “products andservices” and “operations,” bothactual elements of Bridgestone’s
business activities, and “community
activities,” which represents
Bridgestone’s initiatives that are
unrelated to its business activities.
*2 The two strategies for growth serveas the platform for supporting
Bridgestone’s activities in the threeareas of environmental progress andpromoting their continual
improvement. These two strategies
for growth are the “TEAMS (Total
Environmental Advanced
Management System)” andenvironmental communication.
(TEAMS: Total Environmental
Advanced Management System, ourown integrated group-wide global
environmental management system)

generations.” It also covers three areas of environmental
progress*1 and two core strategies for growth*2. We are currently
practicing environmental management activities based on theEnvironmental Mission Statement.
This refinement enables Bridgestone to enhance thecommitment to a diverse range of environmental activities that
go beyond its already wide-ranging business areas,encompassing initiatives on a global scale by defining thedirection of the Bridgestone’s long-term environmental
aspirations for the three important environmental perspectives
and adding to the three areas of environmental progress and thetwo core strategies for growth.

C S R th r o u g h e nv ir on me nta l a ct i vi t i es

• Announcing targets for reducing CO2 emissions and launching a carbon(CO2 emissions) management initiative• Starting to provide information about fuel-efficient tire grading based on a newlabeling system in Japan• Launching the ECOPIA EP100A fuel-efficient tire in China andother Asian markets• Expanding retread tire manufacturing and sales facilities in Asia and the East
• Launching the AeroBee brand of electronic paper information terminals withdramatically reduced power consumption• Developing COOLSAFE, a heat-shielding film for architectural glass withexcellent heat-shielding performance• Announcing The Bridgestone Approach toward Biological Diversity

CSR Report 2011 40

CSR through environmental activities

The Bridgestone Approach toward Biological Diversity (adopted in September 2010)
We, the Bridgestone Group, respect the principles of the Convention on Biological Diversity. We promote biodiversity to help ensure not only sustainability but also a
healthy, vibrant future. The Bridgestone Group is committed to enhancing biodiversity by leveraging its global presence. We are actively linking our world-wide network ofpeople with their unique wildlife habitats, and providing education and research needed to achieve healthy biodiversity at the gene, species and habitat levels. We at
Bridgestone are humbled by the lessons we can learn together with others in our communities by connecting with nature.
Key Activities
1. We will contribute to biodiversity conservation through active habitat preservation and enhancement at our operating locations and beyond our property lines.
2. We will contribute to biodiversity conservation through environmental education and research.

The Bridgestone Approach to Resource Conservation (adopted in May 2011)
We, the Bridgestone Group, are committed to ongoing improvement to be an ever better steward of our natural resources. We continually innovate our processes,
products and services to reduce, reuse or recycle raw materials, water and energy.
Key activities
1. We continually improve resource productivity, doing more with less, based on sales per raw material use.
2. We promote the development of technologies and business practices that encourage the recycling of raw materials, utilization of renewable resources andconservation of finite natural resources.
3. We reduce water consumption in our manufacturing processes by efficient use and recycling, while also promoting the protection and preservation of water in our
global communities.

CO2 emissions reduction targets

procurement, manufacturing and logistics) and also its products’ “after-use”.

The Bridgestone Group established targets for the reduction of CO2

2.	Bridgestone is pursuing a challenging goal to improve tire rollingemissions in April 2010 in order to help prevent global warming and build

efficiency by 25%, resulting in less fuel use and CO2 emissions froma sustainable society, and we are working to enhance related initiatives

driving, while also extending the life of its tires. Bridgestone estimates

through the product life cycle throughout the Group in order to achievethat the potential reduction in CO2 emissions from helping improve theirthose goals. We have established the following two targets using 2005 as

customers’ fuel efficiency exceeds the emissions related tothe baseline year to be achieved throughout the Group, including by our

Bridgestone’s operations and its products’ after-use.

overseas companies, by 2020:
1.	Bridgestone has established a global goal of 35% reduction in CO2 per sales

We will work to strengthen initiatives designed to reduce CO2 emissions
throughout the Group at every stage in the product life cycle.

from the company’s total operations (raw material and component• Initiatives involving business activity processes
Process

Initiatives to reduce environmental impacts

Raw material andWhile continuing its clear focus on enhancing product safety, quality and performance, Bridgestone will increase its focus on procuring more environmentcomponent procurement friendly materials and developing advanced materials that help reduce resources used in its products from raw materials such as natural rubber and carbon.
Manufacturing

Bridgestone will improve manufacturing efficiency through equipment and process enhancements to further reduce the energy invested in each product, whilefurther developing products to help minimize footprints on the environment, along with enhanced product safety and quality.

Logistics

Bridgestone will strive to increase transport efficiency through improved distribution strategy, including routing and delivery fleet performance.

After-use

Bridgestone will focus on prolonging the life of its tires and expanding retreading of truck, bus, aircraft and off-road tires, which was made possible by technologies
to reuse used tires by scraping the tread surface and bonding new rubber through vulcanization, as well as reducing per-tire weight, to help reduce waste
generation rates. Bridgestone continues to pursue the 3R's (Reduce, Reuse and Recycle) to enhance resource savings at all stages of its operations.

Product development

Regarding a tire's lifecycle, Bridgestone estimates that about 90% of CO2 emissions related to a tire are generated by its use on a vehicle. To help drivers reduce
emissions, the company will further enhance its development of tires with improved rolling efficiency to reduce fuel use, while also expanding educational programs on tireand vehicle maintenance and eco-driving. Bridgestone will also continue developing other products to help save energy and reduce CO2 emissions, such as electronic
paper, designed to replace thousands of printed pages, and building products which insulate buildings and reflect energy in order to maintain temperatures.

TOPICS
Certification as an Eco-First Company by the
Ministry of the Environment
In April 2011, the Bridgestone Group was certified as an Eco-First
Company after making a commitment to pursue environmental
conservation initiatives under the Eco-First Program* established by the
Ministry of the Environment.

41 Bridgestone Group* The Eco-First Program was created by the Ministryof the Environment to encourage leading companies
in a range of industries to dedicate more resources
to environmental conservation initiatives. In order toreceive certification under the program,companies make a commitment to the Minister ofthe Environment to pursue
initiatives to combat global
warming, promote waste
product recycling, andaddress otherenvironmental priorities.

Environmental management system
Enhancing environmental coordination functions andbuilding a carbon management system
Reflecting its belief that the environment is one of the top priorities in its
management, Bridgestone formed the Strategic Environment Planning
Department in 2010 to develop an environmental strategy that is moreclosely linked to the company’s management strategy. The Department
works closely with the eco-Activities Promotion Department to undertake• Global environmental management structures
GHO: Global Head Office• Issuing environmental management policies
at the highest level• Management review

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

Holding Global Environmental Council meetings
Japan Tire SBU

activities to achieve environmental objectives.
We have also formed the Carbon Management Promotion Unit under

Environmental
coordination function

Worksites• Environmental data collection, analysis, and risk assessment
Europe SBU

the Strategic Environment Planning Department to orchestrate a

Americas SBUGroup-wide response to the issue of global warming as part of an effort

China Tire SBU

to build a carbon management system capable of systematicallyDiversified Products SBU

reducing CO2 emissions.

Global environmental management structures

Group Environmental Committee

The Bridgestone Group pursues a Group-wide environmental

The Group Environmental Committee was formed to track

management program designed to balance the demands ofprogress in the Bridgestone Group’s environmental activities

business and the environment.

and to determine how the Group will address new issues.

The Group’s environmental coordination function (Global

The president and CEO joins corporate officers and other

Management Platform: GMP) communicates policies and activity

committee members in discussions and decision-making related

directions to individual SBUs, which then undertake environmental

to environmental policies, objectives, and Group responses toactivities on an independent basis in accordance with those policies

important environmental concerns.

and directions. Environmental activities and environmental data fromeach SBU are shared and analyzed as part of the Group’s PDCA
The Group has also developed TEAMS (Total Environmental
Advanced Management System), an original environmental
management system, for facilitating global environmental
management structure.

Focus
Point

13

41st meeting of the Group Environmental Committee(held in October 2010)

Contributing to the conservation of the environment through products and services

Expanding our offerings of environmentally friendly

COOLSAFE, a heat-shielding film for architectural glass. By offering

products and services

these products and services, we are working with customers to

The Bridgestone Group has announced the goal of reducing tireachieve a society founded on ecological conservation, resource

rolling resistance coefficients by 25%, compared to a 2005

conservation and reducing

baseline, by 2020, in order to promote a low-carbon society, a key

carbon emissions to build• Rolling resistance coefficient

step towards developing a sustainable society. We are working toa sustainable society(%)

achieve this goal, including by expanding our line of fuel-efficientdescribed in100

tires such as the ECOPIA EP100S. In 2010, we succeeded in

our Environmental

90

reducing rolling resistance coefficients by 3.4%,* compared to a

Mission Statement.

2005 baseline.
Bridgestone is also working to expand our products andservices that help reduce its environmental impact, including* Based on the weighted average ofpassenger car, truck and bus tires
sold during the year.

25%
reduction

2010
Performance2020 (Year)
Target80
70
60

expanding the retread tire solutions business in the global market,

50

launching the AeroBee brand of electronic paper products and40

expanding associated manufacturing lines, and launching

3.4%
reductionC S R th r o u g h en vi ro nm en t al act iv it i es(“plan,” “do,” “check,” “act”) cycle so that they drive improvements.

2005
Performance

CSR Report 2011 42

CSR through environmental activities

TOPICS
Developing a new retread tire solutions business
Tire retreading provides an excellent example of tire reuse. Retread tires

operating 14 Bandag retread factories in Japan. Contract volume, which

are manufactured by mill buffing the tread rubber surface on used tires tostood at about 10,000 vehicles on December 31, 2009, had expandeda predetermined depth, and then bonding new rubber and vulcanizing it sosteadily to reach about 44,000 vehicles by December 31, 2010. Startingthat the tire can be reused. Since everything except the tread rubber (i.e.,

in 2011, we plan to expand our retread tire business not only in Japan,

the entire base tire) can be reused, use of retread tires helps lower

Europe and the U.S., but also in developing nations such as those in Asia.

consumption of raw materials such as natural rubber and synthetic rubber,which are both produced using petroleum, while at the same timedecreasing the number of tires being disposed of.
A new business model: ECO Value Pack
By combining new tires, retread tires and tire maintenance in its new ECO
Value Pack solutions business, Bridgestone is able to increase tires’durability while offering both cost advantages to customers andenvironmental benefits. As of December 31, 2010, Bridgestone was

68% savings
New tires

Retread tires

100%

32%

Comparison of the amount of petroleum resources needed to manufacture newtruck and bus tires compared to retread tires
Source: JAPAN RETREADER’S ASSOCIATION

Environmentally friendly products win awards
AeroBee electronic paper

Conservation Month Award Ceremony, in the equipment and systems

Bridgestone is working to develop and commercialize AeroBee brandcategory, sponsored by the Ministry of Economy, Trade and Industry andelectronic paper, which helps not only reduce paper consumption but also

the 2010 Minister of thesave energy by only requiring power when switching the display, while

Environment Award for thedelivering the visual clarity approaching that of paper. In February 2011,

Prevention of Global Warming

the product received the Minister of Economy, Trade and Industry Prize atsponsored by the Ministry of thethe 20th Grand Prize for the Global Environment Award presented by theEnvironment.

Fujisankei Communications Group. Other honors received by AeroBee in2010 include the ECCJ Chairman’s Award at the FY2009 Energy

Focus
Point

14

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

Pursuing manufacturing in a way that helps build a2005. In May 2011, we announced The Bridgestone Approachsustainable society

to Resource Conservation.

The Bridgestone Group believes it is important to achieve

To further our goal of helping to reduce carbon emission,

ecological conservation, resource conservation and reducing

we reduced CO2 emissions per sales from company’s total

carbon emission in order to build a sustainable future.

operations (raw material and component procurement,

To further our goal of helping realize resource conservation,

manufacturing and logistics) and also its products’ “after-use”

we have consistently implemented and supported ecosystemby 10.6% in 2010, in pursuit conjunction with our goal ofconservation, research and educational activities in Japan andreducing emissions by 35% by 2020. We are striving to assurearound the world. We announced The Bridgestone Approach

the transparency of our operations by having a third-party

toward Biological Diversity in September 2010, and we areorganization issue a review and assessment of our CO2

currently striving to increase awareness throughout our company.

emission results. Going forward, we will continue to steadily

To further our goal of helping realize resource conservation,

enact initiatives to reduce CO2 emissions throughout thewe achieved full zero-emissions status at four tire plants incompany’s total operations (raw material and component

China in 2010. We have also maintained this same statusprocurement, manufacturing and logistics) and also its

continuously for all of Bridgestone’s plants in Japan since

products’ “after-use”.

43 Bridgestone GroupWe will also continue to work actively to help realize ecologicalconservation, resource conservation and reducing carbon
emission, which we believe is particularly critical to the

TOPICS
Bridgestone’s zero-emissions activities win recognition

development of a sustainable future.
The Clean Japan Center recognized the Bridgestone Group’s efforts• CO2 emissions per unit sales

600
10.6%
reduction

400

Chairman’s Award at the 2010 Award for 3R (Reduce, Reuse andAfter-use
Logistic
Manufacturing
Raw materials(tons per hundred million yen)500

to eliminate waste emissions with the Clean Japan Center
Recycle)-Oriented, Sustainable Technology.
The honor recognized Bridgestone’s ongoing full zero-emissions
operations at plants in Japan and the recent achievement of full35%
reduction

zero-emissions status at the Group’s four plants in China by utilizing
domestic expertise.

300
200
100
0

2005
Performance

Focus
Point

15

2010
Performance2020 (Year)
TargetBridgestone Group’s
CO2 Emission Report
Independent Review

Contributing to the environment through social activities

The eco-Project approach• Moving toward a recycling-oriented society

The Bridgestone Group is pursuing initiatives in the following

Creating a sustainable society through resource saving, energy

four areas, which comprise the eco-Project (helping addresssaving, and 3R (reduce, reuse, and recycle) activities

environmental issues through social action):Contributing to a reduction in CO2 emissions, which is regarded
as one of the most serious causes of global warming

Moving towarda recycling-oriented society• Protecting biodiversity

eco-ProjectProtecting biodiversity

Educating the next generation

Contributing to preserving and recovering nature to protect
the original ecosystems unique to each area
• Educating the next generation

Bridgestone Companies are engaged in local activities that are

Promoting environmental awareness in our communities,

consistent with the eco-Project Guidelines, which encapsulate

especially among the children

this approach.

C S R th r o u g h en vir o nme nt al act i vi ti e s

Preventing global warming• Preventing global warming

TOPICS
Eco projects all around the world
Electric Car Project with high-school students

Green Children Day

Engineers from Bridgestone Americas’ Technical Center assisted a group

Employees of Bridgestone Diversified Products Poland held a series ofof local high-school students working

environmental education activities

to develop an electric vehicle.

including an environment-themed
craft contest for children at its GreenChildren Day event in May.
The electric vehicle developed by
the high-school group

At the craft contest

CSR Report 2011 44

Initiatives Related to the 22 CSR Focus Points

CSR from a social standpoint
With employees
22 CSR Focus Points

Objectives for achieving our ideal state

16

Continued Enhancement of
Job Satisfaction and pride• To put in place a human resources system that fairly evaluates andcompensates employees, thereby encouraging them to excel at their jobs
• To design a training system that encourages development and growth ofmotivated employees

17

Enhancing workplacesafety and health, andemployee health management• To develop structures that will facilitate the elimination of serious accidents bymaintaining a high level of safety awareness, developing intrinsically safe
equipment and systems, building a management system that creates safe
workplaces, and enhancing emotional and physical health management

18
Respect for fundamental human rights,
19 including the rights of children and
Respect for diversity• To provide a work environment in which members of a diverse staff cantap their full potential• To pursue corporate activities based on “Our Group’s Stance of
Human Rights”

others to be free from forced labor

Focus
Point

16

Continued Enhancement of Job Satisfaction and pride

Approach to continued enhancement of job

manufacturing personnel. In 2011, we will continue to promotesatisfaction and pride and related initiatives

the development and implementation of consistent humanApproach to Continued enhancement of job satisfaction and pride

The Bridgestone Group shall strive to offer employees a motivating workplaceenvironment that inspires pride by means of the following measures:
1)	The Group shall strive to offer employees the satisfaction of personal
growth made possible by the use of interests, motivation, skills, andknowledge to overcome difficulties and achieve goals.
2)	The Group shall strive to develop a human resources system thatencourages employees to excel by fairly evaluating their achievements
and compensating them accordingly.
3)	The Group shall put in place an educational system to aid employees inindependent efforts to learn and develop skills.

resources and compensation systems as well as educational andtraining programs throughout the Group.

Employee satisfaction survey
Each year, Bridgestone conducts a satisfaction survey targeting
all employees, including contract employees, covering a broad
range of items such as job and workplace attractiveness andhuman resources policies including compensation. The response
rate for the fiscal 2010 survey was 92.9%, and the average score
for the company’s overall appeal was 3.31 out of 5 points, on parwith last year’s figure. This score was in line with thecorresponding score for a highly ethical manufacturing company

The Bridgestone Group has embraced the above approach tothat Bridgestone uses as a benchmark. In addition to providing

Continued enhancement of job satisfaction and pride. Group

feedback concerning survey results to employees via thecompanies continued to develop their human resources systems

corporate intranet, Bridgestone will conduct a comprehensive

and level-specific training programs during 2010. We also laid theanalysis of related issues, taking into account communications,

groundwork for enriched educational and training programs by

operational, and systems aspects of workplace conditions.

building the Global Training Center and Global Manufacturing

The results of the analysis will then be used to plan, develop,

Education Center, which will serve as human resources

and improve new policies.

development facilities for the Group by training office and

45 Bridgestone Group

Activities that progressed the most in 2010 are shown in different colors.

Principal achievements in 2010

Principal plans for 2011 and beyond• Developing human resources and compensation systems as well as
level-specific training programs for employees at Group companies• Opening a new Global Training Center and Global Manufacturing
Education Center• Putting in place and thoroughly implementing consistent human resources
and compensation systems as well as educational and training programs
throughout the Group• Expanding to all Group companies activities designed to raise safety
consciousness• Expanding to all Group companies the employee safety awareness survey• Expanding to all Group companies awareness-raising tools for improving
safety and health activities• Fostering safety awareness in the form of adherence to standards and rules• Continuing to promote intrinsic safety in equipment and systems• Improving activities by visualizing their status• Developing an action plan for increasing diversity at Group companies• Creating a communication website at Bridgestone for use by employees
utilizing the company’s childcare leave program• Planning specific measure for increasing diversity at Group companies andworking to ensure associated measures are thoroughly implemented• Continuing to offer training in accepting and respecting diversity at Bridgestone• Holding a briefing to outline “Our Group’s Stance of Human Rights”
for employees at Bridgestone• Communicating “Our Group’s Stance of Human Rights” to employees ofGroup companies

TOPICS
Holding the Bridgestone Group Awards

Focus
Point

17

Enhancing workplace safety and health,and employee health management

Approach to occupational safety and health
Each year, Bridgestone holds the Bridgestone Group Awards to recognize

The Bridgestone Group focuses its activities on consciousness,achievements by all Group employees. This awards program is designed toengineering, and system (management), working to enhance theimprove employee awareness of corporate activities that are based on thelevel of safety at its facilities by visualizing the status of activities in

Bridgestone Essence, foster a sense of unity and cohesion among Group

each area and steadily pursuing improvements. These efforts

employees, and send a message from the company’s management to employees

drive the development of Bridgestone’s occupational safety andworldwide by recognizing exceptional performance. The Bridgestone Group

health management system.

Awards include four honors of Excellent Business Achievement, Contributions todevelop safe workplaces in accordance with its Safety Mission

In March 2011, five groups of employees who had been carefully selectedStatement, which states that safety is the basis of all worker

from Group companies around the world were recognized at the Bridgestone

activity, that the assurance of safety is a precondition for all

Group Awards, which was also a ceremony commemorating the 80th

corporate activities, and that safety is an irreplaceable value thatanniversary of Bridgestone’s founding.

serves as both the source of mutual trust and the root of robust
corporate activities.
At the awards ceremony

These activities have been codified in the form of Mid-termplans for safety, health, and disaster prevention that are being
implemented throughout the Bridgestone Group.

C SR f ro m a so ci al sta nd p oi nt

Society, Environment Excellence, and Safety and Disaster Prevention.

Bridgestone continuously works to lower risks in order toFirestone Natural Rubber wasrecognized for its community
service activities in the West
African nation of Liberia.

CSR Report 2011 46

CSR from a social standpoint

With employees

Accidents

Actions to keep the workplace safe

The Bridgestone Group has established Global criteria for

Starting in 2009, Bridgestone’s management team began visiting

occupational injury in order to better assess accidents occurring atworksites operated by Bridgestone and other Group companies

Group production and distribution facilities. In addition to compilingin Japan to discuss the importance of giving safety priority over all

accident statistics on a quarterly basis, we put the resulting

other considerations. In the future, we plan to expand thisinformation to use in preventing similar accidents in the future.

initiative to include management at Group companies overseas.
As the next step, we will then facilitate the evolution of the• Frequency rate*

Rubber product manufacturing

1.50
1.00

program so that individual workplaces can independently increase

1

1.09

1.02

Bridgestone

their own safety awareness.

1.18

0.84

0.79

0.33

0.29

0.31

2006

2007

2008

Safety Consciousness Survey

0.99

1.12

0.50
0.00

Manufacturing

In 2009, we began conducting an 89-question survey in each of
several accident-related categories in order to assess the extent

0.70
0.18
2009

0.34
2010 (year)*1 (No. of casualties caused by accidents that resulted in a work stoppage of at least
1 day / total hours worked) × 1,000,000

to which safety awareness was being cultivated among
employees and to verify the effectiveness of the Group’s safetymeasures. In 2010, the survey was administered at 18 worksites
in Japan, 16 Group companies in Japan, and 1 worksite
overseas. We will analyze the results of this survey and apply
them in order to improve safety at the Group. We also plan to• Severity rate*

2

0.50

Rubber product manufacturing

Manufacturing

Bridgestone

expand the survey to include all overseas worksites.

0.42

Engineering initiatives
0.25

0.25
0.10

0.22

0.09

0.10

2007

2008

0.11
0.11
0.00

0.01

2006

Work procedures and equipment that could lead to serious injury in
the event of an accident must incorporate reliable measures for
0.08
0.01

0.07

2009

0.02
2010 (year)*2 (Total no. of working days lost / total hours worked) × 1,000

preventing accidents. In terms of technology, we are working to lower
risk by pursuing safety from the equipment design stage, including
store and warehouse equipment as well as production equipment,
and by maintaining safety during equipment use. These efforts

Bridgestone Group Mid-term safetyinclude conducting risk assessments to identify dangerous work

objectives and policies

procedures and parts of equipment that are inherently dangerous.

The Bridgestone Group has developed a Mid-term safety andDuring 2010, we continued to assign and train safety engineers

health plan that calls on Group companies to eliminate serious(SE) as experts in equipment safety and to conduct risk assessments.

accidents at production facilities in 2011 and in stores andBased on the results, we are working to implement safety measures,

warehouses in 2013. Specific policies have been established ingiving priority to equipment where major accident risks have been

the areas of consciousness, engineering and system (management)

identified. The effort to identify dangerous equipment and workin order to achieve Mid-term objectives, with the Mid-term plan

procedures and implement safety measures includes store andand specific policy initiatives being discussed and determined atwarehouse equipment.

an annual Group-wide meeting.
To facilitate speedier implementation of policies throughout

System- (management-) related initiatives

the Group, we began issuing Bridgestone Group Safety

The Bridgestone Group’s production worksites (with some

Activity Guidelines, a series of activity directives for eachexceptions) assess the status of safety and health activities

fiscal year, in 2009.

including legal compliance using checklists and make
improvements to rectify inadequacies.

Promoting safety consciousness

Additionally, from the standpoint of preventing recurrences,

To create safe workplaces, it is essential to cultivate safety

personnel utilize communications networks to provide information

awareness as a means of ensuring employees adhere toabout workplace accidents and fires that have occurred as wellapplicable standards and rules at all times. Principal activities inas the measures that were undertaken to prevent a recurrence.

this area include Actions to keep the workplace safe, as well as a

These activities comprise a series of continuous improvements

Safety Consciousness Survey, both of which were launched in 2009.

in the form of a safety management system.

47 Bridgestone GroupFocusPoint

18

Respect for diversity

Approach to respecting diversity and related initiatives

and take advantage of their full potential by launching a training

The Bridgestone Group formed a department to oversee theprogram for foreign employees along with supervisors andpromotion of diversity in 2008 and began applying its approach toadvisors in their departments.

respecting diversity throughout the Group in 2009.
Our Group’s stance of “Respect for diversity”

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

TOPICS
Introducing a social networking service for use by
employees utilizing the company’s childcare leave program
In 2010, Bridgestone opened Papa Mama Cafe, an in-house social
networking service (SNS) for use by employees utilizing its childcare
leave program (of whom there were 33 when the new service
opened). Developed in response to feedback from employees onleave indicating feelings of insecurity due to a lack of communication
with the company and a desire to eliminate such feelings by sharing
information while on leave, the program advances Bridgestone’s

In 2010, Bridgestone Group companies established a series of

support for parenting by providing opportunities for communication

voluntary objectives in diversity-related areas such as gender andamong employees on leave and between employees on leave anddisability and incorporated initiatives for achieving those objectives

human resources coordinators.

into their Mid-term plans.
Bridgestone launched training for female employees and theirsupervisors in 2009 as a way to support a greater role forwomen in its organization. During 2010, we worked to create
workplaces where foreign employees would find it easy to work

Focus
Point

19

Childcare SNS screen

Respect for fundamental human rights, including the rights of children
and others to be free from forced labor2010 achievements and future initiatives

In addition to respecting human rights in accordance with

In 2010, Bridgestone announced the Bridgestone Group’s “Our Group’s“Our Group’s Stance of Human Rights,” we appointed a Chief

Stance of Human Rights” to stakeholders on its website and the

Human Rights Officer in 2009 and are taking steps to ensure thatwebsite of subsidiary Bridgestone Americas, its U.S. holding company.

the Group’s approach to this issue is well understood throughout

We have also posted the policy on the corporate intranet, created athe organization.

hotline that employees can use to seek advice on human rights issues,“Our Group’s Stance of Human Rights”

1. Prohibition of discrimination
In all corporate activities, Bridgestone prohibits any acts that impair
individual dignity or discrimination based on race, ethnicity, nationality,and held briefings to explain the policy’s provisions in an effort toensure that it is well understood by all employees at Bridgestone.
We will continue to work to communicate the policy to employees ofGroup companies in Japan and overseas.

gender, age, language, religion, creed, social status, and disability or
any other related factors.
2. N o harassment

C SR f ro m a so ci al sta nd p oi nt

The Bridgestone Group’s Stance of Human Rights

No personnel shall speak or act in ways that degrade individual dignity
based on issues such as gender, authority or any other type of harassment.
3. N
 o child labor/forced labor
Bridgestone prohibits child labor/forced labor in any country.

The “Human Rights Stance” section of
Bridgestone Americas’ website

CSR Report 2011 48

CSR from a social standpoint

With society and communities
22 CSR Focus Points

Focus
Point

Objectives for achieving our ideal state

20

Developing social activities to build
a sound and sustainable society• To ensure all Group companies and worksites pursue corporate citizenshipactivities to address issues in their local communities

21

Encouraging employees to do
volunteer work in their communities• To support employees’ community service activities by providing information,
time, and funding

22

Helping realize a safe society• To raise awareness of traffic safety worldwide through Group activities

20

Developing social activities to build a sound and sustainable society

Structures for pursuing social activities

relevant sections of the company, under its Integrated CSR

The Bridgestone Group is engaged in a variety of activities

Enhancement Committee to discuss the overall direction of theworldwide, including efforts to raise safety awareness, conserve

Group’s social activities and associated action items andthe environment, and undertake community service initiatives that

information. We are also working to enhance the structures thatsuit local communities’ characteristics.

support Group-wide social activities by creating a section

Bridgestone has formed the Social Activities Committee, which

dedicated to the further advancement of social activities.

consists of a membership of corporate officers responsible for

TOPICS

More information about the Bridgestone Group’s corporate citizenship activities is available at the following links:
http://www.bridgestone.com/responsibilities/index.html

Cooperating with

Supporting employment ofa mobile library project

Solidarity caravandisabled individuals

Bridgestone South Africa provides free tires for

Employees at Bridgestone Argentina have

Working with welfare organizations, Bridgestone

use by a mobile library project that makes

formed a caravan team in concert with other

Metalpha USA, which manufactures steel cord

regular visits to rural schools that lack adequate

companies to provide clothing, medicine, andused in tire production, has undertaken an

books and textbooks.

other items to remote areas where supplies

initiative to actively hire disabled individuals.

are scarce.

The program was recognized in 2010 byProgressive Directions Inc., an organization thatworks on behalf ofdevelopmentally
delayed adults andtheir families.

The mobile library

49 Bridgestone Group

Bridgestone Argentina’s caravan teamAwarded employees ofBridgestone Metalpha USA

Activities that progressed the most in 2010 are shown in different colors.

Principal achievements in 2010

Principal plans for 2011 and beyond• Redesigning the social activities website• Publishing “Bridgestone Group Corporate Citizenship Activities”• Enhancing worksites’ social activities based on the Guidelines on Corporate
Citizenship Activities• Sharing information on social activities within the Group and enhancing theability to communicate information to stakeholders• Increasing the number of participants and beneficiaries
of Bridgestone’s Chobora Fund gift-matching program• Raising employees’ awareness of community service activities by having
Group companies provide employees with information about opportunities forvolunteering• Developing mechanisms for supporting employees’ community service
activities at Group companies• Raising awareness of traffic safety through Group companies’ activities• Helping expand safety awareness by more broadly communicating a message
about safety from Group companies

In addition, we have established the “Social Contribution

Corporate citizenship activities based on the Guidelines

Award,” which can be earned by group companies and their

All Bridgestone Group worksites are engaged in social activities

employees in Japan, and the “Bridgestone Group Award forbased on the Guidelines on Corporate Citizenship Activities,

Contribution to Society,” which can be earned by Group

which mandate activities that help resolve problems in responsecompanies all over the world.

to the specific needs of their local communities. We will move tostrengthen communication between worksites and local
communities while enhancing the sharing of information on social
activities within the Group and with stakeholders.

Focus
Point

21

Encouraging employees to do volunteer work in their communities
their families as well as retirees participate. In addition to

Bridgestone supports employees’ community service activities byencouraging employees’ social activities, this initiative allows

providing time and funding, for example by creating a volunteer

employees who are unable to participate directly in such activities

leave program and introducing the employee-driven Chobora

to make a contribution through fundraising. Beneficiaries of theFund gift-matching program. We also recognize and encourage

Chobora Fund are chosen by means of a public process at theemployees’ social activities through the awarding of the Social

company and receive matching donations from Bridgestone forContribution Award and the Bridgestone Group Award forthe selected initiatives. During 2010, 4,217 employees

Contribution to Society.

participated in the program (as of December 31, 2010),
which supported 52 activities, and 11 employees took advantage

Past social activities undertaken by employees
Bridgestone has created the Chobora Fund, which encouragesof the volunteer leave program.

C SR f ro m a so ci al sta nd p oi nt

Structures for supporting employees’ social activities

Bridgestone will continue to provide information about

employees to make donations in ¥100-increments from theirvolunteering opportunities to employees and develop programs

salaries and bonuses and uses the collected funds to contributefor supporting employee activities at Group companies.

to groups orchestrating social activities in which employees andCSR Report 2011 50

CSR from a social standpoint

With society and communities

TOPICS
Example of a volunteer activity

Example of a volunteer activity undertaken

Example of a volunteer activity undertaken

undertaken by a Bridgestone employee

by a Bridgestone employee’s family

by a retired Bridgestone employee

An employee is drawing on his experience inAn employee’s family is donating children’s

Bridgestone is also broadening its support for the

track events to volunteer at practices held bybooks to children in Cambodia through thevolunteer activities of retired employees. In thisa running club in which visually- and hearing-

Friendly Gift educational assistance program.

case, a retired employee participated in the

impaired individuals participate. In addition to

The Chobora Fund provides support for activities,

Kamiyabe Community Association, which

attending practices, the employee ran together

such as this one, in which not only employees

encourages the development of communities

with visually- and hearing-impaired club

but also their families participate.

through fun events that bring together the elderly

members in a marathon.

with local children at a nearby river. The Bridgestone
Yokohama Plant participates in Aqua Festa, which isorganized by the same group, each year.

Running with visually- and hearing-impaired
individuals in a race

Focus
Point

22

Cambodian children who have received children’sbooks through the Friendly Gift program

At Aqua Festa

Helping realize a safe society

2010 achievements and future initiatives
The Bridgestone Group actively pursues safety-related initiatives

understand the importance of everyday tire inspections andto fulfill its responsibilities as a member of the automotive industry.

activities to raise awareness of traffic safety worldwide, we are

Through tire safety activities designed to help consumers

striving to achieve a safe, accident-free society.

TOPICS
Safety & Eco Festival

Safety event at shopping malls

Offering traffic safety education for children

Bridgestone (China) Investment Co., Ltd.,

Bridgestone Middle East & Africa FZE held

Working with local police, Bridgestone Poland

held events to raise awareness of traffic

activities to promote safety inspections of tires at

employees visited 37 kindergarten andsafety and environmental activities in the five

shopping malls in major cities in the United Arabelementary schools from September to Octobercities of Beijing, Chengdu, Guangzhou,

Emirates, Saudi Arabia, Jordan, and Bahrain.

2010 to offer a traffic safety educational

Shenyang, and Shanghai.

An event in Shanghai

51 Bridgestone Group

program for children.

An activity promoting safety awareness at a shopping
mall in Doha (Qatar)

Traffic safety education in Poland

Outline of the Bridgestone Group
Corporate profile

Financial summary

Company name:

Bridgestone Corporation• Net sales

Head Office:10-1 Kyobashi 1-chome, Chuo-ku,
Tokyo, 104-8340, Japan

40,000(Hundred millions of yen)
33,902

Shoshi Arakawa, Chairman of theBoard, CEO and President

30,000Paid-in capital:

JPY 126,354 million(as of December 31, 2010)

20,000

Sales (consolidated) :JPY 2,861.6 billion (FY 2010)

10,000

Representative Director:

Non-consolidated

Consolidated
32,34429,912

28,61625,97010,522

9,458

10,120

8,956

7,492

Sales (non-consolidated) : JPY 895.6 billion (FY 2010)
Employees (consolidated) : 139,822 (as of December 31, 2010)
Employees (non-consolidated) :16,167 (as of December 31, 2010)
Summary of Bridgestone’s manufacturing plants:
184 plants in 25 nations(Bridgestone Group total as ofApril 1, 2011)

0

2007

2006

Tires
Tires and tubes for passenger cars, trucks and buses,
construction and mining vehicles, industrial machinery, agricultural

2009

2010

(FY)

• Net income(Hundred millions of yen)

Consolidated

Non-consolidated

1,600
1,316
1,200

800

989

873

851

Major products and operations

2008

615

503
367

400

154

104
0

2006

2007

10

2008

2009

2010

(FY)

machinery, aircraft, motorcycles and scooters and others; tirerelated supplies; retreading materials and services; automotive
maintenance and repair services; raw materials for tires and others• Consolidated sales bybusiness segment (FY 2010)•C
 onsolidated sales bygeographical segment (FY 2010)

Diversified
products
17%

Diversified products

Japan
27%

Others18%
Europe
13%

Tires
83%

Americas42%<Chemical and industrial products> Anti-vibration and noiseinsulating materials, polyurethane foam products, electromaterials, industrial rubber products, building materials, belts,
hoses and other products• Global tire market share (based on consolidated sales figures for 2009)<Sporting goods> Golf balls, golf clubs, golf wear, tennis goods
and other sports-related products<Bicycles> Bicycles, bicycle goods and related products
Others28.5%
Toyo 1.8%
Cheng Shin 1.9%
HangZhou Zhongce 2.2%
Cooper 2.2%
Hankook 3.0%
Yokohama 3.1%
Sumitomo 3.7%

Bridgestone
16.2%
Michelin
15.5%
Goodyear
12.4%

Continental
5.1%
Pirelli 4.4%

Source: 2010 Global Tire Company Rankings (Tire Business)

CSR Report 2011 52

Opinions from stakeholders and our responses
We have received extensive feedback concerning CSR Report 2010 from independent observers, questionnaires and our website.
This section includes a representative sample of some of the questions we have received along with the Group’s responses.
Opinion or suggestion

Outline of the Group’s response

CSR management

Bridgestone should identify areas where
additional action is needed by comparing
its 22 CSR Focus Points to the ISO 26000
standard that was published in 2010.

We are working to enhance initiatives under our 22 CSR Focus Points
as necessary based on a comparison of their content with ISO 26000.

Communication

My sense is that Bridgestone’s actual
initiatives go further than is understood bymost people outside the company. I would
like to see the company bridge this gap in
understanding so that it can better earn thetrust of society.

We provide information through CSR reports and on our website,
among other means, to give stakeholders an accurate understanding of
the Bridgestone Group’s activities. Each of our worksites also
communicates with its local community.

Worldwide, countries are striving to cut CO2
emissions to half their 2000 levels by
2050, with developed nations working toachieve an 80% cut. I would like to see
Bridgestone establish a target for cutting
CO2 emissions by 2050.

The Bridgestone Group has established a CO2 reduction target for 2020
as well as an associated action plan, and we are working to implementthat plan. Looking longer-term, our new Environmental Mission
Statement, which was announced in May 2011, outlines ourcommitment to reducing carbon emissions, and we are currently
planning specific initiatives to achieve that goal.

P39, P41

I would like to see Bridgestone set a target
for reducing CO2 emissions expressed not
per unit of sales, but rather in terms of
total emissions.

When you look at the entire tire life cycle, you find that about 90% of all
CO2 emissions associated with tires occur in the form of vehicle
exhaust during the usage stage. Consequently, we believe that we cancontribute to reducing CO2 emissions throughout society by developing
products that help reduce emissions during the usage stage andproviding them to as large a group of consumers as possible, and thisis why we set the target in terms of emissions per unit of sales. We arealso working to improve the environmental efficiency of the
manufacturing process, which accounts for the remaining about 10%of CO2 emissions, and this effort will allow us to help reduce CO2
emissions in the future.

P41

The Bridgestone Group established The Bridgestone Approach toward
Biological Diversity in 2010 based on respect for the objectives of theConvention on Biological Diversity so that it could pursue activities torealize a rich and sustainable society. We will work to raise awarenessthroughout the Group while continuing to pursue and support
ecological conservation, research, and educational programs in Japanand around the world.

P41

Preventing
global warming

I would like to see Bridgestone strengthen
its efforts to protect biodiversity.
Biodiversity

See pages−

P23

Diversity

I would like to see a more diverse groupof Bridgestone Corporation directors.
I think there are too few women and
non-Japanese Board members for a
global corporation.

In March 2011, four outside directors, including two women andone non-Japanese individual, joined the board, and we promoted
four executives from subsidiaries in North America and Europe toserve as corporate officers.

Human rights

To generalize, the Japanese awareness ofhuman rights differs significantly from therest of the world. As a global corporation,
I would like to see Bridgestone incorporate
an “overseas-style” awareness of humanrights into its operations.

One of our 22 CSR Focus Points—“Respect for fundamental humanrights, including the rights of children and others to be free from forcedlabor”—is addressing this. In addition to respecting human rights
based on the Our Group’s Stance of Human Rights, we haveappointed a Chief Human Rights Officer and are working to spreadawareness of our commitment.

P48

I would like for Bridgestone to offer more
opportunities for mutual communication, forexample by accepting stakeholder opinions
and questions on the CSR website.

Bridgestone’s Customer Center accepts opinions and questions
related to all company activities online, and we strive to enhancethe opportunities that are available for direct dialog, for example
through communication with customers, dealers and residents
concerning their communities.

−

I would like to see more quantitative
information about issues other thanthe environment.

We are working to make more quantitative information available,
including the number of consultations received each year bycompliance hotlines and the results of employee satisfaction surveys.

P31, P45

CSR Report

53 Bridgestone Group−Independent evaluation statement
First, I would like to describe my overall view of the CSR Report. In

Management Promotion Unit. Bridgestone’s certification as antheir systematic and comprehensive character, the CSR initiatives

Eco-First Company by the Ministry of the Environment speaks to thebeing undertaken by the Bridgestone Group by practicing the PDCA

extent of society’s expectations for the company. The introduction by(“plan,” “do,” “check,” “act”) cycle in the context of the 22 CSR

European and American executives with responsibility for

Focus Points are outstanding. Thanks to its organization of content

environmental affairs of issues and the efforts being undertaken to

into the company’s ideal state for the future, objectives that embody

address them leaves the reader with a strong impression of thethat ideal state, principal achievements through 2010, and principal

Bridgestone Group’s global initiatives. Striking progress during 2010plans for 2011 and beyond, the report is extremely accessible andincludes a 10.6% reduction in CO2 emissions per unit sales (theeasy to understand. Clear distinctions drawn among Bridgestone,company is seeking to slash emissions by 35% by 2020) and thethe Bridgestone Group, Group companies in Japan, and Group

achievement of full zero-emissions status by the Group’s four tirecompanies overseas help impart a good understanding of theplants in China. Another attention-worthy achievement during 2010

Group’s initiatives. There has been steady progress in global

was the adoption of a fuel-efficient tire grading system based on a

initiatives with the start of training programs addressing fairlabeling system developed as a voluntary standard in conjunction

transactions and competition for employees of Group companies

with the Japan Automobile Tyre Manufacturers Association.

overseas and the development of human resources, compensation,

This initiative deserves recognition for its potential to fulfill the three

and training systems at Group companies.

demands of protecting the environment, providing appropriate

Well-organized reports provide the audience with hints about the

information to consumers, and facilitating business growth.

direction of future efforts. One such area is the specific manner in

The introduction of tire grading systems based on this labelingwhich objectives are defined. Objectives related to environmental

system in Europe and the United States is under consideration,issues, where efforts have been ongoing for a long period of time,and I strongly urge the Group to bring this system to Asia and otherare sufficiently specific, but there is room for improvement in how theoverseas markets. Looking toward the future, issues demanding thecompany defines objectives related to social issues. For example,

company’s attention include the development of specific initiatives to“Launching a program of CSR self-assessment” is listed as an

ensure biodiversity so that the goal of realizing a society that exists

objective for CSR procurement. However, the goal of CSR“in harmony with nature” can be achieved.

procurement is not the implementation of CSR procurement itself,

In conclusion, I would like to touch on communication with

but the rectification or prevention of CSR-related problems at

stakeholders. Bridgestone’s constructive efforts to communicate

business partners’ facilities. Objectives need to be framed inwith stakeholders are characterized by President Arakawa’s own

response to actual problems.

strong commitment and an open and frank exchange of views.

Concerning the social dimension of the report, it cannot be denied

The report introduces initiatives being undertaken by Thai Bridgestonethat there are limitations of scope due to the difficulty of setting

in conjunction with Thailand’s Ministry of Education and the Worlda single overarching goal in the face of divergent national and local

Wide Fund for Nature to communicate with local communities,

conditions. Such limitations come into play, for example, when the

but allow me to reiterate that dialog with stakeholders and mutual

percentage of female employees is used as a way to measurelearning from the very foundation of CSR. I expect that therespect for diversity. However, I expect that feedback will beclarification of SBU headquarters’ roles in building communication

provided in the form of the results of these initiatives so thatsystems at Group companies, which has been identified as an

objectives can be defined in as concrete a manner as possible.

objective for 2011 and beyond, will pave the way for Bridgestone’s

Having concrete objectives is especially important for a global

CSR activities to become truly global endeavors.

corporation such as the Bridgestone Group, where employees
represent a diverse range of value systems.
Concerning the environmental dimension of the report, there has
been significant progress in the form of the refinement of theEnvironmental Mission Statement, which seeks to achieve a society

Toshihiko Fujii

characterized by ecological conservation, resource conservation andConsulting Fellow, Research Institute of Economy,
Trade and Industry
Visiting Professor, Saitama University Graduate
School of Economic Science

reducing carbon emissions, and the creation of the Carbon

Back cover
The Bridgestone Group holds the BridgestoneChildren’s Eco-Art Contest each year as a way to
encourage the children who will be our future
leaders to begin thinking about the environment.
For the contest’s eighth year, we received
24,950 entries depicting the theme, “Nature andwildlife that we wish to preserve.” The backcover of this report introduces five entries thatreceived the Special Award.

Upper left: Atsuya Yanagida, age 10
Upper right: Hayato Takeichi, age 9
Center: Ayaka Kimachi, age 5
Lower left: Akane Kasahara, age 8
Lower right: Akari Haba, age 11

CSR Report 2011 54

Bridgestone Group CSR Report 2011

CSR Department
10-1, Kyobashi 1-Chome Chuo-ku, Tokyo 104-8340, Japan
http://www.bridgestone.com/
Published September 2011