CSR 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 2012 fiscal

Group designs and pursues CSR activities. It also serves toyear (from January 1 to December 31, 2012), 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 2012.

The Report includes special features exploring the Group’s“technology innovation” and “business model innovation”

Organizational Coverage

initiatives with issues identified from the perspective of importanceThis Report covers the initiatives of the Bridgestone Group,

for society and importance for the Bridgestone Group. The Report

including Bridgestone Corporation and its subsidiaries andalso explores our initiatives for fostering coexistence with local

affiliates around the world. Throughout the text, “Bridgestone”

communities, which we consider an essential element of ourrefers to Bridgestone Corporation, while “Bridgestone Group” orbusiness operations in society.

“the Group” refers to the entire group, including subsidiaries and

The Report consists of published and online content intended

affiliates around the world. Notes are provided where thisto be read by a broad range of stakeholders, including customers,

distinction does not apply.

business partners, shareholders, employees, residents of thecommunities in which we do business and CSR experts.

Reference Guidelines

The website provides content not found in the published booklet Environmental Reporting Guidelines (Fiscal Year 2012 Version)(published by the Ministry of the Environment of Japan)

in response to the needs of individuals who require moredetailed information.

 Sustainability Reporting Guidelines (Version 3.1) (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.

Includes detailed supplementary information
Full contents
Overview of PDF

This PDF

Web

BookletCSR Report 2013
Digest (30 pages)

CSR Report2013 (61 pages)

On Bridgestone
websitewww.bridgestone.com/responsibilities/csr/index.html

Bridgestone Group1CSR Report 2013

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

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

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

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

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

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

Bridgestone Group2

CSR Report 2013

Contents
Editorial Policy / About This Report

1

The Bridgestone Essence (Corporate Philosophy)

2

Contents			

3

Commitment of Management

4

Toward Reconstruction from the Great East Japan Earthquake

6

The Bridgestone Group’s Approach to CSR

7

CSR Management		

9

Corporate Governance

10

Special Feature:
Achieving Sustainability and Creating New Value
1.	Deepening of “vertical and horizontal expansion”
through technology innovation

11

2.	Business model innovation that achieves a safe society 17
and supports the development of customers
3.	Initiatives to solve issues in local communities

Bridgestone Group

21

Dialog with Experts

25

Initiatives Related to the 22 CSR Focus Points

28

Fundamental CSR Activities

30

CSR through Business Activities

35

CSR through Environmental Activities

44

CSR from a Social Standpoint

49

Outline of the Bridgestone Group

59

Opinions from Stakeholders and Our Responses

60

Independent Evaluation Statement

61

3

CSR Report 2013

Commitment of Management

The Bridgestone Group is moving forward with a global optimization
initiative focused on “communication,” “bottom-up,” and “teamwork.”
Two years have passed since the Great East Japan Earthquake(April 2006 – March 2012), we rolled out the Mid-term

and Tsunami occurred. Once again, on behalf of theManagement Plan and strategic business unit (SBU) structure in

Bridgestone Group, we would like to express our deepest

order to become a true global company. In the second phase

condolences to those who lost their lives during this disasterreforms (April 2012 – on-going), we are working to implement

and wish for a quick recovery and reconstruction.

these two initiatives as the key drivers of our reform.

Since the earthquake and tsunami struck, the Bridgestone

Additionally, the second phase reforms will speed up decision

Group has embraced its social mission and taken part in amaking processes and make them more accurate by focusing on

wide range of reconstruction assistance for disaster-stricken“communication,” “bottom-up,” and “teamwork.” Differences inareas. Going forward, our steadfast commitment to support

culture and business background can easily cause

remains unchanged and we will continue to provide assistance,

misunderstandings in a global organization. The importance ofbased on the needs and situation of disaster-stricken area.

“communication” is being emphasized as each and every
individual needs to work hard in order to build mutual

We will move forward with management reforms andunderstanding and trust. Based on good communication both

initiatives

inside and outside the Company, every employee will be infusedwith a sense of pride and responsibility and be empowered to

The Bridgestone Group has implemented a series of management

make “bottom-up” proposals. Rather than optimizing part of ourreforms and initiatives since 2006 at a faster pace and on a wider

organization, we will aim to optimize the entire Bridgestone Group

scale than ever experienced before. In the first phase reforms

globally and use “teamwork” to build a better future.

Masaaki Tsuya

CEO and Representative
Board Member

Kazuhisa Nishigai

COO and Representative
Board MemberAs another type of innovation, our “business model

We will generate new value for our customers

innovation” includes offering solution packages to our customers
The Bridgestone Group is characterized by its own unique verticalthat feature services and maintenance to complement

expansion that spans the entire supply chain from upstream,

Bridgestone Group products.

which includes the development and production of raw materials

Specifically, in the field of truck and bus tires, we have beenusing its own natural rubber farms through to downstream, which

providing a total solution package that includes new tires, retread

includes the construction of sales channel networks. Effective use

and maintenance services. This transport solution contributes toof this vertical expansion enables us to develop raw materials andstable and comfort operations and cost savings to our customers,

products that accommodate changes in market needs andwhile satisfying society’s requirement to reduce resource

provide the appropriate sales and service offerings to ourconsumption and CO2 emission.
Moreover, we will continue promoting the new business model

customers. We also maintain a horizontal expansion that ensures
our growth in various operations around the world andin a “Mining Solution” package that combines our mining

contributes to our stable business performance.

equipment tires and conveyor belts and hoses which previously
were offered to the customer separately, together with services

We will continue working to further deepen the inherent

and maintenance as well.

strengths of both these vertical and horizontal expansions to

By pursuing greater innovations in these two domains, we willdevelop “technology innovation” and “business model innovation”

generate new value for our customers and establish majorthat generate new value for both our customers and society.

competitive advantages.

We will establish unrivaled competitive advantages
through “technology innovation” and “businessWe will fulfill our responsibilities to the future

model innovation”
The Bridgestone Group recognizes the need for continual efforts“Technology innovation” includes not only new productto solve environmental, resource and energy issues in order todevelopment, but also technological development by leveraging

contribute to building a sustainable society.

our vertical expansion.

Over the years, the Bridgestone Group has worked on

As for raw materials, we are researching ways to manufacture

initiatives to address environmental issues, such as our fuel-natural rubber from guayule and Russian dandelions in addition toefficient ECOPIA tires within the automotive industry, as well asPara rubber trees, while at the same time we are also promoting

local community-based social contribution activities around theresearch into switching from petrochemicals to biomass, aworld. In addition to these activities to address current issues, we

renewable resource, in the production of synthetic rubber. In

will implement CSR activities unique to the Bridgestone Groupterms of product development, we have successfully developed awith the ultimate goal of fulfilling our responsibility to the future, byconcept tire of “100% sustainable materials” and Air Free

promoting innovation, and forecasting potential future issues

Concept Tire technology.

in society.

Moreover, in business sectors other than tires, we arepromoting further development of our elastomeric seismic
isolation bearings drawing on rubber formulation, adhesion andassessment technology that only Bridgestone can supply.

CEO and Representative
Board Member

Bridgestone Group

5

COO and Representative
Board Member

CSR Report 2013

Toward Reconstruction from the Great East Japan Earthquake
Two years have passed since the Great East Japan Earthquake of March 11, 2011. We would like to again offer our sincere condolences for
those who lost their lives and our heartfelt sympathies for affected people. We wish for a quick reconstruction of the disaster-stricken area.
The Bridgestone Group has embraced a social mission to assist with the reconstruction of the disaster-stricken areas, and we haveundertaken a variety of initiatives to assist disaster-stricken areas. We will continue to carry out our support activities that meet the needs ofaffected people. On this page, we report on the Bridgestone Group’s initiatives during fiscal 2012.

Aiding activity for reconstruction of the disaster-stricken area

Aiding activity for evacuees from disaster-stricken area
Bridgestone provides support not only within the disaster-strickenarea but also for people in Tokyo or elsewhere who have left theirhometowns in Fukushima Prefecture due to the nuclear power
plant accident. One example of this aiding activity is ourcooperation with work by the NPO Medical Support Center tocreate opportunities for communication among evacuees.
Over 140 Bridgestone Group employees have participated asvolunteers at communication events, “Kottya Kitara Iibe (meaning“Come on Over !” in Japanese Tohoku dialect) by Bridgestone”
hosted by the NPO fromMay 2011 to October 2012.
In 2013, we willcontinue aiding activities tosupport the creation of newcommunities for people
living away from theirhometowns.

By the end of 2012, the Bridgestone Group had donatedapproximately 300 million yen as relief funds to areas affected by
the Great East Japan Earthquake, along with Bridgestone Group
products in the form of bicycles and bedding worth approximately
100 million yen.
Bridgestone Group employees have also been actively
volunteering in aiding activities in the disaster-stricken area sinceApril 2011, with 1,032 employees having taken part as of March
2013. While these activities were focused on Iwate Prefecture andMiyagi Prefecture in 2011 and 2012, in 2013 we began providing
support to the
Iwaki Otento
SUN Project thatis undertaking

Communication event held in Tokyo(hand massages performed by volunteers)

new community
development in

Initiatives to reduce electricity consumption

Iwaki City,
Fukushima

During the government-imposed period of reduced power

Prefecture.
Volunteer activities in Kesennuma City, Miyagi Prefecture(Aiding activity to remove shells and mud from the oysters
under cultivation, and returning cleaned oysters to the sea)

consumption from July 2 to September 7 in 2012, the BridgestoneGroup set a goal of reducing maximum electrical consumption by
20% compared to the same period in 2010 (July to September,
weekdays 9:00 to 20:00) at 31 business facilities that haveWings of Dream Projectcontracted power consumption of 500 kW or greater within the

As a part of our reconstruction assistance for the disaster-stricken
areas, Bridgestone supports the aims of the “Wings of Dream
Project” and has provided ongoing cooperation since 2011.
Operated primarily by NPOs and student volunteer teams, theProject provides support for children who lost their guardians in
the Great East Japan Earthquake. It aims to create opportunities
for children to make friends and grow independently while sharing
and experiencing a variety of activities such as sports and facilities
tours during overnight camping trips.
In 2012 theBridgestone Group
provided funds to theProject and alsooffered its companyowned recreational
facilities in Okutama
and Karuizawa as
camping sites. We plan
to continue supporting
this important activity Children invited to Bridgestone’s recreational facility
in Karuizawa Town, Nagano Prefectureduring 2013.
Bridgestone Groupregion. We achieved a reduction of 28% in electrical consumption.
Initiatives to reduce electricity consumption included making
electricity consumption visible at business facilities, leveling plants
utilization in global, and shifting a portion of production fromdaytime to nighttime, as well as full use of in-house power
generation, upgrades to energy-saving equipment, readjustmentof air-conditioning settings, reduction of excess lighting andreplacing to LED lighting. We implemented every possible measure
to reduce electrical consumption.
In addition, by reconsidering air-conditioning settings andlighting at 1,178 business facilities in Japan (sales offices, retail
outlets, and others), Bridgestone set a goal of a 15% reduction inelectricity consumption compared to the same period in 2010, andactually achieved a 20% reduction. We are applying similar
initiatives to reduce the total electrical consumption of theBridgestone Group, thereby, contributing to a reduction in
CO2 emission.

6

CSR Report 2013

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

Framework for Pursuing CSR Activities

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

More than just a series of abstract philosophicalprinciples, CSR must be put into practice in theSocietyiety and Environme
Environment

course of Group companies’ daily businessactivities. Based on this belief, the Bridgestone

Shareholders

Customers

Group has taken a two-pronged approach to CSR
that includes company activities at the management

Local
Communities

level as well as employee activities at the individual

CSR

Business
Partners

CommunicationEmployees

level. We also strive to enhance and expand boththe scope and quality of our CSR programs by

Organizational
CSR

examining past activities through CSR
communication with stakeholders.

Individual
CSR

Bridgestone

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

22 CSR Focus Points

business activities

In 2007, the Bridgestone Group established 22 CSR Focus Points

The Bridgestone Group considers CSR to be a core component

to serve as a Group-wide common language to guide consistent,

of management that should be omnipresent in our daily businesssteadfast CSR activities. The Focus Points were selected from a

operations and activities. We have developed specific policies inrange of general social requirements and organized according to

the form of a Mid-term Management Plan to identify and achieve

three perspectives: importance to the Bridgestone Group,

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

importance to stakeholders and progress by the Group in taking

in the PDCA (“plan,” “do,” “check,” “act”) cycle for achieving theappropriate actions. We pursue these 22 CSR Focus Points bygoals of the Plan so that they are an integral part of that process.

means of Group-wide “instructions” that embody specificobjectives, policy directions and approaches. These instructions
are reviewed and revised on a regular basis to ensure that wetake into account changes in social requirements.

CSR and the Mid-term Management Plan
Level of activities
Upward spiral

Structure of the 22 CSR Focus Points

CSR issues imposedby society

Vision
How the Group should
exist in the futureAct

CSR throughBusiness
Activities

Plan
Do

Act

Check

CSR throughEnvironmental
Activities

Plan
Do

Act
Strategy
Necessary Actions
Current
StatusBridgestone GroupCheck

CSR froma Social
Standpoint

Plan
Do

Fundamental CSR Activities

Check
Time

7

CSR Report 2013

Since 2011, the Bridgestone Group has conductedGroup’s CSR activities by attending “CSR Report Reading

a self-assessment Group-wide every year to ascertain whether

Workshops” and “Bridgestone Essence Workshops.” Individual

the instructions based on the 22 CSR Focus Points were being

employees also make a personal commitment that lays out what

implemented and functioning properly. In 2012, we further

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

examined the progress of our activities and moved forward with

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

relevant initiatives.

manner that earns the trust of stakeholders.

Individual CSR

CSR Communication

The Bridgestone Group believes that the awareness and the way

The Bridgestone Group strives to strengthen its CSR activities by

individual employees pursue their daily responsibilities are criticalcommunicating with local communities, customers, shareholders,in the Group’s business activities and approach to CSR. Eachbusiness partners and employees. Additionally, we work to

employee must apply CSR to his or her own work and takeincrease the transparency of our activities by publicizing ourpositive action to achieve the Group’s vision.

progress toward achieving CSR goals in annual CSR reports.

Bridgestone employees deepen their understanding of the

Independent Evaluation of CSR Activities
Based on its CSR initiatives in areas such as the environment,
human rights, and labor, Bridgestone has been selected forinclusion in the Dow Jones Sustainability Indexes (DJSI) Asia
Pacific, an international socially responsible investment (SRI)
index. The Company also continues to be included in theMorningstar Socially Responsible Investment Index (MS-SRI),a leading Japanese SRI index. (This information is current asof April 1, 2013.)

Initiatives Addressing Global Issues that Affectthe Entire Tire Industry

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

Together with other leading tire manufacturers, theThere is variation in ELT management systems among

Bridgestone Group is examining potential environmental

different countries and regions, both in the methods andimpacts of tires through the Tire Industry Project, which wasin the level at which they are implemented. Following aformed under the Geneva, Switzerland-based World Business

review of how ELTs were being managed, the Tire

Council for Sustainable Development (WBCSD).

Industry Project published a manual, End-of-Life Tires: A
Framework for Effective ELT Management Systems in aneffort to propose and execute an effective system for

Tire Industry Project Initiatives

managing ELTs worldwide.

1. Examining the environmental and ecological impactsof Tire and Road Wear Particles (TRWP)
Tire and Road Wear Particles (TRWP) are generated as

3. Compiling guidelines on the use of nano-materials

tires wear down during use. Project members are now

Bridgestone is involved in a project dedicated toanalyzing and assessing the impact of TRWP on thecompiling guidelines on the research, development andenvironment and its ecosystems.

industrialization of nano-materials, particularly in tiredevelopment and manufacturing, in partnership with theOrganization for Economic Co-operation andDevelopment (OECD).

Bridgestone Group8CSR Report 2013

CSR Management
Structures for Pursuing CSR Activities

Committee, the Risk Management Committee, the Social

The fundamental approach to CSR initiatives throughout the

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

the Group Safety Committee.

Committee, which is chaired by the CEO and Representative
Board Member. The Global Management Platform (GMP), which

Framework for CSR Activities in Japanis responsible for pursuing activities in each issue area, thenBridgestone strives to promote CSR awareness through lecturesdevelops a basic direction for the Group’s initiatives based on thatby management-level employees, a company magazine and its

approach. Strategic Business Units (SBUs), which are responsible

corporate intranet. We appoint a “CSR Key Person” in eachfor conducting business operations, translate that direction into

division and in every plant, whose job is to organize the “CSR

action after taking into account specific circumstances andReport Reading Workshops” for administrative and technicalconditions in individual countries and regions.

employees. The Group also holds training sessions andAdditionally, the following committees have been formed toworkshops for employees of Bridgestone Cycle Co., Ltd.,advise the Integrated CSR Enhancement Committee and assist in

Bridgestone Sports Co., Ltd., and certain Group companies

guiding initiatives undertaken in each issue area: the Complianceoutside of Japan in an effort to promote CSR awareness within
the Group.

Structures for pursuing CSR activities

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

Integrated CSR Enhancement Committee
Social Activities Committee

Compliance Committee

Group Environmental Committee

Risk Management Committee

Group Safety Committee

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

SBUs
Supportand Guidance

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

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

Americas SBU
Europe SBU
Specialty Tire SBU
Asia and Oceania Tire SBU
China Tire SBU
Middle East & Africa Tire SBU
Chemical and Industrial Product SBU

Implement common Group CSR activities and enhance
activities by pursuing those courses of action that are neededin particular countries and regions
Bridgestone Group9CSR Report 2013

Corporate GovernanceCorporate Governance Structure

to further strengthen its corporate governance system by separating

Continually enhancing corporate governance is one of management’s

and clarifying the respective roles and authority of CEO, COO, andmost important focus points. This will ensure that Bridgestone

Chairman of the Board; by advancing the sharing of information; andcontinues to fulfill its founding mission as stated in its corporate

by increasing the transparency of decision-making processes.

philosophy: “Serving Society with Superior Quality.”
Based on this approach, in accordance with the responsibility
and authority delineated in the Administrative Authority Rules, as wellInternal Control Systems: Basic Approach and Implementation

as in the Policy Management Rules, Bridgestone is committed to

In May 2006, the Board of Directors instituted an official company

developing, communicating, and abiding by fair, transparent decision-

policy governing internal control systems. Bridgestone reevaluates its

making and management policies.

activities in this area each year, working to ensure appropriate internal
control. In regard to the Japanese Financial Instruments and Exchange

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

Act, and in particular to the section regarding the evaluation of internal

responsibilities. This system allows the Board of Directors to focus

control systems to assure the reliability of financial reporting andmore effectively on overseeing the execution of business operations.

related information, Bridgestone will work to ensure an effective andAt the General Meeting of Shareholders held on March 26, 2013, allreliable system of internal controls on a Group-wide basis and toof the directors reached the end of their tenure, and eight directors,

further raise the level of internal control throughout the Group.
Bridgestone has no connection whatsoever with antisocial forces

including four outside directors, were elected.

or groups, and takes a resolute stand against such activities. A

Bridgestone employs a corporate auditor governance model as
specified in the Companies Act. The corporate auditors audit the

department has been established to evaluate information received

execution of duties by the directors, while the Board of Directors

regarding such matters and take necessary action to ensure

oversees the execution of duties by the directors. The Board ofcompliance with this policy, and the Company has worked to build

Corporate Auditors has four members, including three outside

relationships of trust and cooperation with external institutions, such as

corporate auditors, one of whom is a full-time outside corporate auditor.

the police and other related organizations. Bridgestone is working tocreate a manual for dealing with inappropriate or illegal requests,

Bridgestone has a management system in which the CEO and
Representative Board Member and the COO and Representativeevaluating contracts and the parties thereto to ensure their

Board Member are the leaders of the operating divisions. The CEO isappropriateness and that they have no relationship with any

principally in charge of overall management and strategy, and theorganizations or groups that are illegal or threaten public order or

COO is principally in charge of operations. At the same time, thesesafety, and are implementing other related measures. Bridgestone will

two officers implement a system of mutual checks. In addition, thestrive to see that these measures are widely known and will continue

Chairman of the Board leads meetings of the Board of Directors andto strengthen internal systems aimed at identifying any such groups,

the General Meeting of Shareholders. The Company has taken steps

programs, or initiatives with which the Company may come in contact.

Corporate governance structure (as of March 26, 2013)
General Meeting of Shareholders
Board of Corporate Auditors (4)(Include 3 outside auditors)

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

Inquires

Board of Directors
Advisory Committees

Reports

Nominating Committee

Chairman of the Board

Governance Committee

Management oversightOperational
execution

Accounting
auditsCEO and Representative Board Member

COO and Representative Board Member

Corporate Officer Responsible
for Internal Auditing
Internal Auditing Office

Executive Operational Committee
Directorial Personnel and Compensation Committee

Independent Auditors

Compensation Committee

Corporate Auditors’ OfficeInternal audits

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

Business and Management Sections

Bridgestone Group

Compliance Committee

Group Environmental Committee

Risk Management Committee

Group Safety Committee

Social Activities Committee

10

CSR Report 2013

Special Feature

Achieving Sustainability and Creating New Value

Special Feature 1

Deepening of “vertical and horizontal expansion”
through technology innovation
The Bridgestone Group is characterized by its own unique“vertical expansion” that spans the entire supply chain in
the tire business from the upstream processes ofdevelopment and production of raw materials anddevelopment of products, to the downstream processes ofsales and service.
We also maintain a “horizontal expansion” that we
extend in various diverse businesses throughout the world.
By further deepening the inherent strengths of both these“vertical and horizontal expansions,” the Bridgestone Groupis tackling the business model innovation and technology
innovation for creating products and services with values
that will contribute to achieving a sustainable society.
Special Feature 1 introduces our concept tire of “100%sustainable materials,” the “Air Free Concept Tire,” and“half-weight tire technology,” all products from our“technology innovation” that contribute to the environment.

Technology
Innovation

1

1

Aiming to achieve 100% sustainable materials

The goal of achieving 100% sustainable materials

The Bridgestone Group has drawn up Long-term Environmental

Bridgestone is engaged in the concrete actions below in its

Vision for 2050 and beyond in line with three directions foraim to achieve 100% sustainable materials.

environmental activities: “existing in harmony with nature,”

Action 1 Reduce raw material consumption (enhanceresource productivity)
Development of the “half-weight tire” that halves the usageof raw materials
Reduced disposal of spare tires through the popularizationof “run-flat technology tires”“valuing natural resources,” and “reducing CO2 emission” (see••the diagram on p. 12). As a way to value natural resources, wehave set “achieving 100% sustainable materials”*1 as our goal.
*1 We define “sustainable materials” as resources other than those that are
expected to ultimately become exhausted if we continue to consume them, as
in the case of fossil fuels.

Action 2 Recycle resources and use them efficiently
Effective use of resources through the development of thesolutions business and “retread tires”
Technological development of the “Air Free Concept Tire”
made from 100% recyclable materials••

Action 3 Expand and diversify renewable resources(Technology that aims for zero exhaustible
resources)
Increasing the productivity of the Para rubber tree whiledeveloping new natural rubber resources such as guayule
Technological development of plant-derived resources otherthan natural rubber••
Concept tire of “100% sustainable materials”

Bridgestone Group11

CSR Report 2013

Special Feature 1

Deepening of “vertical and horizontal expansion”
through technology innovation

The concept tire of “100% sustainable materials” that we exhibited

The Bridgestone Group’s Long-term Environmental Visionat the Paris Motor Show (September – October 2012) is a
crystallization of the Bridgestone Group’s advanced
materials technology.
In particular, we are advancing the use of natural rubber andorganic fiber from the new renewable resources, and areundertaking the replacement of conventional materials obtained
from exhaustible resources such as synthetic rubber, carbon black,and rubber chemicals resources with the ones derived from therenewable resources.
As a next step in the process, the Bridgestone Group will
establish a framework of research and development and initiate thenecessary core technologies to begin mass production. Further,
Bridgestone is targeting the year 2020 for commercial sales ofcertain sustainable materials used in the manufacturing process.

Advancing development in two directions:
expanding and replacing materials

2

The Bridgestone Group is undertaking two initiatives to expand

temperate regions. Through this, we aim to relieve the current

and diversify renewable resources, per Action 3 on the previous

intense concentration on regions producing natural rubber, andpage: expanding new renewable resources, and replacing

anticipate benefits from local production and local consumption.

exhaustible resources with renewable resources.

In research and development “to replace exhaustible resources

Research and development “to expand new renewablewith renewable resources,” we are undertaking an initiative toresources” refers to initiatives to develop new renewable resources

replace materials obtained from petroleum and other exhaustible

in areas where renewable (plant-based) resources are currently

resources with new renewable materials. As an example, we haveused. These resources include the Para rubber tree, which is aalready succeeded in tests to obtain high-performance synthetic

source of natural rubber and is primarily cultivated on farms in therubber from bioethanol-derived butadiene.

tropical zones of Southeast Asia.

We have also developed technology to obtain carbon black

The Bridgestone Group is advancing research andusing vegetable fats and oil biomass as its feedstock.

development to expand the source for natural rubber to plants

The Bridgestone Group is leveraging “vertical and horizontal

other than the Para rubber tree. Examples include guayule, which

expansion” as we look ahead to 2050 and work to “achieve 100%

grows in arid regions, and the Russian dandelion, which grows insustainable materials.”

Primary constituent materials of the concept tire with “100% sustainable materials”
Today
NaturalRubberfrom Para
Rubber Tree

Rayon

(Reinforcing
Fiber)

Sustainable materials
Conventional

Expandthe range of
renewable
resources

Synthetic
RubberfromPetroleum

FillerfromPetroleum andCoal

Bridgestone Group

General grade pulp can
produce the new fibers
resulting in more
suppliability

Synthetic
RubberfromPetroleum

RubberChemicals

Guayule grown in arid
regions will diversify thesource of natural rubber

Natural Rubber+
GuayuleRayon+
New Cellulosic
Fiber

Butadiene frombioethanolfrom Biomass

Replacefossil resources
with renewablematerials

RubberMaterials

Curing agent andanti-aging chemicalfrom biomass

from Biomass

Reinforcing carbon
black from vegetablefats and oils

Fillerfrom Biomass

12

CSR Report 2013

Special Feature 1

Deepening of “vertical and horizontal expansion”
through technology innovation

3

Research into the natural rubber materials “guayule” and“Russian dandelion”

The Bridgestone Group has launched research into “guayule,” a shrub native to dry regions of the southwestern U.S. and northern
Mexico, and the Russian dandelion, a plant native to Kazakhstan and Uzbekistan.

Research into “Guayule”
Bridgestone Americas Tire Operations LLC (BATO), which

improve quality, economy, and other aspects of the

manufactures and sells automobile tires in North America, has

technology. In accordance with this plan, in August 2012

announced research and development activities targeting

BATO acquired 281 acres of land in Arizona for experimental“guayule” as a new natural rubber resource. “Guayule” is a

farming. BATO also acquired land for the Biorubber Process

plant that contains natural rubber in its stems and other parts.

Research Center in Mesa, Arizona, with plans to add a

The research aims to improve strains of “guayule” while

multipurpose office and a building for experiments. A

advancing techniques for its cultivation and optimizing

dedicated team of 32 researchers and engineers is slated toprocessing conditions for extracting the natural rubber. In 2015

pursue development at the Biorubber Process Research

BATO will begin test production of natural rubber for tires atCenter, which will begin full operation in 2014.

the Biorubber Process Research Center, working to verify andGuayuleGuayule experimental farming site

Research into the Russian Dandelion
Alongside its research into guayule, from 2010 BATO has

activities aimed at the commercialization of natural rubber

participated in an industry/academic consortium in Ohio toobtained through the joint research, and plans to initiate tire

pursue research into natural rubber derived from the Russian

testing in 2014.

dandelion. At present, BATO is accelerating its research

Russian dandelion

Bridgestone Group

Root portion of a Russian dandelion

13

CSR Report 2013

Special Feature 1

Deepening of “vertical and horizontal expansion”
through technology innovation

4

Initiatives to replace exhaustible resources with renewable resources

Successful joint development of biomass-derived synthetic rubber
From here out Bridgestone will continue making progress in

In May 2012, Bridgestone succeeded in the development ofsynthetic rubber made from biomass, a renewable plant-

rubber synthesis technologies while ascertaining the physicalderived organic resource. We used intermediate raw materials

properties of synthetic rubber, with the aim of developing

produced from biomass by Ajinomoto Co., Inc., a world leader

synthetic rubber with higher performance.

in advanced fermentation technology, and completed thedevelopment through our own proprietary technology.
Joint development of biomass-derived synthetic rubber
Intermediate
raw materials

Resources

PurificationPolymerization*1

Fermentation

Biomass

Isoprene-producing
bacteria

Raw materials

Isoprene

Polymerization
catalyst*2

Processing

Tires

Synthetic rubber(Polyisoprene)*1 The phenomenon or chemical reaction inwhich two or more monomers are bonded
to form a compound with large molecularweight.
For example, polyisoprene is createdthrough and polymerization reaction ofmany isoprene monomers.
*2 Chemical compound that facilitates
polymerization reaction, such as
generation of polyisoprene from isoprene.

T O P IC
Development of disease diagnostic technologies for the Para rubber tree
Southeast Asia has more than 90% of the world’s
cultivation area of Para rubber tree. Damage caused bywhite root disease (WRD)*1 is on the rise there, WRD
has huge impact on the production of natural rubber.
As WRD pathogen strikes the roots under the ground,
it is difficult to detect the disease by human eyes in an
early stage. Therefore, treatment often delays once
symptoms have presented above the ground anddevelopment of early diagnostic technology has been apressing issue. In 2010, Bridgestone started joint
research to develop the diagnostic technology in
NEDO*2 project. As a result, we have establishedtechnologies for early diagnosis by using an infrared
camera to measure leaf temperature of the trees by thecomponent analysis of latex*3 and so on.
From here out we will continue technologicaldevelopment in cooperation with Indonesian
institute/university and Japanese university with which
we are engaged in joint research, and will contribute to
the conservation of the Para rubber tree and the stablesupply of natural rubber.

Bridgestone Group*1 Disease caused by a kind of filamentous fungi that infects the roots of
Para rubber tree and kills the tree in consequence of root rot.
Detection in an early stage of disease is difficult because the infection
occurs underground. Since no outstanding countermeasure available
at present, infected portions are excised or treated by chemicals.
*2 New Energy and Industrial Technology Development Organization(NEDO). Established as an independent administrative institution in
1980, NEDO is the largest technology development promotionalorganization in Japan.
*3 Latex is a white milky sap extracted from plants such as rubber trees.

Measurement of surface temperature using infrared cameras

Healthy tree

26.8°C

14

Diseased tree

28.7°CCSR Report 2013

Special Feature 1

Deepening of “vertical and horizontal expansion”
through technology innovation

Technology
Innovation

1

2

Development of new tire technology for the future

Toward commercialization of the Air Free Concept Tire

The Air Free Concept Tire supports weight through a unique

Air Free Concept Tire equipped electric carts for seniors
and people with disabilities

structure of spokes stretching along the sides of the tire. This
design marks a completely new concept that excels in reduced
maintenance, requires no refilling with air, and will not go flat.
By using recyclable (via material recycling) thermoplastic resin*in a unique structure of spokes stretching along the sides of
the tire, Bridgestone makes use of 100% recyclable materials,
including the rubber in the tire tread portion. We believe that
we can achieve high levels of environmental friendliness,safety, and comfort through the design of this tire.
* A synthetic resin that becomes flexible when heated, can be processed into avariety of shapes, and becomes hard when cooled. The changes from heating
and cooling can generally be repeated, making it easy to both mold and recycle
the material.

Pursuing research into

Half-weight tire concept

2 half-weight tires

Advanced technology togreatly reduce wear

Bridgestone is developing half-weight tire technology that aims

Tread rubber with NanoPro-TechTM*1high wear resistanceto halve the amount of raw materials used in tires.

* See p. 17 for further details.

By advancing technological development in the fields ofstructure, form, and materials, we aim to halve the use of raw

Development of ultrahigh-strength steel cordmaterials while achieving or improving upon the durability andLatesttechnology

stability required of tires.
Bridgestone will continue its research into this technology
with the aim of commercialization.

further
improvement• Improvement of sidewall
durability• Inner liner*2 air permeability
control*1 This proprietary Bridgestone material technology designs the molecular
structure of rubber from the nano level to draw out necessary physicalproperties such as fuel efficiency and safety, a combination that is difficult
to achieve, as well as improved wear resistance.
*2 The layer of rubber attached to the inside of the tire.

VOICE

Yoichi Ozawa
Fellow (General Manager)
Tire Materials Development
Division I and Central Research
Bridgestone Corporation

Bridgestone Group

Research and development into sustainable materials
through our unique technology innovation
We were able to achieve development of new technologies such as the concept tire of “100%sustainable materials” in part through the effects of having an organization that is verticallyintegrated from the supply chain upstream (raw materials development and manufacture) to thedownstream (sales), and through our steady tackling of technological improvement in each fieldof raw materials development.
As a leading company with a large share in the industry, we face demands to contribute to
the achievement of a sustainable society. Adding to our development and technologicalabilities, from here out Bridgestone aims to continue conducting research and development insustainable materials with the cooperation of our customers and suppliers.

15

CSR Report 2013

Special Feature 1

Deepening of “vertical and horizontal expansion”
through technology innovation

T OP IC
Combining high-level fuel efficiency and safety:
the Large & Narrow Concept Tire
Bridgestone exhibited the Large & Narrow Concept
Tire at the Geneva Motor Show in March 2013.
The design offers narrower width and larger
diameter than conventional tires and utilizes a higher
internal inflation pressure. Moreover, through theapplication of a newly-developed specialty pattern andspecialty compound, the tire achieves rolling
resistance*1 vastly reduced from conventional designs,*1 Reduces rolling resistance coefficient by approximately 30%
compared to a typical tire size (175/65R15).
*2 Improves wet braking performance by approximately 8% compared
to conventional products.
* The detailed information above has been submitted to the Tire Fair
Trade Council in Japan.

as well as improved wet grip performance*2.
We aim to quickly commercialize the product innext-generation automobiles as a new category under
the fuel-efficient ECOPIA brand.

Large & Narrow Concept Tire

T OP ICElastomeric seismic isolation bearings to protect lives and assets
Earthquake countermeasures in buildings are broadly
separated into three categories: seismic isolation,
seismic damping, and seismic resistance. Amongthese, seismic isolation places elastomeric seismic
isolation bearings between the earth and buildings.
This configuration limits the direct transfer of groundshake to the building, which reduces shaking insiderooms and damage from toppling furniture.
In 1984, Bridgestone began supply of high-quality
and high-performance elastomeric seismic isolation
bearings, leveraging three of the company’s coretechnologies—materials technology, design

technology, and production technology—cultivatedthrough the manufacture of tires.

Tokyo Station Marunouchi Building, which adopted Bridgestoneelastomeric seismic isolation bearings

Elastomeric seismic isolation bearing

Bridgestone Group

Since then, as a pioneer in the industry,
Bridgestone has engaged in development and supplyof elastomeric seismic isolation bearings forcondominiums, high-rise buildings, low-rise buildings,
and single-family houses. The East Japan Railway
Tokyo Station Marunouchi Building preservation
and restoration work that was completed in October
2012 employed 352 of our elastomeric seismic
isolation bearings.

16

CSR Report 2013

Achieving Sustainability and Creating New Value

Special FeatureSpecial Feature 2

Business model innovation that achieves a safe society
and supports the development of customers
Against a background of rising fuel prices, reducing costs
has become an important management issue for thetransport industry.
In this environment, interest is growing in energy
saving, such as improving fuel efficiency andtransportation efficiency.
As a part of the “business model innovation” that
forms one of the pillars of its growth strategies, theBridgestone Group is expanding “fleet solution” thatcombine new tires with retreading and maintenanceservices. This contributes to solving management issues
for customers in the transport industry.

Business Model
Innovation

1

1

Bridgestone Group’s truck and bus tires support
the safety and security of customers

New tires: ECOPIA brand fuel-efficient tires*1 that realize
environmental friendliness

The goal of Bridgestone’s fleet solution is to support both

*1 Among environmentally friendly products meeting internal Criteria for Eco
Products in Bridgestone, this refers to tires that offer fuel efficiency.

economy and safety aspects of customers’ vehicle operations.

*2 NanoPro-TechTM is a Bridgestone proprietary material
technology that changes the structure of tires at thenano level to markedly improve fuel efficiency.

Our fuel-efficient ECOPIA tires contribute to the reduction ofcustomers’ operating costs.
ECOPIA adopts NanoPro-Tech™ technology*2 that controls
tire performance at the nano level, as well as treads*3 that limit

1m

0.1 nm

10,000 km

1 mm

heat generation at the tire surface and thereby reduce therolling resistance generated during driving*4. By reducing rolling
resistance and improving the vehicle’s fuel efficiency, the tires
contribute to decreased CO2 emission. Compared toControlling tire performance at the nano-level is analogous to
managing a 1 mm screw into a tire the size of the earth.

conventional tires, ECOPIA also offers wear resistance and wet
performance that assures control stability in the rain.

*3 “Tread” refers to the rubber portion of the tire that is in contact with the road.
*4 For example, 36% reduction in rolling resistance.
(Using the ECOPIA M801; compared to M890 with conventional rubbercompound)Measurement method: Rolling resistance is measured on the contacting surface
when the tire rotates in the traveling direction under the condition of fixed weight load
and at regular speed. We had test in Bridgestone’s indoor drum test machine under
the condition of fixed weight load and rotation at regular speed. Test conditions:・Tire size: 11R22.5 14PR (comparison of conventional product M890 with ECOPIA
M801)・Rim: 22.5×7.50・Load: 24.52 kN・Inflation pressure: 700 kPa・Speed: 80 km/h
Results for rolling resistance coefficient (RRC):ECOPIA M801 = 4.5×10-3; M890 = 7.0×10-3* Percentage reduction in tire rolling resistance differs from the percentage
improvement in vehicular fuel efficiency.
* Detailed data concerning test results is on file with the Tire Fair Trade Council.
* Tests are performed using test methods prescribed by Fair Competition Coderules for tire labeling.
* Test results indicate test values and may vary according to driving conditions.

ECOPIA M801
fuel-efficient
truck and bus tire

Bridgestone Group17

CSR Report 2013

Special Feature 2

Business model innovation that achieves a safe
society and supports the development of customers

Business model innovation that achieves a safe
society and supports the development of customers

to cost saving and environmental conservation
2 Contributing
through retread tires
Another Bridgestone’s fleet solution offerings is “tireComparison of petroleum resources necessary for
manufacturing new truck and bus tires withpetroleum resources necessary for retreading tires

retreading.” Bridgestone buffs off the tread which has worn out
through driving and puts new tread on the casing so that theOil consumption

tire can be reused. Retreading the tire reduces the usage of100%

petroleum resources and other raw materials to approximately

Reduced oil resources necessary
for production by

one-third that of producing a new tire. Because retreading68%*

reuses most components of the tire, it contributes to a
reduction in the scrapping of tires as well.
To assure safety, casings are inspected prior to retreading,

Oil consumption

32%

with each tire confirmed safe for reuse.

New tire

Retread tire
* Reference: Japan Retread Tire Conference

Flow from new tires through recycling

RECYCLE
After use

After use

Material recycling(Reuse as a raw material)
Thermal recycling(Use to generate heat)

New tire

Retreading

Retread tire

REDUCEREUSE

3 Maintenance services that maximize tire life
Maintenance services are important for maximizing the total life

year-on-year) and 120,000 vehicles (148% year-on-year) as ofof tires. Periodical checks of remaining tread depth on tread,the end of 2012.

damage, inflation pressure, and other factors enable

Moreover, in 2007 the Bridgestone Group acquired

customers to maximize tire life. Managing the schedule for tire

Bandag Inc. and started global rollout of their advanced

replacement is also a key point ofretreads. At present, we are expanding our solution businessmaintenance services.

using retread technology around the world, including Japan,

In Japan, our “Eco Value

Europe, the Americas, and emerging countries in Asia.

Pack” that combines new tires

The Bridgestone Group contributes to resolving

with retreading and maintenancemanagement issues for customers in the transport industry byservices has been highly

providing fleet solution that combine new tires, retreading, andappreciated by customers, andmaintenance services.

grew to 5,500 contracts (130%
Maintenance services

Bridgestone Group18

CSR Report 2013

Special Feature 2

Business model innovation that achieves a safe
society and supports the development of customers

Business Model
Innovation

1

2

New technology supporting customers“TRISAVER”: tire manufacturing technology that achieves
resource recycling and fuel efficiency

Bridgestone has been developing innovative manufacturing

treads, Bridgestone achieved a decrease in rolling resistancetechnology for truck and bus tires that aims to achieve highand improvements in durability, which enabled an increase inlevels of both resource recycling and fuel efficiency.

the number of times retreading can be carried out.

New tires are normally manufactured through the one-time

As these new technologies enabled reductions in threevulcanization* of all materials. On the other hand, retread tires

areas, which are costs,

are manufactured by combining separately vulcanized casing

resource usage, and CO2(the tire finished its primary lifespan) and tread (the rubber inemission, we thus named

contact with the road surface). Bridgestone focused on thethem TRISAVER. We aredifferences in these basic manufacturing methods andcurrently evaluating

discovered that manufacturing the casing and the tread under

TRISAVER in practice and are

optimal conditions respectively led to improved overallaiming to put the technology

performance in new tires.

into early commercial use.

In addition, by adopting newly developed rubber for the* A process that applies heat and pressure to rubber to increase its elasticity
and strength.

2 “Tirematics”: tire data monitoring system
Bridgestone has developed and is working toward practical

Tire inflation pressure andrealization of “Tirematics,” a tire data monitoring system.

tire temperature are key

Tirematics is developed to work with a telematics system*1 thatelements affecting not onlyis already in practical use, TPMS , and elements to analyze

tire life but also fuel efficiency.

collected data.

Analyzing these data allows*2

Its key feature is its ability to remotely share information

Vehicular
information

Bridgestone to propose tires

over a network, including tire temperature and inflation

optimized for customers’pressure data measured by TPMS.

usage conditions.

As this data is regularly communicated via “Tirematics,”
users can assess the condition of tires to a high degree of*1 Provision of service to automobiles using a mobile phone or othercommunication system.
*2 Tire Pressure Monitoring System: A system that continually monitors inflationpressure of tires.

precision while at the same time managing information about
vehicular operation.

3 Customizing optimal tires matched to individual customers’ needs
Bridgestone may combine “TRISAVER” and “Tirematics” tomaintenance services that allow tires to demonstrate maximum

offer a combination of casing and optimal tread which

performance.

aims to match the operating condition of the individual
customer’s vehicles.

New tire technology

For example, we can offer our fuel efficient tread to customers
seeking for better fuel efficiency, and our balanced type tread to

Fuelefficiency

customers seeking both fuel efficiency and tire life. In this way, theestablishment of “TRISAVER” technology provided an opportunity
to produce customized tires.

Highcasingdurability

New IT system
Newcustomer
value

Tire
temperatureTire
inflationpressure

Operatingdata

Bridgestone is well-positioned to contribute to resource
recycling and reduction of CO2 emission by analyzing the

New business model

operating condition of customers’ vehicles and providing
Bridgestone Group19

CSR Report 2013

Special Feature 2

Business model innovation that achieves a safe
society and supports the development of customers

T OP IC
Contributing to reducing CO2 emission through performanceof “conveyor belts” for mines
In addition to tires for construction and mining vehicles,
the Bridgestone Group provides conveyor belts totransport ore and other products related to mine operation
to mining operators. We are promoting “mining solution”
as a new business model that combines these productswith on-site maintenance support services.
Customers demand conveyor belts that offer durability
for stable operation and energy-saving performance forlower operating costs. In response, Bridgestone hasdeveloped the energy-saving belts that greatly reducerolling resistance when it passes over the rollers. Although

VOICE

results differ according to usage conditions, the belt can
reduce electrical power consumption (up to approximately
30% less compared with other Bridgestone generalproducts) and CO2
emission.
Please refer WEB site:
http://www.bridgestone.
com/products/diversified/conveyorbelt/products/
energy_saving_belt.html

Conveyor belt transportingore over a mountainous area
(Indonesia)

Introduction of the “Eco Value Pack” considerably reduces
our overall number of tires used per year (Japan)

Around August 2005, we received a proposal from Bridgestone for the “Eco Value Pack” andbegan considering implementation. We considered that integrating inventory management withthe support of Bridgestone would lead to cost saving and decided on implementation of theirpackage given the situation at that time that our company had been managing tires individually ateach of our sites, from Tohoku in the north to Kyushu in the south. As a result, tire rotation iscarried out thoroughly, extending the life of tires. This in turn has greatly reduced the number oftires we use per year. In addition, as Bridgestone manages data on tire wear and other usage
conditions, we have been able to reduce expenses caused by troubles such as flat tires.
Mr. Masahiko SatoOn the safety front, too, thanks to Bridgestone’s nationwide network* we can receive help
Director, Managing Director
Management Division,
wherever a breakdown occurs, while with their introduction of the “Eco Value Pack,” their
HINODE & SONS Co., Ltd.
management of our tires has reduced the number of emergencies.
(approx. 480 vehicles
owned)* Through its network of 950 sites in Japan (as of October 2012), Bridgestone is prepared to respond to tire trouble via a 24-hourtoll-free number.

VOICE

Strengthening safe operations and cost savings (Thailand)

We have had a long relationship with Bridgestone, and adopted
the maintenance program that Bridgestone proposed for a
four-month trial. We found that it extended the lifespan of newtires and increased the number of tires that we were able to use
again in retreads. Seeing these effects on cost reduction, we
decided on full-scale implementation.
With support from Bridgestone, we perform thorough tire inflation pressure management andtire rotation through the company’s tire checking service. As a result, we are now able to use tires
Mr. Surawak Boonrod
for a longer period of time. In addition, thanks to the reports that Bridgestone regularly creates forVice-President,
Ponlaui Co., Ltd.
us, we are now able to perform unified management of tire usage conditions and expense details.
(approx. 300 vehicles
As a company that transports gasoline, we place priority on safety. By adopting Bridgestone’s
owned)
high-quality products and services, we will continue to strive for safe operation and further cost
reductions.

Bridgestone Group20CSR Report 2013

Special Feature

Achieving Sustainability and Creating New Value

Special Feature 3

Initiatives to solve issues
in local communities
At the growing number of sites where the BridgestoneGroup has its operation around the world, we are
performing social contribution initiatives under the themesof “safety” and “environment.” We also engage in activities
aimed at solving issues faced by local communities,
including support for education and people’s livelihoods.
In each region, we work with local stakeholders to solve
issues in communities, bearing our responsibilities as acompany having its business in the region.

South Africa

Supporting education through“Mobile Libraries”
Bridgestone South Africa (Pty) Ltd. (BSAF), which engages in
automobile tire manufacturing and sales in the country,
provides aid for the South African Primary Education Support

Children absorbed in reading

Initiative (SAPESI), an NPO active in educational aid in the
country’s rural areas. Literacy in South Africa’s rural areas islower compared to urban areas, and many schools have no

VO ICE

libraries. SAPESI offers children in those areas opportunities toread books by operating 50 Mobile Library vehicles.

We appreciate BSAF’s support

As an activity to contribute to society through its business,
BSAF provides tires to the Mobile Libraries. In the three years

Although South Africa has around 14,000 elementary
schools, only 8% of them have libraries. With the helpof Bridgestone, SAPESI’s initiatives to deliver books toareas throughout South Africa have met withwidespread acclaim. Our goal is to have one million
books and 100 Mobile Libraries by 2015, offering two
million students in 4,500
elementary schools
opportunities to read. Since
2010, BSAF has supported
our work through the ongoingprovision of new tires for the
Mobile Libraries and tiresafety lectures for the drivers. Mr. Tadashi Hasunuma
We are extremely grateful to
Chairperson and Founder,South African Primary
BSAF for this aid.

since 2010, the Mobile Libraries have visited about 500 schools.

Freely browsing books
inside the Mobile Library

Education Support Initiative

Mobile Library with Bridgestone tires

Bridgestone Group21

CSR Report 2013

Special Feature 3

Initiatives to solve issues in local communities

Argentina
Aiding activity for indigenous
children attending school inmountainous regions
Bridgestone Argentina S.A.I.C. (BSAR), which manufacturesand supplies automobile tires in Argentina, is engaged in an
activity called the “Solidarity Caravan.”
In Argentina, where unification under the Spanish began

The Caravan Team heading to a sitearound the mid–1600s, European ethnic groups now accountfor 97% of the population of about 40 million. Among theindigenous population are people living in mountainous regions
far from urban areas. Through the “Solidarity Caravan,” BSAR,
its customers, its sales offices, and other cooperatingcompanies provide financial support for education, as well as
goods needed for living in the mountainous areas, to aid theschool-aged children of indigenous people living in
those regions.
In 2012, BSAR employees and cooperating companies

School children greeting the Caravan Team

collected and provided six schools with 11 tons of needed
goods including clothing, food, eating utensils, medicines, andbicycles. They also donated solar panels to a school that had
no plumbing, contributing to the installation of electricalequipment to draw water. This was an Aborigine School and it
was of great help as they have to provide water themselves
carrying it by buckets from a natural slope nearby. The school
had experienced difficulty in securing the required amounts.
Since the equipment was installed, the school has been able toChildren receiving aid supplies

freely obtain the water it needs.
As a part of the program, 55 BSAR employees and other

VO ICE

volunteers formed the Caravan Team, which uses ninefour-wheel-drive vehicles to visit sites and deliver aid supplies

Proud of the activities

first-hand to 544 children.

The third “Solidarity Caravan” has brought us here
today, to the provinces of Salta and Jujuy. We are really
moved; we have found little schools in faraway places,
difficult to reach; some paths
have been certainly tough but
we managed to takedonations kindly donated by
employees, suppliers andclients. We have brought
11 tons in donations.
Liliana Nasiff
We feel proud of thisCorporate Relations &activity and plan to continue it
Community Chief
Bridgestone Argentina
in 2013 and onwards.
S.A.I.C. (BSAR)

Installation of solar panels

Bridgestone Group22

CSR Report 2013

Special Feature 3

Initiatives to solve issues in local communities

Spain

Initiatives to build environmental
awareness among local children
The Burgos Plant of Bridgestone Hispania S.A. (BSHP), a
company that manufactures and supplies automobile tires in
Spain, has undertaken initiatives since 2007 to build
environmental awareness in people living in areas around theplant. In 2012, the plant planned its environmental initiatives for

Nature Tourthe year. For the Environment Month from September 16 to
October 17, it held events for children that included a Nature
Tour outdoor classroom for learning about local nature andbiodiversity, and workshops to learn about renewable energy.
To reduce CO2 emission and related to the European Mobility
Week, Burgos plant employees have implemented tests of car
sharing and commuting by bicycle.
In March, the Plant employees planted 200 trees, while in
April, local children were invited to a workshop that conveyed
the importance of the 3R (reduce, reuse, and recycle). Then,

Tree planting

during the Christmas season, to deepen children’s
understanding of the importance of energy conservation and the
3R, a contest to decorate a Christmas tree with recycledmaterials was held by plant employees.
The initiatives so far have met with a positive response. The
plant received an award from Spain’s
Ministry of Agriculture, Food andEnvironment in 2010 and acommendation for its tree-planting
activities in 2011. Again in 2012,

Workshop on the theme of the 3R

the plant’s activities were taken
up by various media. Meanwhile,

V OIC E

awareness of CO2 emission isrising among the employees,

Continuing environmental activities
for colleagues and the community

an increasing number ofwhom are commuting by
public transportation or

The Environment Month is a very useful project for ourcolleagues and for the community. By participating in
the bicycle-to-work activity,
we feel more relaxed, aremore productive when atwork, and interact more withnature. This reminds us of theimportance of the naturalenvironment and adds to thevarious benefits that comefrom taking part. This isMarta Pérez
Environmental Coordinator
why we try to take theseBurgos Plant
activities another step ahead Bridgestone Hispania S.A.
(BSHP)
every year.

by bicycle.
Christmas tree decorated with recycled items

Commuting by bicycle

Bridgestone Group23

CSR Report 2013

Special Feature 3

Initiatives to solve issues in local communities

Singapore

Events for communication withpeople with disabilities
At Bridgestone Tyre Sales Singapore Pte., Ltd. (BSTSG),
which supplies automobile tires in Singapore, employees
voluntarily launched a project in collaboration with the YMCA
and has been continuously organizing events to support
people with disabilities since 2011. In 2011 the project
conducted activities such as a nature observation walk to

Handicrafts by members and a game event with participation by all

deepen communication with people with disabilities. In 2012
the project held indoor events that invited guests using
wheelchairs. The BSTSG employees, along with their families,
enjoyed communication over lunch, games, and a magic show.

An enjoyable lunch with participants

V OIC E

Members of the project together with elderly

Positive cooperation by BSTSG
made the communication eventa great success
The volunteers from Bridgestone brought cheer to theelderly through fun-filled entertainment and interaction.
While all the participants enjoyed themselves with thegreat food, games and goodie bags, they appreciatedthe time the volunteers had
spent together.
The event was a successbecause of the dedication
and active participation of all
the volunteers.
On behalf of YMCA andthe elderly, I would like to
Tan Zhow
thank Bridgestone and theYeow Roger
employees for their precious
Executive, Community
time and generous
Service Dept.
YMCA of Singapore
sponsorship. Thank you.

Nature observation walk

Bridgestone Group24

CSR Report 2013

1

DialogwithExperts

The Bridgestone Group’s Support Activities for
Reconstruction after the Great East Japan Earthquake

The Bridgestone Group has embraced the social mission of
offering reconstruction assistance to areas stricken by the Great
East Japan Earthquake, undertaking a variety of support programs.
In order for us to continue to offer reconstruction support
matched to the needs and circumstances of affected people, we
invited experts from NPO, NGO and other organizations active inthe disaster-stricken area to evaluate Bridgestone’s support so far,and to suggest future activities.
Date: April 4, 2013 Location: Bridgestone Head Office

Overview of Reconstruction Support Activity
after the Great East Japan Earthquake

Participants(organizational affiliation and titles current at the time of the meeting) Expert

In the period following theGreat East Japan
Earthquake, the BridgestoneGroup has launched avariety of reconstruction
support efforts, including thefunding and the donation ofrelief supplies in the form of
the Company’s bicycles, bedding, and other products.
By March 2013, a total of 1,032 employee volunteers from
Bridgestone had taken part in support activities in the disasterstricken areas, particularly in Iwate Prefecture and Miyagi
Prefecture. In 2013, we began offering assistance to the “Iwaki
Otento SUN Project” engaged in town planning activity in Iwaki
City, Fukushima Prefecture. To support affected people living
outside of the prefectures, we have supported NPOs providing
opportunities for communication among affected people.
Among our actions to support children orphaned by theearthquake we provided financial support to the “Wings ofDream Project” and invited children to use company-owned
recreational facilities.

 Expert
Mr. Taro Tamura

Mr. Tetsuya Myojo

Representative of theInstitute for Human
Diversity Japan
Senior Policy Advisor,
Reconstruction Agency

Head of Tohoku Office,Japan Platform (JPF) Expert

 Facilitator
Ms. Kimiko Murofushi
Professor Emeritus,
Ochanomizu University
Member of the Board,
Bridgestone Corporation

Mr. Mitsuo Ogawa
President,
Craig Consulting

 Bridgestone
Yuichiro Takenami
Vice President & Senior
Officer, Responsible for
Global Innovation andInnovation Development andCIO and IT & Network andCorporate Communications& Motorsport

Nobuyuki Tamura
Director, Corporate
Communication Division(Public Relations, Brand
Management,
Motorsport)

Overview of the Dialog
Future aiding activity for reconstruction
At present, the disaster-stricken area has entered a period of reconstructing the livelihoods of people, whose needs are becoming
more diverse. In such a situation, NPOs and companies can take the initiative to respond to individual needs of the affected area
which public institutions alone cannot address. To continue providing support, it is particularly important that companies put into
practice unique forms of involvement that leverage their strengths and core businesses.

Mr. Taro Tamura

Expectations for Bridgestone

I believe that Bridgestone will experience greater cooperation with its support initiatives if the reasons for undertaking specificactions can be clearer and its strengths are recognized by local governments and NPOs.
In my opinion, Bridgestone’s support for the NPOs’ initiatives in Iwaki City is a wonderful initiative, which is namely “support for supporters.” I think it isimportant for Bridgestone to keep its position of being “support for supporters” in mind, and understand the needs of supporters to set goals for the
support.
In reconstructing the livelihood of affected people, it is also important to maintain an environment for parenting and to create motivating work thatenables affected people to feel that they are connected to communities, even for a few hours a day. Perhaps, Bridgestone should consider providing
support in these areas.
In the disaster-stricken areas that are heading into a reconstruction period, companies should conduct data-based analysis of issues in areas to set
goals for the companies’ involvement in resolving those issues. For example, if a company set a vision looking five years ahead and work with a stance tocreate new business models in the disaster-stricken areas, I believe activities will come about that can fully feed back into the companies’ core businesses.

Bridgestone Group25

CSR Report 2013

1

DialogwithExperts

The Bridgestone Group’s Support Activities for
Reconstruction after the Great East Japan Earthquake

The unique strength of companies

Mr. Tetsuya Myojo

The strength that companies offer is the capability to carry out specific programs
continuously.
Recently, activities related to the social safety net, such as support for people
taking care of children or relocation support for the elderly has become difficult insome regions.
Long-term support will be needed in these fields; JPF tries to thoroughly identify
the needs of disaster-stricken areas and to connect companies which can commit
to support activity with the disaster-stricken areas.

Key points in carrying out support initiatives for reconstruction
On the other hand, we can sometimes observe that the diversifying needs of disaster-stricken areas and the content of support do not match.
Perhaps, once support from a company starts, continuation of the support activity itself could become the goal, and the company gets lazy about
trying to ascertain what affected people actually need. As needs change in accordance with the status of reconstruction, it is important to holdclose discussions with people in affected areas and to constantly review activities.

Expectations for Bridgestone
When companies cooperating with NPOs and local people act to consciously leverage their areas of expertise in projects, I am certain that there will
be activities that match the needs of both sides. At present, community revitalization is a major issue in the disaster-stricken areas. Companies cancontribute by providing their know-how of human resources development, which can help foster leaders who can take on this challenge.

Wings of Dream Project
I am involved in the “Wings of Dream Project,” which supports children orphaned by the earthquake. This project aims to help
children become grown and upstanding members of society through sharing experiences of activities including sports andvarious studies. The program has resulted in many discoveries and growth experiences over the past two years. We see
children who have lost their parents growing up strong, and students who participate in the activities as volunteers
developing independence.
Through the project, we aim for children themselves to nourish the power to realize their dreams and to become
independent. One example is our camping activities. When securing a location for camping became an issue, Bridgestone
helpfully made its recreational facilities available.

Ms. Kimiko Murofushi

Expectations for Bridgestone
Our activities are planned to continue until children reach adulthood. Although many support projects arose after
the earthquake, it seems that few of them carry out assistance from a long-term perspective. While we continue
to ask for support from Bridgestone, we hope Bridgestone will provide support from its own unique perspective.
Bridgestone may become a bit more proactive in publicizing the assistance carried out so far. I believe that
more people learning about this support will create opportunities to expand the circle of activities.
Note: See p. 6 for details of “Wings of Dream Project.”

Wrapping up the Dialog

Yuichiro Takenami

Bridgestone Group

Immediately following the earthquake, we began sending our company products that we thought were needed in thedisaster-stricken area, such as bedding and bicycles. We also dispatched employee volunteers to the area. Following that,
we provided support to refugees leaving the affected prefectures, and this year began providing support in Iwaki City.
As suggested by the experts, we intend to engage in activities while always asking ourselves why we are taking a specificaction in a specific location. I believe this will lead to supporting activity that Bridgestone makes unique through its corebusinesses. We have reaffirmed the fact that by offering support through our fields of expertise, we will be able to respondclosely to needs in the disaster-stricken area, and in doing so we will create activities that are more beneficial for society.
We also anticipate that communicating our efforts better with outside of the Company will increase the number ofcompanies taking part in support activity, and further expand support activity to the disaster-stricken area.

26

CSR Report 2013

2

DialogwithExperts

Promotion of Diversity at Bridgestone

Bridgestone formed the Diversity Promotion Office in 2008,
and is creating working environments in which individuals who
have diverse values can work comfortably and demonstrate
their abilities.
Bridgestone held a dialog on the theme of “supporting
female employees’ active careers” to further strengthen our
initiatives aimed at creating workplace environments
comfortable for women.

Date: April 5, 2013 Location: Bridgestone Head Office

Participants (organizational affiliation and titles current at the time of the meeting) Expert

 Bridgestone
Ms. Sakie T. Fukushima

Shinichi Yochi

Masayuki Ishii

Hisato Takita

President and Representative
Director of G&S Global Advisors Inc.,
Member of the Board,
Bridgestone Corporation

Vice President and Officer,
Chief Risk Management Officer,
Chief Human Rights Officer,
Human Resources and General
Affairs

Director, Human
Resources andLabor Relations
Division

General Manager,
Human Resources
Department

Overview of Diversity Promotion Programs
Bridgestone is taking initiatives aimed at achieving workplace environments enabling active careers for women as a part of its diversity
promotion programs, and is enhancing systems to support both work and parenting responsibilities. The Company’s initiatives also
include training to foster consideration of career design for women, as well as to increase employment of women. We held a dialog
with Ms. Sakie T. Fukushima, President and Representative Director of G&S Global Advisors Inc. and Member of the Board at
Bridgestone to discuss these initiatives and receive expert advice.
Note: See p. 52 for details of Bridgestone’s diversity initiatives.

Overview of the Dialog
Concepts of diversity and expectations for Bridgestone
I believe it is a requirement for a company to provide the infrastructure that enables female employees to work actively. This isbecause it is necessary to leverage talented human resources, regardless of factors such as gender and nationality. Yet theenhancement of support systems is merely a point of entry; proper operation of the system is vital to ensure the promotion of
women who are top performers. As a measure to promote this, companies may have to set time-limited targets for theappointment of women, and should give women preference in cases of equal ability with men. Initiatives to reform the malemindset to share the burden of parenting are also important. The appointment of diverse and talented human resources is not
Ms. Sakie T. Fukushimaa women’s issue alone; it is an issue of leveraging management resources to strengthen the company’s competitiveness,making it a management issue that calls for the commitment of top management. I would like to see companies create a new corporate culture by
assigning the same work they assign to men to women as well, as individuals and not as women, from the time employees join the company.
When promoting diversity globally, the perspective of “Think globally, act locally” should come into play. This means the global sharing of basic
approaches such as corporate philosophy, and the operation of systems and mechanisms in a manner tailored to local circumstances. I believethat this, too, calls for the Head Office to take the initiative to promote diversity.

Wrapping up the Dialog

Shinichi Yochi

Bridgestone GroupWe established the Diversity Promotion Office in 2008, and since then have enhanced systems for supporting active work byfemale employees under commitment by top management. I believe that we have now come to the stage of leveraging thesesystems to generate results. The number of women in the main career track has increased, and we are putting effort into
fostering the careers of women. While we have made the progress described above, we recognize that we may need to set
targets for management position appointments for women in order to increase our human resources able to work even more
actively and engage in management.
I believe that active work by diverse human resources including females will generate new ideas and values, and lead to
growth for our company.

27

CSR Report 2013

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.

The 22 CSR Focus Points were identified in 2007 to serve as a

CSR activities, based on these instructions, are achieved

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

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

perspectives: importance to the Bridgestone Group, importance

In 2012, we tackled each of these points and deepened theto stakeholders and progress by the Group in taking thereach of our CSR activities based on the results of a CSR self-necessary measures.

check conducted in line with the 22 CSR Focus Points

Starting in 2009, we identified specific objectives, directions

implemented in 2011.

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

Activities supporting the creation of asafe workplace (U.S.)

Training on truck tire maintenance (Thailand)Children enjoying games at an employee–evacuee
exchange event (Japan)

Children who took part in anenvironmental education
program (South Africa)

Parents and children take a tire inspection class (Japan)

Bridgestone Group

Clean-up activities performed by employees (Singapore)28

CSR Report 2013

22 CSR Focus Points and Bridgestone’s Ideal State for the Future
TargetTo 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 thoroughTo build a foundation for relationships of trust with all stakeholders through better business practices
based on ethical decision-making at all times, adhering to all laws and in-house rules, practicing
business ethics, and acting in accordance with proper 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,
to limit damage, protect the safety and profits of stakeholders and minimize the impact on society

4 Communicating with stakeholders

To engage in open and honest communication with stakeholders and bring their input to bearon company activities

5 Providing attractive, high-quality
products and services

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

6 Technological innovation

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

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

8 Commitment to fair businessTo enforce standards throughout the Group to make certain that all applicable national laws andGroup principles related to fair business practices and competition are observed based on anunderstanding of the Group’s responsibilities as a corporate citizen

9 Fair procurement activities

To build and maintain fair and equal relationships with suppliers

Customersthat generates new value
services based on customers’ voices
practices and competition

Suppliers
Shareholders

10 Enhancing CSR procurement

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

11 Returning profits by enhancing

To strive to improve future business performance and encourage business development basedon an understanding that shareholder profits are a key priority

12 Disclosing information in a

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

13 Contributing to the conservation of the

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

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 procurement, manufacturing, logistic and sales

15 Contributing to the environment
through social activities

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

16 Continued enhancement of job

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

corporate value

timely and appropriate manner

environment through products and services

CSR throughEnvironmental
Activities

environment throughout the supply chain(procurement, production, distribution, and sales)

satisfaction and pride

17 Enhancing workplace safety and health,

To maintain safe, accident-free workplaces that also focus on disaster prevention andemployee health
To foster an environment in which employees can enhance their skills by promoting physicaland mental health

18 Respect for diversity

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

Employees

CSR from a
SocialStandpoint

19 Respect for fundamental humanrights, including the rights of children
and others to be free from forced labor

Society and communities
Bridgestone Group

Bridgestone’s Ideal State for the Future

1 Securing stable profits as a businessunderstanding of andadherence to complianceFundamental
CSR Activities

CSR throughBusiness
Activities

22 CSR Focus Points

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

20 Developing social activities to build a

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

21 Encouraging employees to do

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

sound and sustainable society

volunteer work in their communities

29

CSR Report 2013

Fundamental CSR Activities
Town Hall Meeting between employees, the CEO and the COO
Objective

Goal embodying the desired stanceAchievements*

Major achievements for 2012

Plans

Major plans from 2013 onwards* Initiatives that have made particular progress are highlighted in a different color in the Achievements section.

Focus Point

1 Securing stable profits as a corporation

Objective• To maintain stable profits by achieving the objectives outlined in the Mid-term Management Plan

Achievements

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

Securing stable profits as a corporation

Management Plan and keeping with our “Lean & Strategic”
approach.

The Bridgestone Group works continuously to secure stable

In December 2012, the Bridgestone Group’s consolidated

profits and develop its businesses in order to support our local

net sales increased 1% to 3,039.7 billion yen, while operating

communities. Throughout 2012, we continued to strengthenincome rose 49% to 285.9 billion yen. Ordinary income

our company’s operating base and implement strategic

increased 59% to 285.0 billion yen, and net income rose 67%

policies, while abiding by the terms outlined in our Mid-term

to 171.6 billion yen.

Focus Point

2 Ensuring a thorough understanding of and adherence to complianceObjective• To comply with laws, regulations and company rules, and to implement responsible business practices

Achievements

Plans• Held Compliance Information Exchange Meetings for 30 major Group
companies in Japan• Established a compliance education framework at Group companies outsideof Japan selected to receive support• Distributing information regularly through our intranet, developing
awareness-raising tools, and continuing and enhancing training programsfor Bridgestone and Group companies in Japan• Conducting position-specific compliance education at Group companies
outside of Japan selected to receive support

Basic approach to compliance

Compliance structures

The Bridgestone Group believes compliance is a matter of

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

properly satisfying requirements and expectations of society.

as the individual with ultimate responsibility for compliance. We

We comply with laws, regulations, and company rules; act

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

have worked to strengthen and ensure the effectiveness of ourbusiness practices. We are also committed to building a basis

structure. At Bridgestone, the head of each division responsible forfor relationships of trust with all stakeholders by conducting

compliance is named a Compliance Activity Chief. These people

our business operations in a responsible manner and with aappoint a Compliance Activity Leader and work with them toconsistent focus on ethical decision-making.

enhance training, awareness and compliance structures.
We have established the Compliance Committee to deliberateon policies and other important related issues. This committee

Bridgestone Group30CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

Fundamental CSR Activities
regularly reports on the status of compliance activities to theserves as the driving force behind the Group’s

Integrated CSR Enhancement Committee and the Board ofcompliance efforts   2. Raising awareness of compliance-related issues among

Directors.

employees

Compliance Information Exchange Meetings   3. Enhancing the structures that support these efforts

In October 2012, weEach year, we implement a number of measures in these

held Compliancethree areas and work to ensure that our employees are

Information Exchange

upholding these measures. In addition to continuing thisMeetings among major

program, we will continue to promote a thoroughGroup companies inunderstanding of compliance.

Japan and relevant
departments at
Bridgestone. In light ofCompliance training

Compliance Information Exchange Meeting

the results of the second Compliance Self-Check conducted inCompliance Casebook-based training

2012 prior to the meeting, we aimed to strengthen initiatives

Since 2005, Bridgestone has been compiling a Compliancethroughout all major Group companies in Japan at the meeting

Casebook based upon past incidents and using the Casebook

by giving them ideas through examples of good practices ofin our Group compliance training. In 2011, we compiled a newGroup companies in Japan related to compliance training

Compliance Casebook featuring cases that are more familiar toprogram and helpline.

our employees engaged in manufacturing and sales. We also

In 2013, we will conduct the third Compliance Self-Check

conducted training within the Bridgestone Group in 2012 using

as we continue to strengthen initiatives at all major Groupthe Casebook.

companies in Japan.

Workplace training
Compliance activities support for Group companies

In addition to offering position-specific training in compliance,outside of Japan

Bridgestone provides workplace training for all employees.

The Bridgestone Group carries out compliance activities

These workplace training sessions focused on different content

around the world.

for administrative and technical employees and forSince 2012, Bridgestone has provided support inmanufacturing employees, and served to enhance theseestablishing an education framework for compliance training

employees’ knowledge and awareness needed for their work.

and helpline at Group companies outside of Japan (China,

In 2012, almost all administrative and technicalSingapore, Thailand, and Malaysia) engaged in tire

employees—about 6,000 individuals—participated in the

manufacturing and sales.

sessions. The sessions had participants play the “In-basket”

The Group companies in China to which we provide

game, where each participant became a manager and gave

support have begun training based on the new education

appropriate instructions to team members regarding e-mails

framework. Other Group companies outside of Japan

concerning compliance within a set amount of time, and(Singapore, Thailand, and Malaysia) have plans to begin full-confirmed the right action in their daily work.

fledged position-specific compliance education in 2013 based

For our workplace training for manufacturing employees ason the education framework. We also played a role inwell, almost all manufacturing employees—about 10,000

advertising the helpline through our intranet, posters, and otherindividuals—participated. This training saw participants taking

means. We also helped establish an opinion box for employeespart in active discussion using cases from the Complianceat Group companies that do not yet have a helpline to write inCasebook for manufacturing personnel.

with thoughts and suggestions about their workplaces.

Manager training
Bridgestone is also focusing on training employees in

Basic compliance program

managerial positions, who are responsible for ensuring
Bridgestone has adopted a three-pronged basic program tocompliance throughout the company’s operations. In order toensure a thorough understanding of compliance amongprovide specialized knowledge to Compliance Activity Chiefs

employees:

and Leaders who are responsible for implementing compliance   1. Strengthening management-level leadership, which

activities in each workplace, we conduct Compliance Activity

Bridgestone Group31

CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

Fundamental CSR Activities
Chief and Leader

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

training. For otherof both an internal and an external helpline ensures that

employees inindividuals can report compliance issues anonymously andmanagerial positions,

without fear of retribution. Both helplines provide feedback

we hold complianceconcerning the results of any investigation and the direction

management training

taken by the company to address related concerns. We alsosessions in order tostrive to encourage employees to use the helpline by providing

Compliance training for managers

offer compliance-

contact information, data showing the change in the number ofrelated knowledge that is needed by individuals incases, descriptions of the types of cases, and othermanagement-level positions. In 2012, about 360 employees

information on the corporate intranet.

participated in these training programs, including employees at

In 2012, there were 92 cases, of which 42% involvedGroup companies in Japan.

interpersonal relations and 26% involved confirmation of therules with which employees should comply to do their work.
Every year we put up posters at the Company to enhanceCompliance Helplines

awareness of compliance, and our 2012 posters encouraged
Bridgestone has created two Compliance Helplines—both

employees to talk with others in the workplace about theirinternally and externally—to bring compliance-related issues tothoughts and concerns.

Focus Point

3 Ensuring business continuity

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

Achievements

Plans• Set up and managed a new structure for carrying out autonomous risk
management activities at divisions and SBUs while at the same timeeffectively managing serious risks in the Bridgestone Group• Prevented risk and minimized losses by promoting risk management
measures in the Bridgestone Group• Identified risks throughout the Bridgestone Group• Conducted drills at on-site task forces and emergency affairs offices toprepare for a major earthquake in the capital region• Completed the implementation of the safety confirmation system at 30Group companies in Japan• Promoting autonomous risk management activities at divisions and SBUs
• Managing progress in implementing risk countermeasures in the
Bridgestone Group and regularly reviewing these measures• Continuing to identify risks throughout the Bridgestone Group• Conducting live drills at on-site task forces and emergency affairs offices toprepare for a major earthquake in the capital region in Japan• Conducting drills to confirm reporting on the safety confirmation system atGroup companies in Japan to ensure a proper response in emergencies

Risk management structures

Integrated CSR Enhancement Committee, in order to ensurethat selected serious risks in the Bridgestone Group are

The Chief Risk Management Officer (CRO) is responsible formanaged in an appropriate manner. The division in charge

establishing and operating the Bridgestone Group’s risk

develops action plans for selected major risks, and those plansmanagement systems in accordance with the Risk

are then implemented by divisions and SBUs.

Management Basic Manuals.

In 2013, we established the Group Global CRO Meeting to

In 2012, we set up a new structure for carrying out

take comprehensive risk management to the next level byautonomous risk management activities at divisions and SBUs

sharing information about risk management activities in thewhile also appropriately managing serious risks in the

Bridgestone Group.

Bridgestone Group, aiming for a status in which any kind ofrisks are managed and controlled globally. Specifically, we

Addressing risk and expanding the BCPs*

have established CROs for individual divisions and SBUs andare developing and promoting concrete measures that take

We began identifying risks at the Bridgestone Group (excluding

into account the scale and features of each division and SBU.

companies in which Bridgestone has equity of 50% or less) inAt the same time, we established a Risk Management

2009.

Committee, which is chaired by the CRO and reports to theBridgestone Group

From 2013 onwards, based on the new risk management

32

CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

Fundamental CSR Activities
framework we established in 2012, we are taking countermeasuressafety management is the basis of good corporate management. In

against risks by classifying a broad range of identified risks

the interest of business continuity as well, these initiatives also go

according to whether they are managed by worksites, divisions

towards reducing risk to meet social requirements.

and SBUs, or on a Bridgestone Group basis.

After the Great East Japan Earthquake in 2011, we made many

To address one of the serious risks of a major earthquake andefforts towards better earthquake-proofing. This included

prepare for possible impediments to the business operation in theestablishing our own standards for architectural components likeevent of such a disaster, Bridgestone and Group companies inceilings and piping, the vulnerability of which was focused on after

Japan are developing and reviewing BCPs for major earthquakes

the disaster.

designed to (1) promote rapid initial response and (2) assurebusiness continuity and quick restoration of operations.

Dealing with new types of influenza

We have also established a BCP in preparation for a major
earthquake in capital region that would affect the Head Office,

The Bridgestone Group has formulated BCPs to address thetechnical centers, and many other functions in the area andspread of novel infections such as new types of influenza tocreated the three-district head office (consisting of the Head Officeminimize their impact on business operations.

and offices in Kodaira and Yokohama) for emergencies, ensuring

In 2012, we revised the New Types of Influenza Response

backup functions throughout. We conduct drills every year at

Standards, which provide a series of guidelines governing

on-site task forces and emergency affairs offices in the Three

actions for each epidemic level so that personnel can initiate

districts, where we make each key staff (personnel appointed toan early response to new types of influenza even though theeach organization which takes countermeasures) better aware ofextent of the danger of the virus in question might not yet betheir individual role and check their usefulness.

clear. We also created a guideline for supplies that should be

As another way to prepare for a major earthquake anywhere

stocked at each business location. We will continue to work to

in Japan, we are also strengthening structures designed toenhance new types of influenza countermeasures by spreading

facilitate contact with employees in the event of an emergency

awareness of the New Types of Influenza Response Standards

by expanding use of the safety confirmation system, which

throughout the Bridgestone Group.

utilizes the telephone and e-mail, from Bridgestone to all Group
companies in Japan.

Emergency drills* BCP (Business Continuity Planning)

Looking to institutionalize the lessons learned from a fire at its
Tochigi Plant in September

Reinforcing buildings against earthquakes

2003, the Bridgestone Group
Since the Great Hanshin–Awaji Earthquake of 1995, the Bridgestone

has designated September 8 ofGroup has been systematically and quickly working to earthquake-each year as Bridgestone

proof buildings. This is to protect the lives of each of ourGroup Disaster Prevention Day.

employees, but we also believe that establishing a framework forOn this day we holdEmergency drill at Bridgestone Tokyo Plant

T PICS
completed a variety of practical drills including checking the use of emergency
communications equipment (satellite phones, etc.) and verifying the safety of
employees with the safety confirmation system. This allowed participants todeepen their awareness of
their own roles and verify theeffectiveness of the major
earthquake BCP. We will
be continuing to identify
new issues and strengthen
the framework with the aimof further improving
our actions.

Conducting a major earthquake BCP drill simulating alarge-scale disaster
Bridgestone regularly conducts drills based on its major earthquake BCP in
order to assure continuity of business operations and the safety of
employees and visitors in the event of a major earthquake.
We held drills at on-site task forces and emergency affairs offices from
November to December of 2012 that simulated a major earthquake in thecapital region with mutual backup functions throughout the three-district head
office framework (consisting of the Head Office and offices in Kodaira andYokohama). During the drill, the staffs in charge of countermeasures were
summoned via the PA system and mobile phone messages and set up a task
force in accordance with instructions from the secretariat while depending on
emergency lighting. Afterwards, the staffs who take countermeasure

Bridgestone Group

Emergency drill simulating a major
earthquake in capital region (Japan)

33

CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

Fundamental CSR Activities
comprehensive emergency drills, providing an opportunity forof that day and to doing their best to prevent another fire from

employees to reaffirm their commitment to preserving the memory

occurring in the future.

Focus Point

4 Communicating with stakeholders

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

Achievements

Plans• Developed communication structures aimed at helping Bridgestone Group
companies achieve their mid-term objectives• Establishing a framework to horizontally roll out good communication
practices from one region to another and improve the corporate
communications function globally• Building communication structures at Group companies and clearly articulate
support provided by each SBU headquarters

Establishing and enhancing communication structures

Group company. These efforts including consolidating
information about interviews with media from GroupIn 2010, the Bridgestone Group established a basic

companies to the each regional SBU headquarters andcommunications strategy, and since then we have worked todeveloping system for providing more effective support to thepromote its understanding Group-wide. We have also set

communication activities of Group companies in the regions

mid-term objectives for developing communication structures

they are located.

in accordance with this strategy. We continue to move forward

Based on this, in 2013 we will share good communication

with building communication structures that will serve as apractices on global basis which will enable us to develop afoundation for enhanced communication with a variety offramework for improving the level of our corporate

stakeholders.

communications activities in each region.

Continuing on from last year, in 2012 we moved forwardwith the development of communication structures for each

T

PICS

Town Hall Meeting between the CEO, COO, and employees

Dialogs with local communities (Japan)

The Bridgestone Group’s new management structure launched in
March 2012 focuses on “communication,” “bottom-up,” and“teamwork.” Under this new structure, we are working hard to
re-energize internal communication.
As part of these initiatives, we organized forums at Bridgestoneand Group companies outside of Japan where our CEO and COO
met directly with employees to hold Town Hall Meetings. The
goals of these Town Hall Meetings were to cover the gap
between employees and senior management, as well as to sharesenior management’s message across the entire company andfacilitate smoother business operations.

We held dialogs with the local community at Bridgestone’s Iwata
Plant in November 2012 and at Bridgestone’s Hofu Plant in
December 2012. Local residents, including representatives fromlocal government and citizens’ groups, shared their evaluations ofBridgestone’s activities and proposed future activities.

Dialog at the Iwata Plant

Town Hall Meeting between the CEO, COO, and employees

Bridgestone Group

Dialog at the Hofu Plant

34

CSR Report 2013

CSR through Business
Activities
Stargard Plant (Poland)

Objective

Goal embodying the desired stanceAchievements*

Major achievements for 2012

Plans

Major plans from 2013 onwards* Initiatives that have made particular progress are highlighted in a different color in the Achievements section.

Focus Point

5 Providing attractive, high-quality products and services

Objective• To provide safe, high-quality products and services by coordinating all supply chain activities based on the same objective and with an awareness of the need to
improve quality from the perspective of the customer and society• To build systems for implementing raw material procurement, design, development, production, logistics and sales in a safe, high-quality manner

Achievements

Plans• Enhanced and expanded the Group Global CQO (Chief Quality Officer) organization• Effectively utilized the Voice-of-Customer (VOC) Management System andreflected VOC in the performance targets of products and services• Steadily enhanced the quality management system by extracting and improving
issues common to the Group as well as issues specific to individual Group
companies, based on the results of the Group Global Quality Management
Self-Assessment• Implemented quality improvement activities that have been shaped by a common,
global direction across the Bridgestone Group• Developed a quality assurance system designed to minimize major quality risks• Expanded 16 standards items to Group companies outside of Japan that address
areas such as improvements in tire change operation and delivery operations inorder to improve sales and service quality• Created and operated a Global Quality Assurance System for the fuel-efficienttires that use the grading system• Further strengthening cooperation between GMP–SBUs based on the Group Global
CQO organization• Continuing to utilize the VOC Management System and enhancing its usage by expanding
the scope of customer opinions collected• Further strengthening the quality management system of the Bridgestone Group andthroughout the supply chain by expanding the scope of the Group Global Quality
Management Self-Assessment to Group companies that do not have production facilities
such as sales and services entities• Continuing quality activities that have been shaped by a common, global direction acrossthe Bridgestone Group• Continuing to develop a quality assurance system designed to minimize major quality risks• Continuing and expanding quality improvement activities for products and services inareas outside of Japan• Operating a Global Quality Assurance System for the fuel-efficient tires that use thegrading system

Basic approach to quality management

Quality management (quality) mission
Embracing the Bridgestone Group’s mission of “serving society withsuperior quality,” we strive to produce an even higher level of quality bytaking our customers’ and society’s perspective* at all times Group-wide,
and to provide products with superior quality throughout the supply chain.

The Bridgestone Group is committed to implementing quality
activities based on the philosophy to “strive to build in ever higher
levels of quality by adopting the customer’s perspective (VOC) and* Society’s perspective: The perspective of stakeholders in general, including
potential customers in addition to existing customers

society’s perspective (VOS) at all times and to provide superior
quality throughout the supply chain.”

Ultimate quality

To pursue quality activities in a consistent, coordinated manner

Excitement

Group-wide, we strive to embrace a “Customer First” philosophy in

Enhancing the corporate brand (Best quality)

all operations, Establishment and Enhancement of Quality

Early implementation of attractive quality activities
Improvement in quality of non-production-related operations AttractivenessManagement Foundation & Structures, Minimization of Major

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

Quality Risk (throughout the whole supply chain) and Enhancementof Corporate Brand Value (Attractive Quality) in accordance with

Establishment and enhancement of quality management foundation and standards

the Group Global Quality Management Guidelines.

Spreading awareness of policies
Enhancing organization
for quality management

Planning

Development
and design

Developing global human resources
Strengthening quality surveillance at market
and activities to enhance service capabilities

Materials

Production

Logistics

Sales

Service

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

Bridgestone Group

Development quality assurance

Raw material
quality assurance

Production initiatives in the tire business

35

MarketCustomerevaluation

Expand in 2013

Group Global Quality Management
Self-Assessment

Sales and service initiatives

Quality assurance
Improvement ininitiatives at market customer satisfaction

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

Foundation

Promoting quality activities with the customer’s and society’s perspective (VOC/VOS) as the starting point

Quality activities through the supply chain
Customerdemands

Expectation

CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

CSR through Business Activities
4. Human Resource Development:
Content and extent of implementation of personnel education and training
programs related to quality management activities
5. Overall results of Quality Management Activities:
Indicators outlining the results of quality management (quality) activities
undertaken over the one-year period under review

Group Global Quality Management Self-Assessment
The Bridgestone Group introduced the Group Global Quality
Management Self-Assessment in 2008 as a tool for visualizing
quality management at Group companies in order to establish andDeveloping and enhancing structures for pursuingquality activities

enhance the quality management approach. The Group Global
Quality Management Self-Assessment provides a framework withwhich companies can assess their own approach to quality

The departments responsible for quality at Bridgestone, which also

management in the following five areas: (1) quality management

cover the entire supply chain from product planning to after-salescommitment; (2) establishment of trustful relationship withservice, strive to make improvements throughout the supply chain

stakeholders; (3) conditions of quality management activities and its

based on the Group Global Quality Management Guidelines, whichdevelopment; (4) human resource development; and (5) overall

concretely explains the management policy of the entire

results of quality management activities.

Bridgestone Group.

We are reenergizing our improvement activities based on

Additionally, we built the Group Global CQO Organization

information obtained from the Group Global Quality Management

comprised of GMP*1–CQO*2 and SBU–CQOs appointed by the

Self-Assessment in order to improve assessment scores. The

respective SBUs*3 in order to enhance our global quality governancenumber of the Group companies conducting the Group Global

structure. In 2012, we appointed BTJ*4–CQO and completed the

Quality Management Self-Assessment has increased every year,

assignment of 12 CQOs for core businesses. Each CQO shareswith 83 Group companies (two more than the previous year) having

Group quality policies in the respective region and works to respondconducted the Assessment in 2012.

quickly and appropriately to quality issues in their territory.

Although previously the Assessment was conducted at the

In 2013, we will work to enhance communication tools such as

production sites of the Group companies, in 2013 we will expand

meetings and documents in order to strengthen ties between

scope to non-production sites such as sales and service entities

GMP-SBUs on the Group Global CQO organization.

and revise the Assessment’s questions to make them easier to*1 G
 MP (Global Management Platform): A platform that offers support andservices to SBUs as part of its global coordination and management functions*2 CQO (Chief Quality Officer): The officer with ultimate responsibility for quality
at a given worksite*3 SBU (Strategic Business Unit): An operational department or worksite that
conducts business activities*4 BTJ (Bridgestone Tire Japan Co., Ltd.): tire sales company

understand, thereby making the Assessment itself more effective.
Basic framework of the Group Global Quality Management

Organizational profile
Corporate configuration and scope of quality management/
organizational basis of quality activities

Group Global CQO Organization(2) Establishment of trustful relationshipwith stakeholders

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

GHO/GMP(5)• Disseminating quality
policies• Visualizing major
quality issues• Reviewing market
actions• Monitoring andauditing quality• Developing quality
systems• Enhancing quality
functions

Bridgestone Group assessment criteria

1. Quality Management Commitment:
Status of application of the quality management activity approach (mid-termplanning and Quality Management Guideline) at Bridgestone and its Group
companies by managers
2. Establishment of trustful relationship with stakeholders:
Activities applied to products and services based on a deep understandingof customers and market needs
3. Conditions of Quality Management Activities and its development:
A variety of initiatives and systems involved in the pursuit of quality
management activities, and their implementation

Bridgestone Group

SBUs
Group Global CQO
Organization

Overall results of Quality
Management Activities(1)
Quality Management
Commitment

Group Global Quality Management Guidelines

Bridgestone Group Management Policy

Self-Assessment

GMP
CQO

Japan Tire SBU

CQOAmericas SBU

CQOEurope SBU

CQO

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

CQO
CQO
CQO

BRISA Bridgestone

CQO

Special Tire SBU

CQOInternal Manufacturing Business

CQO

Chemical and Industrial Product SBU CQODiversified Product

CQO

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

Initiatives designed to increase customer satisfaction
To help improve customer satisfaction, the Bridgestone Group has
implemented a cycle designed to improve the quality of its products
and services based on the collection and analysis of information about
customer requirements and evaluations of Bridgestone products.

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In 2011, Bridgestone strengthened its monitoring system forCenter aggregated under this system as well as information

information received at the Customer Communication Center andwritten on the internet can be viewed on an internal portal.

created VOC Management System designed to facilitate the early

Employees took note of the various customer opinions included in

detection of problems by synthesizing information on the Web

the information in 2013 and used them to bring shape to one of(information posted to blogs and Twitter) and information

Bridgestone’s targets, namely “quality activities based on thecollected by frontline service reps with information from the

VOC and VOS.” We intend to increase the types of VOC gained

Customer Communication Center.

via this system and continue making further improvements.

The VOC Management System was used to good effect in2012. For example, it was previously difficult to grasp an overall

VOC Management Systempicture of the issues concerning wear of passenger car tires since
it differs depending on the customer’s usage conditions. The useof this system has made it possible to understand thephenomenon from multiple perspectives and a detailed analysis
by relevant internal departments has enabled the information to
be reflected in performance targets for new products.
In addition, the information from the Customer Communication
Focus Point

6 Technological innovation that generates new value

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

Achievements

Plans• Launched BLIZZAK SI-12 studless tires for passenger cars, which incorporate technology
supporting grip on ice• Launched BLIZZAK REVO GZ studless tires for hybrid cars and ECOPIA EV-01 tires for electric cars
• Launched ECOPIA PZ and ECOPIA PRV series pursuing “comfort” in addition to low-fuelconsumption performance• Developed TRISAVER and Tirematics in fleet solution and B-TAG (Bridgestone Intelligent Tag) in
mining solution• Coordinating research and development to help commercialize
new technologies• Enhancing production technologies with the aim of driving additional
technological innovation• Training personnel involved in development work

Providing valuable products and services

Thailand to handle the functions of development, production
technology and quality management in the Asia and Oceania region.

The Bridgestone Group continuously engages in timely

At the Technical Center for chemical and industrial products,

research and development of new technologies to provide

which is located in the Bridgestone Yokohama Plant, employees strive

products and services that customers will find valuable. We

to enhance the Company’s ability to meet market needs andalso continue to enhance the foundation underlying our

accelerate product development.

development program by developing technologies that allow

Our tire development departments specialize in various

the manufacture of products using new technologies (structuretechnologies such as rubber formulation and processing, computerand materials), as well as offering human resources training.

simulation and other analytical technologies. Urethane, film, rubber

The process of sharing technologies Group-wide andand metal adhesive technologies are managed by our chemical andputting them to use in the creation of our products embodies

industrial products development departments. These technologies are

the very basis of the Group’s approach.

shared among departments.

The Bridgestone Group’s technologicaldevelopment structures
The Bridgestone Group is developing technologies globally. We
maintain Technical Centers for tire products in Japan (Tokyo), the U.S.
(Akron, Ohio), Italy (Rome), and China (Wuxi) as part of an effort todevelop technologies that meet customer needs, which are based onan understanding of the requirements and characteristics of markets
worldwide. In July 2013, we plan to establish a Technical Center in

Bridgestone GroupECOPIA EV-01

37

CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

CSR through Business Activities
Focus Point

7 Development of products and services based on customer’s voiceObjective• To develop a system for collecting and analyzing various VOC (Voice of Customer) and identify differences and changes in the needs and user sensitivities of eachmarket, and apply them to product and service quality improvement, next-generation product and service development, and Group-wide marketing strategies

Achievements

Plans• Continued to share VOC (Voice of Customer) information and successful
examples of initiatives applied to product development at global conferencesof the Group• Implemented market research to evaluate products one year after productlaunch and applied it to product planning in order to entrench activities thatreflect VOC in new products• Developed system at Group companies in Japan for developing a database of
VOC collected by the Customer Communication Center, distributors, sales
companies and other sources, then quickly reflecting this in quality
improvements, product planning and other corporate activities• Sharing VOC at global conferences of the Group and further strengthening
initiatives linking this to efficient product development• Conducting a market survey to evaluate products one year after the launchand expanding activities for using this data in product planning throughout theBridgestone Group• Building mechanisms globally for developing a database for VOC data, thenswiftly applying that data to quality improvements, product planning and othercorporate activities

Developing systems to use VOC in product and service
development throughout the Bridgestone Group

Tire labeling system initiatives

Bridgestone Group is building a system to collect various VOC

A tire labeling systemfrom around the world, including evaluations from customers

has been initiated inthrough customer response windows, shop fronts of sales

different countries

stores, market surveys and outside research agencies, thenaround the world thatcollate this data by business field and product group, andindicates the grade ofshare it Group-wide.

rolling resistance andExample of a fuel-efficient tire label in Japan

wet grip performance ina tire. The system wasGroup company initiatives

introduced in Japan*1 in
Bridgestone Group companies are also strengthening their2010 and in Europe*2

concepts stemming from customers’ viewpoints.

and South Korea in2012. Plans are in

In 2012, Bridgestone Cycle Co., Ltd. introduced a databasesystem similar to the one in Bridgestone’s tire business andplace to introduce thestarted an initiative to share VOC gathered by eachsystem in the United

department, including from the Customer Communication

States*3 and Brazil fromCenter, with related departments in a timely manner, and using

2013 onwards.

it in the development of products and services.

Consumers in eachcountry can select tires

Bridgestone Sports Co., Ltd. plans to create the same

based on an objective

system and start operating it in 2013.

set of evaluation criteria
and there are highCustomer Inquiries (Group Companies in Japan)

drive proliferation of fuel-efficient tires with outstanding[Numberof inquiries]
60,000environmental performance.
16,773

In Japan, Bridgestone has introduced nine products that

13,55014,98450,000meet the fuel-efficient tire performance requirements of theBridgestone Sports Co., Ltd.

40,000

new tire labeling system: the REGNO GR-XT, ECOPIA EP001S,

Bridgestone Cycle Co., Ltd.
30,44830,00030,52435,42920,000
16,245

10,000

0

Example of a tire label in Europe

expectations for this to

ECOPIA EV-01, ECOPIA PZ-X, ECOPIA PZ-XC, ECOPIA PRV,

Bridgestone Corporation(includes Bridgestone RetailJapan Co., Ltd.)ECOPIA EX10, Playz RV ECOPIA PRV-1 and NEXTRY. Goingforward, Bridgestone intends to expand initiatives to reduce

15,193

15,677CO2 emission through the development and supply of fuelefficient tires with outstanding performance.

2010

Bridgestone Group

2011

2012

[Year]

38

CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

CSR through Business Activities*1 The labeling system was developed as a series of voluntary standards by
the tire industry (acting through JATMA, the Japan Automobile Tyre
Manufacturers Association). In addition to certifying tires that satisfy certain
quantitative standards of rolling resistance and wet grip performance as“fuel-efficient tires,” the system provides appropriate information to
consumers through labels. This applies to summer tires for passenger
vehicles that are purchased at tire retailers. More information about thelabeling system is available on the JATMA website.
http://www.jatma.or.jp/english/about/

Focus Point*2 More information about tire labeling systems in Europe is available here.
http://www.etrma.org/tyres/tyre-labelling*3 More information about tire labeling systems in the United States isavailable here.
http://www.nhtsa.gov/Laws+&+Regulations/Tires

8 Commitment to fair business practices and competition

Objective• To create practical “Standards” and establish “Systems” regarding the prohibition of cartel and bribery which meet the elements required by the U.S. Departmentof Justice, taking the results of the evaluation of the risk level to be conducted by each Bridgestone Group company into accountAchievements

Plans• Continued training in fair business practices and competition for employees ofGroup companies outside of Japan• Continued training in fair business practices and competition for various
departments at Bridgestone, sales staff at Group companies in Japan andJapanese employees seconded to Group companies outside of Japan• Issued and deployed an instruction guide within Bridgestone Group companies which
encompasses the FCPA* compliance program required by the U.S. Department of Justice• Established and implemented internal regulations regarding the prevention of bribery
and cartel activity• Continuing and expanding training for employees of Bridgestone andGroup companies• Developing internal regulations regarding the prevention of bribery and cartel
activity within Bridgestone Group companies• Monitoring the operational status of internal regulations regarding theprevention of bribery and cartel activity* Foreign Corrupt Practices Act

Group companies to enhance the Bridgestone Group initiatives.

Structures to assure fair business practices

Moreover, this training has been expanded, starting in 2010, toIn light of a series of events regarding an international cartel

employees of Bridgestone Group companies outside of Japan, in

involving the sales of marine hoses and suspicions of improperorder to enhance the initiatives of the Bridgestone Group as a whole.
The training sessions are aimed to enhance understanding of thepayments to foreign government officials, the BridgestoneGroup has made efforts to prevent similar incidents fromimportance of fair business practices and competition amongoccurring in the future. Our commitment to fair businessemployees within Group companies and promote actions that alignpractices and competition begins with compliance with theto the understanding. The training session is conducted bylaws of the countries in which we do business and extends to

Bridgestone legal staff using materials written in the languages of theefforts to establish “Systems” that will promote compliancehost countries. In order to discuss circumstances and legal systems

with the Group’s own standards.

that are specific to the respective countries, we invite local attorneys
to attend the training sessions.

In 2012, Bridgestone formulated internal regulations

In 2012, training sessions were done in China, Thailand,

regarding the prevention of bribery and cartel activity. The
regulations stipulated guiding principles and common rules toVietnam, Turkey, Russia, France, Belgium, Morocco, the United

be adhered to for Bridgestone executive officers andArab Emirates and South Africa and approximately 430 employees

employees in order to prevent bribery and cartel activity in line

participated.
Furthermore, we will have Bridgestone’s legal staff collectwith a clearly stated CEO policy. From 2013 onwards,
Bridgestone will monitor the operational status utilizing these

opinions from Group employees in different countries to conduct

regulations. We will promote similar monitoring activities withinsupport that suits local

Bridgestone Group companies as well.

business practices andcustoms.

Ongoing employee training
Bridgestone particularly focuses on educating employees to ensure
the prevention of bribery and cartel activity. We continue providing
training for various departments, sales staff within the Group
companies in Japan and Japanese employees seconded to theBridgestone Group

Employee training to prevent cartel activity

39

CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

CSR through Business Activities
Focus Point

9 Fair procurement activities

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

Achievements

Plans• Held education programs on Japan’s Act against Delay in Payment of
Subcontract Proceeds, Etc. to Subcontractors at Bridgestone and Group
companies in Japan in order to improve procurement activities and sharecases of breaches of the act at other companies. Also, continued to implement
internal audits at each business site
• Researched evaluation of Bridgestone’s CSR procurement activities
anonymously via a survey on supplier satisfaction conducted by outside
consultants, feeding results back to the related division in Bridgestone andsharing them with suppliers at conferences to explain procurement policy• Enhancing internal education and training programs in order to improve theoverall level of fair procurement activities including compliance with laws
such as the Japan’s Act against Delay in Payment of Subcontract Proceeds,
Etc. to Subcontractors• Continuing to implement education programs on the Japan’s Act against
Delay in Payment of Subcontract Proceeds, Etc. to Subcontractors andpurchasing compliance as well as conduct a survey on supplier satisfaction• Creating a voluntary audit program to maintain compliance with due process
for importing and exporting in Bridgestone’s procurement activities

involving Japan’s Act against Delay in Payment of

Enhancing fair procurement activities

Subcontract Proceeds, Etc. to Subcontractors at Bridgestone
The Bridgestone Group pursues a variety of initiatives worldwide

Participation in the education programs on the Japan’sin order to enhance its fair procurement activities. For example,

Act against Delay in Payment of Subcontract Proceeds,

we hold education programs on Japan’s Act against Delay inEtc. to Subcontractors and number of employees

Payment of Subcontract Proceeds, Etc. to Subcontractors, a law

passing the test in 2012:

related to the Anti-Monopoly Act, at 16 major Group companies in• The education program was offered six times throughout
the year.

Japan. We also conduct biannual training sessions to further• Approximately 1,300 employees took the test, withenhance fair procurement activities in Japan. An e-learning

588 passing.

program in Japan reviews the extent to which participants haveunderstood what they learned in the training. Approximately 600
staff participated in the education programs on Japan’s Act

Enhancing internal audits

against Delay in Payment of Subcontract Proceeds, Etc. to
Subcontractors in 2012.

Bridgestone headquarters formed an audit team to improve

We also started education programs in 2012 at thethe level of fair procurement activities at Group companies

business site level about purchasing compliance not only forand conducted a general audit on procurement andpurchasing staff but also for members of related management

purchasing operations.

departments. Around 1,300 staff participated in the programs

In addition, Bridgestone has been working to enhance its

in 2012.

audit program and continued to implement a cross-audit

In addition, we conduct a survey on supplier satisfaction

program between business sites in Japan. Through thisand confirm that fair procurement activities are being

program, in which three to four worksites audit one another’s

undertaken at Bridgestone through the 101 supplier companies

operations, we are working to enhance our audit capabilities bythat take part.

training internal auditors to adopt the dual perspectives of the

Topics addressed in the education programs on theentity undergoing the audit as well as the entity conducting it.

Japan’s Act against Delay in Payment of Subcontract
Proceeds, Etc. to Subcontractors:• Outlook of the Japan’s Act against Delay in Payment of
Subcontract Proceeds, Etc. to Subcontractors and definitionof business transactions with subcontractors related• Introduction of cases of violations at other companies• Responsibilities related to main subcontracting entrepreneurs• Prohibited conduct related to main subcontracting
entrepreneurs• Collection of questions and answers related to actual cases

Bridgestone Group40

CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

CSR through Business Activities
Focus Point

10 Enhancing CSR procurement

Objective• To build relationships with business partners and ensure the enhancement structure of CSR implementation

Achievements

Plans• Distributed the CSR Self-Check Sheet to business partners not only in Japan,
but also in Europe, China, and Southeast Asia
• Held CSR Seminars based on the evaluation results from the CSR Self-Check
Sheet• Supported CSR initiatives by visiting business partners• Continuing to distribute the CSR Self-Check Sheet to business partners not
only in Japan, but also in other countries• Establishing new commendation program for business partners that havemade contributions to our environmental activities• Continuing to support improvements in the CSR initiatives of our business partners

Initiatives designed to promote CSR procurementof business partners outside of Japan. As part of this initiative,
we distributed CSR Self-Check Sheets to 600 business

The Bridgestone Group pursues CSR procurement through apartners in Japan, Europe, Southeast Asia and China covering“Supply Chain Partnership Development System” framework,

the issues of human rights, labor practices, health and safety,

which improves the overall competitiveness of the Bridgestone

disaster prevention, the environment, fair business practices

Group and its business partners.

and ethics, information security, and social contributions. In

We have established the CSR Procurement Guidelines thatorder to support our business partners’ voluntary improvement

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

activities, Bridgestone visited the production sites of its

health and safety, disaster prevention, fair business practices

business partners to provide proposals on improvements

and ethics and information security. CSR procurement initiatives

based on the business partner’s completed sheet and to offer

are carried out in line with these guidelines. As part of this effort,

advice as part of our on-site environmental assistance.

we created a CSR Self-Check Sheet consisting of approximately

In 2012, 95% of all business partners responded that they had

400 questions based on the CSR Procurement Guideline, tostarted CSR activities. Going forward, we will continue to work

which we ask business partners to respond in order to ascertain

closely with our business partners to make improvements to CSR

the status of their CSR procurement.

initiatives being undertaken across the entire supply chain.

Holding CSR Seminars

Holding conferences to explain procurement policy
Bridgestone holds an annual conference to explain procurement

Bridgestone holds CSR

policy to ensure that business partners understand the

Seminars for business

Bridgestone Group’s procurement policies. In 2012, a total of 121

partners that arecompanies attended the conference, at which company officials

selected, based on the

introduced the Supply Chain Partnership Development System, an

results of their CSR

initiative established to work with business partners to improve theSelf-Check Sheet, inoverall competitiveness of the Group’s supply chain. Also during

support of their efforts

the conference, business partners were asked to make voluntary

to improve the level of

CSR improvements and to cooperate with the Group’s efforts to

CSR activities.
During 2012, wemanage raw material supply chain risks.
Continuing on from last year, we held a conference

held CSR Seminars for

to explain procurement policy for natural rubber suppliers

84 companies. Eachin Indonesia and Thailand as part of a global rollout of

seminar featured

this initiative.

lectures on topics suchas human rights, laborand import and export

Global rollout of the CSR Self-Check Sheet

Conducting a lecture as part of a CSR Seminarcompliance. Starting in
In 2012, the Bridgestone Group continued with its initiative to2012, we also introduced case study work as part of thesepromote a better understanding of its CSR activities on the partseminars in order to promote better understanding of key

Bridgestone Group41

CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

CSR through Business Activities
issues among our business partners. Positive feedback fromrights and labor and the Japan’s Act against Delay inparticipants indicated that the seminars allowed them to study

Payment of Subcontract Proceeds, Etc. to Subcontractors.

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

Offering on-site environmental assistance tobusiness partners

In addition, a Group company outside of Japan is holding
CSR Seminars for business partners in rubber producing
countries in Southeast Asia.

In 2009, Bridgestone began offering on-site assistance to businessGoing forward, we will continue to support activities thatpartners whose CSR Self-Check Sheet results indicatedhelp enhance the CSR activities of our business partners

environmental initiatives that needed improvement. In 2012, wethrough these seminars and other methods.

offered such assistance to two companies, sending employees
from environmental-related departments to the business partners’

Overview of CSR Seminars

sites to review their environmental initiatives and propose

1. Description of the seminar’s purpose (theme: conducting

improvements. We do more than just check whether business
partners are conducting initiatives through the CSR Self-Check

CSR procurement activities)

Sheet; we work with business partners to improve the level of CSR

2. Effective utilization of environmental management systems

activities throughout the supply chain. Going forward, we plan to(focusing on compliance with chemical substance regulations)continue offering this on-site environmental assistance.

3. Lectures focusing on import and export compliance, human

Focus Point

11 Returning profits by enhancing corporate value

Objective• To pay dividends based on a comprehensive evaluation of business performance and financial standing in the context of a philosophy emphasizing theimportance of offering a dividend that stays consistent over timeAchievements

Plans• Comprised an interim dividend of ¥16.0 and a year-end dividend of ¥16.0 per
share, annual dividends for fiscal 2012 totaled ¥32.0 per share• Returning profits to investors in an appropriate manner by enhancing the Group’s managementbase in preparation for the future development of its business and improving financial performance

Achieving stable, long-term growth and improving
corporate value

dividends are subject to approval by a resolution of the Boardof Directors, while year-end cash dividends are subject toRegarding the interests of shareholders as an important

approval by a resolution of the annual shareholders meeting.

management priority, Bridgestone follows a basic policy ofReflecting increased profit and improved cash flow in 2012

strengthening its management base in preparation for futurecompared to the previous year and a better 2013 financial

business developments while working to improve businessoutlook than the previous year, Bridgestone paid a cash

results. Our basic aim is to continue paying stable dividends

dividend of ¥32 per share for the year. Further, Bridgestone

and meeting the expectations of shareholders, in light of overall

strives to strengthen the long-term stability of its management

considerations of current and future business results andbase by using retained earnings to improve and expand

financial position. The Company pays dividends twice a year,

production and sales foundation while advancing research andcomprising interim and year-end cash dividends. Interim

development activities globally.

Bridgestone Group42

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Initiatives Related to the 22 CSR Focus Points

CSR through Business Activities
Focus Point

12 Disclosing information in a timely and appropriate manner

Objective• To disclose information in a fair and impartial manner• To provide information that the Bridgestone Group deems relevant to investment decision-making in a timely and ongoing manner, where disclosure is possible

Achievements

Plans• Held Annual Shareholders’ Meeting, review meetings on annual and semiannual financial results, Mid-term Management Plan and posted audio
recordings of the meetings to the website• Issued business reports in English• Improving communication with shareholders by enhancing the quality of
information provided in Annual Shareholders’ Meeting, review meetings onannual and semi-annual financial results and on the Mid-term Management Plan
• Enhancing information disclosure by more attractive and comprehensive
business reports, annual reports and IR website

Disclosing information about management andbusiness activities in a timely and appropriate manner

Ensuring effective communication with shareholders
and investors

Bridgestone strives to disclose information in a fair, impartial

Bridgestone holds review meetings on its semi-annual andmanner in accordance with Japan’s Financial Instruments andannual financial results as well as a presentation outlining the

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

Mid-term Management Plan every year. We also strive tostock exchanges on which its shares are listed. Even if

disclose information in a fair and timely manner by posting

disclosure is not legally required, we follow a basic policy ofaudio of these events to our website on the day of the event.

providing information as long as such information is relevant to

From 2012, we started holding telephone conferences forinvestment decision-making and can be disclosed in a timely

securities analysts at first quarter and third quarter financial

and ongoing manner.

results as well in order to ensure more appropriate disclosure.

Through these disclosure activities, we seek to acquire an

In addition, Bridgestone publishes an Annual Report,

adequate understanding of Bridgestone’s management andbusiness reports and English IR website. We are also working

business activities from investors, and to get an appropriate

to enhance the quality of information we provide tocorporate value assessment.

shareholders and investors in and outside of Japan and toensure effective, two-way communication.

Bridgestone Group43

CSR Report 2013

CSR through Environmental
Activities
ECOPIA’s Forest (Japan)

Objective

Goal embodying the desired stanceAchievements*

Major achievements for 2012

Plans

Major plans from 2013 onwards* Initiatives that have made particular progress are highlighted in a different color in the Achievements section.

Environmental Mission Statement/Long-term Environmental Vision
Environmental Mission Statement

Long-term Environmental Vision

The Bridgestone Group has 178 production locations in 25 countries,

In April 2012, the Bridgestone Group announced the Long-termbusiness presence in more than 150 countries, and a combined

Environmental Vision*1 targeting 2050 and beyond in the three

workforce of around 140,000 employees. Our global Environmental

activity areas of existing in harmony with nature, valuing natural

Mission Statement acts as a common philosophy to which each ofresources, and reducing CO2 emissions. These initiatives are

our employees adheres to as they do their jobs on a daily basis.

conceived to help realize the sustainable society described in
our Environmental Mission Statement, which outlines the

The refined Environmental Mission Statement continues todirection of its long-term environmental aspirations.

portray the Bridgestone Group’s unchanging environmental

The establishment of the Long-term Environmental Visionphilosophy— “to help ensure a healthy environment for current andfuture generations.” It also defines three areas of environmental

was based on the prediction*2 that the world’s population isprogress (products and services, operations, and community

estimated to increase from its current level of 7 billion to 9 billion

activities) and two core strategies for growth (Total Environmental

by 2050 and that soaring demand for energy, food, and natural

Advanced Management System [TEAMS], our global standardized

resources fueled by increases in standard of living worldwide

environmental management system), and environmental

would precipitate additional environmental issues. In particular,

communication. We are striving to take our environmental

as experts point to the possibility that humankind may face

management program to the next level by implementing threemajor challenges as it encounters climate change and the limits

important environmental perspectives in the drive to realize aof resource consumption, the Bridgestone Group believes thatsustainable society: ecological conservation, resource conservation,

its status as the world’s largest tire and rubber company confers

and reducing CO2 emissions.

responsibility for supplying advanced, high-quality products in a

To ensure everyone in the Bridgestone Group is exposed to thesustainable manner to facilitate safe and comfortable mobility.

Environmental Mission Statement, it has been translated into 18

The Group is committed to contributing to the realization of alanguages and is displayed on posters in every Bridgestone Groupsustainable society by balancing its business activities with thebusiness. We also use various educational opportunities, such as

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

employee training programs and environmental intranets, to support

continues to meet the various needs of consumers worldwide.

employees both in understanding the connection between the*1 More detailed information about Bridgestone’s Long-term Environmental
Vision is available in the Environmental Report and on our website.
http://www.bridgestone.com/responsibilities/environment/mission/vision.html*2 OECD Environmental Outlook to 2050 (OECD, 2012)

Environmental Mission Statement and the work they do, and in
facilitating individual initiatives to protect the environment.

Poster outlining the Environmental
Mission Statement
Bridgestone Group44

CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

CSR through Environmental Activities
Focus Point

13 Contributing to the conservation of the environment through products and services

Objective• To improve resource productivity on an ongoing basis• To pursue the development of technologies and business models that contribute to greater use of sustainable materials• To help achieve CO2 reductions that exceed the emission related to Bridgestone’s total operations and its products’ “after-use” by improving tire rolling resistancecoefficient by 25% compared to a 2005 baseline by 2020

Achievements

Plans• Exhibited a concept tire of “100% sustainable materials” at the 2012 Paris
Motor Show
• Accelerated research on sustainable materials (guayule, Russian dandelion,
and biomass-derived synthetic rubber, etc.)• Expanded the solutions business using retread tires• Reduced the tire rolling resistance coefficient by 7.0% compared to 2005,
while maintaining wet grip performance• Expanded the lineup of ECOPIA fuel-efficient tires and increased supply
globally (76 countries)• Released fuel-efficient tire with the highest grade (AAA-a) given underJapan’s tire labeling system• Rolled out “Criteria for Eco Products” globally• Developing products and technologies that contribute to improved resource
productivity• Developing technologies that contribute to the expanded use of sustainable
materials*• Further expanding the solutions business using retread tires• Aiming to reduce the tire rolling resistance coefficient in 2020 by 25.0% compared
to 2005, while maintaining wet grip performance• Expanding Bridgestone’s fuel-efficient tire lineup and make it available worldwide• Expanding availability of eco products in accordance with “Criteria for Eco Products”* The Bridgestone Group defines “sustainable materials” as resources other than those thatare expected to ultimately become exhausted if we continue to consume them, as in thecase of fossil fuels.

By continuing with this approach going forward, we will be

Expanding our offerings of eco products and services

able to steadily expand the scope that our products andservices have in terms of contributing to the environment.

The Bridgestone Group’s pursuit of initiatives based on its
Long-term Environmental Vision*1 in order to realize a*1 More information about Bridgestone’s Long-term Environmental Vision isavailable here.
http://www.bridgestone.com/responsibilities/environment/mission/vision.html*2 A tire that can sustain certain speeds over a prescribed distance even whenpunctured.
*3 At the G8 Hokkaido Toyako Summit (held in July 2008) the G8 leadersagreed on a reduction of at least 50% in greenhouse gas emissions
worldwide by 2050. The same year, at the Major Economies Meeting on
Energy Security and Climate Change, the developed countries plus certain
emerging nations such as China, India, etc., adopted this target as a sharedglobal objective.
*4 Based on the weighted average of passenger car, truck and bus tires soldduring the year.

sustainable society extends to its products and services.
As part of our initiatives to value natural resources, we haveannounced our commitment to achieve 100% sustainable
materials under our Long-term Environmental Vision with afocus on 2050 and beyond. Specific examples that embody
our commitment to effectively utilize resources include run-flat
technology tires*2, which eliminate the need for spare tires, andretread tires, which are manufactured by replacing the worntire tread surface. In 2012, we developed a concept tire of“100% sustainable materials” and exhibited it at the 2012 Paris
Motor Show.
Regarding our initiatives to reduce CO2 emission, we haveset a target under our Long-term Environmental Vision tocontribute to the globally-agreed target*3 (reducing CO2
emission by at least 50%). In order to achieve this, we haveannounced a mid-term objective to improve tire rolling
resistance coefficient by 25% compared to a 2005 baseline by
2020, resulting in less fuel use and CO2 emission from driving,while also extending the life of its tires. Bridgestone estimatesthat the potential reduction in CO2 emission from helping
improve their customers’ fuel efficiency exceeds the emission

Run-flat technology tires

related to Bridgestone’s operations and its products’ “afteruse.” We are also working to expand our lineup of fuel-efficienttires globally, including the ECOPIA brand. In 2012, wereduced the tire rolling resistance coefficient by 7.0%*4
compared to 2005, while maintaining wet grip performance.

Bridgestone Group45

CSR Report 2013

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CSR through Environmental Activities
T

PICS

Bridgestone’s ECOPIA EP001S fuel-efficient tire honored for its excellence at the ninth Eco Products Awards
In December 2012, Bridgestone’s ECOPIA EP001S fuel-efficient tire, which was launched in August 2012, received the Chairperson’sAward from the Eco-products Awards Steering Committee of Japan (Award for Excellence) at the ninth Eco Products Awards, held by the
Eco Products Awards Council. The ECOPIA EP001S combines our proprietary NanoPro-TechTM materials technology*1 and grip performancetechnologies cultivated through our development of motor sports tires together with a newly developed and improved grip pattern.
This fuel-efficient design helped earn the tire the highest grade*2 under Japan’s tire labeling system in terms of both fuel-efficiency and wet
grip performance.
The tire was recognized by the Eco-products Awards Steering Committee because it makes
automobiles more eco-friendly, while maintaining an excellent level of safety performance.
*1 More information about NanoPro-TechTM is available here.
http://www.bridgestone.com/sc/runflat-system/technology/index.html*2 A labeling system that provides appropriate information to consumers and defines fuel-efficient tires as thosetires that satisfy certain values for both rolling resistance and wet grip performance based on voluntary industry
standards set by the Japan Automobile Tyre Manufacturers Association (JATMA). This system applies to summer
passenger car tires purchased as replacements by consumers at tire retailers.
Homepage for JATMA: http://www.jatma.or.jp/english/about/

ECOPIA EP001S

Bridgestone’s Eco Value Pack received an award for excellence at the 14th Green Purchasing Awards
In September 2012, the Bridgestone Group’s Eco Value Pack, a packaged business offer, received an Award of Excellence at the 14th
Green Purchasing Awards, organized by the Green Purchasing Network (GPN). Eco Value Pack offers a new business model that provides
increased fuel-efficiency and durability by bundling new tires, retread tires and the necessary tire maintenance into a single package basedon our in-depth professional research into the tire management challenges facing our customers.
In bestowing this award, the GPN recognized our initiatives geared toward changing customers’ mentality from tires being a consumable tosomething that can be reused and reutilized over a long period of time. The GPN also highly rated our efforts to encourage customers to think
about further reducing their impact on the environment.

Focus Point

Contributing to environmental conservation throughout the supply chain

14 (procurement, production, distribution, and sales)

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

Achievements

Plans• Successfully established diagnosis techniques for diseased Para rubber trees
and completed genetic sequencing• Tightened management of chemical substances across the entire
Bridgestone Group• Strengthened environmental management system aimed at further reducing
our impacts on the environment• Selected locations for a guayule research farm and associated process
research center• Continued the zero waste to landfill status with regard to waste products at allplants in Japan• Rolled out water management*1 measures in Japan, the United States, Europe
and Thailand, etc.
• Developed TRISAVER in Japan, a manufacturing technology for truck and bus tireusing our proprietary retread techniques that helps to reduce resource usage andachieve a greater degree of fuel-efficiency• Reduced CO2 emission per sales from the company’s total operations and also
its products’ “after-sales” by 17.9% of 2005 levels*2• Bridgestone’s Wilson Plant in the U.S. became the first tire factory in the world
to obtain ISO 50001 certification for its energy management system, and theBridgestone Technical Center Europe in Rome was the first in Italy to obtain
this same certification• Trialing policies designed to pave the way for procurement ofsustainable materials*3• Trialing water management policies with the goal of using water resources ina sustainable manner*4• Aiming to reduce CO2 emission from manufacturing by 35% compared to2005 levels by the year 2020 (per sales)• Pursuing use of renewable energy• Expanding energy-saving diagnostics at production bases and improving
production equipment and methods to achieve greater energy and production
efficiency*3 The Bridgestone Group defines “sustainable materials” as resources other than those thatare expected to ultimately become exhausted if we continue to consume them, as in thecase of fossil fuels.
*4 The recycling and efficient use of water*1 W
 ater management refers to initiatives that encourage the sustainable use of water resources
throughout the manufacturing process. This includes the efficient use of water resources,
comprehensive effluent controls and disclosure of these activities and their results.
*2 A third party reviews our CO2 reduction performance prior to disclosure.

Bridgestone Group

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CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

CSR through Environmental Activities
Pursuing business operations to help realize asustainable society

ecosystems, offer environmental education programs to local
community members and take part in research.

Initiatives being pursued by the Bridgestone Group based on the

As the long-term environmental target for our “valuing

three activity areas identified in its Long-term Environmental

natural resources” initiative, we have announced a commitment

Vision in order to help realize a sustainable society extend toto achieve 100% sustainable materials, and we are currently

throughout the manufacturing domain, including such areas ofmaking efforts toward realizing this goal. Furthermore, we

operations as procurement, production, distribution, and sales.

continue the zero-waste-to-landfill status at all 16 Bridgestone

As the long-term environmental target for our “existing inplants in Japan and at four tire plants in China, which we

harmony with nature” initiative, we will exist in balance with

continue to maintain to this day.
As part of our initiatives aimed at “reducing CO2 emission,”

nature. When Bridgestone speaks of being “in balance withnature,” it is referring to the process of minimizing the impacts of

we have established a long-term environmental vision toits operations on the biodiversity and then compensating forcontribute to the globally-agreed target (reducing CO2 emission

these impacts by conducting activities that contribute to theby at least 50%). To achieve this, we have announced a mid-preservation of biodiversity, and thereby seek to prevent the loss

term objective to reduce CO2 emission per sales from theof ecosystems.

company’s total operations and also its products’ “after-use” by
35% of 2005 levels by the year 2020, and to this end, we are

Based on this approach, within the field of raw materials
procurement, we are working to raise productivity throughdeveloping energy management systems at our plants. In 2012,technical provisions to small rubber tree farms, to prevent

we were able to reduce CO2 emission per sales some 17.9%

declines in the yield of natural rubber by developing disease

compared to 2005. Since 2011, we have asked a third-party

diagnosis techniques for Para rubber trees, and to perform

organization to review and report back on our CO2 emission

research on finding a balancing between agriculture and forestry

performance as part of our efforts to improve the reliability

through a partnership with the World Agroforestry Centre. Weof disclosed data and to ensure transparency inare also striving to minimize impacts on biodiversity throughcalculation processes.
Going forward, we will continue to expand initiatives aimed at

activities that help to reduce our environmental footprint, suchas carefully controlling both air and waterborne effluent. In theachieving our long-term environmental targets and to makecommunities surrounding our production bases, we protect

contributions toward the realization of a sustainable society.

T

PICS

Bridgestone’s plant in the U.S. becomes the first tire factory in the world to obtain ISO 50001 certification
In October 2012, the Wilson Plant of Bridgestone Americas, Inc. (BSAM) obtained ISO 50001 certification, an international standard forenergy management systems. This marked the first time in the world that a tire plant had received this certification. Immediately following
this, the Wilson Plant also became the first tire factory to achieve Superior Energy Performance Mature
Pathway (SEP) certification, which is program offered by the U.S. Council for Energy-Efficient
Manufacturing.
The Wilson Plant continues to implement a wide range of initiatives to make its production activities
more sustainable. These include changing its fuel to natural gas, which emits nearly no SOx or soot dust
and less CO2 than oil, turning off equipment when not in use, reducing energy loss by taking steps toprevent air and steam leaks from the plant’s ducts and also insulate said ducts, and changing over to
Wilson Plant
more energy-efficient lighting and equipment.

Bridgestone Group receives its third consecutive 3R Promotion Council President’s Prize from the3R Promotion Council* for its 3R activities
Bridgestone’s Seki Plant received the 3R Promotion Council President’s Prize at the FY 2012 3R(reduce, reuse, and recycle) Promotion Merit Awards hosted by the 3R Promotion Council. This
represents the third consecutive year in which the Bridgestone Group has received this distinction,
following the Kurume and Tochigi plants in 2010 and Bridgestone Elastech Co., Ltd. (BSET) in 2011.
The award recognized the plant’s pursuit of the 3R, including its activities to reduce defective
products, to change over from wood to plastic shipping pallets, to reuse packaging materials between
processes, and to enhance recycling efficiency with thorough sorting practices across the entire plant.

Seki Plant Manager receiving thecertificate of commendation* The 3R Promotion Council was established through a partnership involving government, consumers, and industries as a platform for mutually communicating
to promulgate recycling as a nationwide campaign in order to build a recycling-oriented society. Today, the council in Japan engages in nationwide activities
in order to promote the 3R and in the process resolve the serious resource and waste issues facing Japan.

Bridgestone Group47

CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

CSR through Environmental Activities
Focus Point

15 Contributing to the environment through social activities

Objective• To facilitate efforts by all Group companies to protect biodiversity, move toward a recycling-oriented society, prevent global warming, and educate the next
generation as appropriate in light of regional environmental issues

Achievements

Plans• Promoted social activities in response to regional environmental issues in fourpriority areas for our “Eco-Project”• Upgraded our social contribution website and provided information that iseasier to understand for stakeholders• Uncovering further issues related to the environment in different regions
through dialog with local communities and promoting social activities in linewith the Bridgestone Group’s “Social Activities Policy”

The “Eco-Project” approach(2) Moving toward a recycling-oriented society
Contribute to the realization of sustainable society throughthe conservation of natural resources, energy saving, 3R

The Bridgestone Group is working worldwide to contribute to(reduce, reuse, and recycle) initiatives, etc.

the environment through a program of social activities known(3) Preventing global warming

as the “Eco-Project.” The program emphasizes the following
four objectives based on the environmental issues being faced

Contribute to reduce CO2, one of the reported causes ofby the regions in which Bridgestone does business.

global warming(4) Educating the next generation(1) Protecting biodiversity
Contribute to preserve the original ecosystem of the area

Initiatives to raise the environmental awareness of manyand to nurture its recovery

people, such as the children who will lead the next generation

T

PICS

Eco & Safety Driving Lessons(China)Supporting an environmental
preservation program(South Africa)“One Tire, One Good Deed”
campaign (Malaysia)

Bridgestone (China) Investment Co., Ltd.
(BSCN) has been offering driving lessons
focusing on safety at its test course since2008. In 2009, it enhanced and expanded
the content of the program by adding an
eco-driving element to safety, with testdriving and training sessions held once or
twice a year. The seventh session was heldin September 2012. Participants werelectured about eco-driving as well as get toexperience the difference between
environmentally conscious driving, compare
handling in a vehicle with differing inflationpressure via test drive, and drive on the
run-flat technology tires that had beenpunctured. Through such experiences, we
further deepened understanding of theimportance of regular safety inspections
and of Bridgestone products.

Bridgestone South Africa (Pty) Ltd. (BSAF)
supports the activities of the Cape Leopard
Trust, which aims to protect the mountainleopard unique to the Western Cape areaof South Africa. The Trust pours effort into
educating children in the region, holding
nature-based workshops and stargazing
events following visits to elementary
schools.
BSAF supplies tires for the vehicles
used by the Trust and also actively
participates in the environmental education
program for the children, encouraging
them to learn more about nature
conservation and biodiversity.

Bridgestone Tyre Sales (Malaysia) Sdn.
Bhd. (BSTM) is implementing a campaign
called “One Tire, One Good Deed” as partof its environmental preservation activities.
During the campaign period from 2010 to2013, the company contributes one ringgit(Malaysian currency) to a tree-planting
initiative for every tire sold, such as
ECOPIA. The donation will be used in suchareas as improving the water environment
in forest reserves, fire prevention and thereplanting of seedlings through the Global
Environment Centre (GEC).

Eco & Safety Driving Lesson

Children participating in the environmental
education program

Tree-planting

Bridgestone Group48

CSR Report 2013

CSR from a SocialStandpoint
Parents and children take a tire inspection class (Japan)

Objective

Goal embodying the desired stanceAchievements*

Major achievements for 2012

Plans

Major plans from 2013 onwards* Initiatives that have made particular progress are highlighted in a different color in the Achievements section.

Focus Point

16 Continued enhancement of job satisfaction and pride

Objective• To put in place a human resources system that fairly evaluates and compensates employees, thereby encouraging them to excel at their jobs
• To design a training system that encourages development and growth of motivated employees

Achievements

Plans• Formulated shared guidelines in the Bridgestone Group on human resources
and compensation systems along with education and training• Assisted in developing human resources and compensation systems at
Group companies• Rolled out the standard position-specific training program worldwide• Pursuing the establishment of consistent, Group-wide systems based onGroup shared guidelines on human resources and compensation systems
along with education and training• Pursuing the development of position-specific education and training
programs at Group companies outside of Japan

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

Based on this approach, in 2012 we formulated Group shared
guidelines on human resources and compensation systems

The Bridgestone Group has adopted the following approach toalong with education and training with the aim of embodying

continued enhancement of job satisfaction and pride.

the Bridgestone Essence and implementing workplaces thatinspire job satisfaction and pride. Going forward, we will

Approach to continued enhancement ofjob satisfaction and pride

establish, promote and consolidate consistent, Group-wide

The Bridgestone Group shall strive to offer employees amotivating workplace environment that inspires pride by meansof the following measures:

education and training programs based on these guidelines.

human resources and compensation systems along withGroup-wide training of manufacturing professionals

1. The Group shall strive to offer employees the satisfaction of
personal growth made possible by the use of interests,
motivation, skills, and knowledge to overcome difficulties andachieve goals.

Since opening in 2007 witha mission of training

2. The Group shall strive to develop a human resources systemthat encourages employees to excel by fairly evaluating theirachievements and compensating them accordingly.

Bridgestone-style
manufacturing
professionals, the Global

3. The Group shall put in place an educational system to aid
employees in independent efforts to learn and develop skills.

Manufacturing Education

In this way, we will continue working to ensure Bridgestone is acompany where workplaces encourage employee growth and job
satisfaction and where employees take pride in their association
with the Company.

T

G-MEC basic training on tires

Center (G-MEC) has developed human resource training
activities worldwide in three key areas: creating standard humanresource development programs, training program planners, andPICS

Holding the Bridgestone Group Awards
Each year, Bridgestone holds the Bridgestone Group Awards to recognize
achievements by all Group employees. This awards program is designed to improve
employee awareness of corporate activities that are based on the Bridgestone
Essence, foster a sense of cohesion among Group employees, and send a message
from the Company’s management to employees worldwide by recognizing
exceptional performance. The Bridgestone Group Awards include honors in the four 2012 Awards Ceremony
categories of Excellent Business Achievement, Contributions to Society,
Environment Excellence, and Safety and Disaster Prevention.
On March 29, 2013, seven groups of employees who had been carefully selected from Group companies around the world wererecognized for achievements in 2012 at the Bridgestone Group Awards in a ceremony commemorating Bridgestone’s founding.

Bridgestone Group49

CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

CSR from a Social Standpoint
applying these programs to the existing corporate system. In

framework that will enable Group companies outside of Japan to2012, G-MEC’s training programs expanded to 105 courses forinnovate by themselves in pursuing manufacturing activities at amore than 6,000 trainees. Going forward, G-MEC plans tohigh level. C-MEC (China), AP-MEC (Asia and Oceania), E-MEC

continue to further enhance its programs.

(Europe), NA-MEC (North America), and LA-MEC (South America)

Now that Group companies outside of Japan account for

were organized by 2012 as organizations to promote the training

70% of the Group’s production, the challenge is to put in place a
Focus Pointof Bridgestone-style manufacturing professionals worldwide.

17 Enhancing workplace safety and health, and employee health management

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

Achievements

Plans• Formulated the Bridgestone Fundamental Safety Activities and commenced
activities in the Group• Refined the Bridgestone Safety Mission Statement• Expanding activities aimed at the Group-wide communication of theBridgestone Fundamental Safety Activities• Communicating the refined Bridgestone Safety Mission Statement Group-wide

Approach to occupational safety and healthseverity*2. A total of 33 serious injuries (including fractures due tofalls) occurred at the Bridgestone Group’s 190 production andlogistics sites in 2012.

In 2012, the Bridgestone Group

Although the number of serious injuries has continued to decline

established the Bridgestone
Fundamental Safety Activities as

overall since we began collecting statistics in 2006, we will promote

guidelines for all Group employees inunwavering and uncompromising safety activities without exception

their ongoing efforts to address

based on the Bridgestone Fundamental Safety Activities in order tooccupational safety and health, andget the number of accidents down even closer to zero in the future.

we commenced activities aimed at

Frequency rate*1

communicating and establishing them.

1.50

In conjunction with this, we refined
the Bridgestone Safety Mission
Statement. In addition to changing the

Rubber product manufacturing

The refined Bridgestone
Safety Mission Statement

1.06
1.00

wording of “We prioritize safety over all

0.98

0.98

0.99

1.01

0.93

0.90

0.93

1.02

1.09

0.84

Bridgestone

1.18
0.99

1.12

other considerations” “Safety is the basis of corporate

Manufacturing

1.05

0.98
0.93

1.00

0.92
0.81

0.79
0.70

management at Bridgestone and is practiced by every single

0.50

0.47

employee in order to work without anxiety in a safe workplace,”
0.29

we simplified the 3S (derived from the Japanese words Seiri,

0.48

0.44

0.34

0.33

0.29

0.31

2007

2008

0.34
0.18

0.00

Seiton, Seiso, meaning Sort, Set in order, Cleaning), KY (from the

2002Japanese phrase for hazard prevention), Risk Assessment (RA)

0.31

2003

2004

2005

2006

2009

2010

2011

2012

(year)

Severity rate*2

and Safety Rules, which form the four basic components of our

0.60

safety strategy, to make it easier for them to be understood.

Rubber product manufacturing

Manufacturing

Bridgestone

0.47
0.42

Injuries

0.40

0.30

The Bridgestone Group has established Global Criteria for

0.24

Occupational Injury in order to assess injuries occurring at Group

0.20

0.22
0.11

0.12

In addition to compiling injuries statistics on a quarterly basis, we
0.00

2002

During 2012, the number of work-related injuries fell below the

2003

0.09

0.04
0.02

0.01

put the results to use in preventing similar future injuries.

0.28

0.25

0.26

0.17
0.11

production, distribution, and sales facilities as well as warehouses.

2004

2005

0.11
0.11

0.10
0.09

0.10
0.01

0.01
2006

2007

0.15
0.10

0.08 0.09 0.08

2008

0.07

2009

0.03
0.02
2010

0.03
2011

2012

(year)*1 Frequency rate indicates the frequency of accidents with casualties.
Frequency rate = (number of casualties/total actual working hours) x 1,000,000*2 Severity rate indicates the severity of accidents.
Severity rate = (total number of working days lost/total number of working hours) x1,000

average Japanese manufacturing industry level in terms offrequency*1 and above the average industry level in terms of

Bridgestone Group

0.24

50

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Initiatives Related to the 22 CSR Focus Points

CSR from a Social Standpoint
Bridgestone Group Mid-term safety objectives andpolicies

about 90 questions related to the occurrence of accidents and isalso utilized in making Group-wide improvements. In 2012, theThe Bridgestone Group developed a mid-term safety and healthsurvey was conducted at 163

plan that aimed for ideals to ensure safety and health andworkplaces of Group

promoted specific policies in the areas of consciousness,companies worldwide.
In addition, we have also

engineering, and systems (management) to achieve those ideals.
In 2012, we formulated the Bridgestone Fundamental

implemented management

Safety Activities, which brings together our activities to date,activities to assist in creating

and promoted Group-wide discussion and activities concerning

safe workplaces in which

the specific content of the mid-term safety and health plan.

Bridgestone’s management
team visits worksites,

Moreover, in order to facilitate speedier adoption ofstrategies throughout the Group, we formulated and executed

including those operated by

specific Group-wide strategies following the Group Global

Group companies outside of

Quality Management Activities.

Japan to discuss theimportance of giving priority to

Activities based on the Bridgestone Fundamental
Safety Activities

safety over all other

Activities to assist in creating a safe
workplaceconsiderations.

Going forward, we will keep up these initiatives in conjunction

The Bridgestone Group has been promoting the activities set
out in the Bridgestone Fundamental Safety Activities aswith direct appeals from the management team to employees instandard safety activities for all of our workplaces. Under thisorder to actively promote the Bridgestone Fundamental Safety

approach, the basic safety activities are 3S (Sort, Set in order,

Activities and foster safety consciousness in the workplace.

Shine & check derived from the Japanese seiri, seiton, seiso),
KY (hazard prevention), Risk Assessment (RA), and Safety

Engineering initiatives

Rules, and all Bridgestone Group employees and workplaces
are making constant efforts to implement these activities in a

Work procedures and equipment that could lead to serious injury

consistent manner.

in the event of anStandard chart for evaluating the risk of equipment use
Unit = Points (Evaluation points)

accident must takeworkplaces, we have issued Activity Guidelines setting forth thereliable technicalspecific items to be implemented and have promoted activities inmeasures foraccordance with these guidelines. In addition, we have assigned

preventing injuries.

instructors who are familiar with the Bridgestone Fundamental Safety

Therefore, theActivities to each workplace to establish a structure facilitating theBridgestone Group isdevelopment and implementation of standard activities.

working to lower risk by

Possibility of damage = Probability of injury occurring*

Extent of injury

In order to standardize the content of the activities at all of ourHardly any

Possibility exists High possibility Definitely occur

A

B

C

D

j

1

2

4

7

k

3

6

9

11

l

5

10

13

14

m

8

12

15

16

*Possibility = A<D, j<m
A = Surrounded by safety cover and difficult to enter
dangerous zone
B = Safety cover exists, but so do inadequacies such as
low rail; may come in contact with dangerous area if
ones pushes it
C = No safety cover, but has emergency stop equipment
D = No safety cover plus inadequacies in such areas aswarning and display
j = Minimal injury
k = Light injury
l = Serious injury (including inability to work)m = Critical injury (including death)

As well as offering safety education in workplaces that is

pursuing safety fromposition-specific and includes managers and supervisors to enable

the equipment design

every employee to put protecting themselves and their colleagues

stage and maintaining

into practice, Bridgestone encourages proactive measures in whichsafety during

all staff members participate. Going forward, the Bridgestone

equipment use. This

Group will continue its efforts to spread and establish theseincludes store andactivities in the Group.

warehouse equipment as well as production equipment. These
efforts include conducting risk assessments to identify work
procedures and parts of equipment that are inherently dangerous.

Safety consciousness

During 2012, we continued to assign and train safety
To create safe workplaces, it is essential to foster safetyengineers (SE) as experts in equipment safety conducted risk

consciousness as a means of ensuring every employee adheres

assessments. Based on the results, we are working to identify

to applicable standards.

hazardous equipment and implement safety measures, giving

The Bridgestone Group has been running a Safety

priority to equipment with major injury risks. This effort includes

Consciousness Survey since 2009. The survey identifies safety

both store and warehouse equipment. In addition to theseissues at each workplace through a questionnaire that consists ofmeasures, since 2013 we have been reappraising the hazard level

Bridgestone Group51

CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

CSR from a Social Standpointof procedures and implementing the necessary safety measuressafety and health management systems in the Bridgestone Group.

through risk assessment (RA) activities on the Bridgestone

By doing this, we will ensure that the Bridgestone Fundamental

Fundamental Safety Activities and constantly promote theSafety Activities work more reliably as we promote ongoingcreation of safe workplaces.

improvement with the aim of enhancing Group-wide safety.

System- (management-) related initiatives

Disaster prevention management activities

The majority of the Bridgestone Group’s production worksites use

The Bridgestone Group has designated September 8 asa checklist to assess the status of safety and health activities

Bridgestone Group Disaster Prevention Day, and all of ourincluding legal compliance, while working to strengthen areas

workplaces hold disaster prevention drills on the same day

where improvement are considered necessary.

each year.
Additionally, we share information on fires that occur atInformation on industrial accidents and fires that have occurred
within the Group is shared on the Group’s network together with

Bridgestone Group and the measures taken to prevent similar

information on the same kind of accidents at other companies in

accidents within the Group. At the same time as steadily carrying

our industry and companies at large, and, where necessary, weout key actions in line with the Global Disaster Prevention

work to take measures against similar accidents to prevent themStandards, such as first-response fire-fighting drills (includingfrom occurring.

unstaffed and night-time workplaces) and preventative inspections(including electrical wiring), we will strengthen fire prevention

We are currently encouraging the introduction and expansion of
Focus Point

activities and strive to create safe and stress-free workplaces.

18 Respect for diversity

Objective• To provide a work environment in which members of a diverse employee can tap their full potential

Achievements

Plans• Introduced new systems in Bridgestone, such as a leave program allowing employee
spouses to accompany their partner on overseas job postings, with the aim of making
Bridgestone a comfortable place to work for a diverse employee• Ran e-learning programs to spread the attitude of respect for diversity at Bridgestone• Introduced new cross-cultural training for non-Japanese employees and the departments
they work in to promote active participation by non-Japanese employees at Bridgestone• Continued career design training for female employees in career positions and theirsupervisors in order to promote active participation of female employees at Bridgestone• Establishing diversity key performance indicators (KPIs) and promoting
initiatives at Bridgestone Group companies• Strengthening support for active participation of female employees in career
positions at Bridgestone• Developing a range of strategies aimed at making Bridgestone a comfortable
place to work for a diverse employee

Approach to respecting diversity and related initiatives

And finally, we focus all of these efforts on “improving
employees’ satisfaction,” “activating and improving the

The Bridgestone Group formed a responsible unit to oversee the promotion

Company,” and “increasing stakeholders’ profits.” Based onof diversity in Japan in 2008 and has been applying its approach to

the Bridgestone Group’s stance of “Respect for diversity,” werespecting diversity throughout the Bridgestone Group since 2009.

will establish at each Bridgestone Group company focus points
for diversity promotion that are specific to the particular

The Bridgestone Group’s stance of“Respect for diversity”

country or region. In 2012, we verified the status of activities
for focus points for diversity promotion at Bridgestone Group

The Bridgestone Group provides a working environment inwhich individuals who have diverse values and personalities
can work comfortably and demonstrate their abilities. To makethis possible:

companies, and we aim to make specific Group guidelines thatwill facilitate the establishment of Key Performance Indicators(KPIs) by Bridgestone Group companies from 2013 onwards.

• We recognize and respect diversity of culture and customs ineach country of the world.

Moreover, by distributing the Parenting and Nursing Care
Guidebook that summarizes parenting and nursing care

• We sympathize with ideas from diverse viewpoints of diverse
persons and create new value.

support programs to Group employees in Japan, we aim toincrease knowledge of the programs and promote their use.

• We establish a system in which employees can perform theirduties with peace of mind and demonstrate their abilities to thefullest, across the various stages of their lives.

Bridgestone Group

Bridgestone held seminars in Japan featuring outside
experts with the title “Diversity empowers organizations.”

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Focus Point

Respect for fundamental human rights, including the rights of children and others to

19 be free from forced labor

Objective• To pursue corporate activities based on “Our Group’s Stance of Human Rights”

Achievements

Plans• Accomplished spreading awareness of “Our Group’s Stance of Human Rights”
at Group companies worldwide by the end of 2012

• Verifying the status of compliance with “Our Group’s Stance of Human Rights”
in 2013 and formulating a human rights due diligence* implementation plan
to be addressed in the medium term
• Promoting human rights initiatives systematically from 2014 onwards* An initiative to identify risks associated with human rights and address them appropriately

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

Our Group’s Stance of Human Rights
In addition to respecting human rights in accordance with “OurIn order to achieve 100% awareness of “Our Group’s Stance of HumanGroup’s Stance of Human Rights,” we appointed a Chief Human

Rights” among Group employees worldwide, in 2011 we translated “Our

Rights Officer and are taking steps to ensure that the Group’sGroup’s Stance of Human Rights” into 15 languages, distributed it to ourapproach to this issue is well understood throughout the organization.

offices, plants and to the Group companies and provided education andtraining with the aim of spreading awareness of the Bridgestone Group’s
approach to human rights. As a result of these efforts, we accomplished

Our Group’s Stance of Human Rights

the spreading awareness of “Our Group’s Stance of Human Rights” to

1. Prohibition of discrimination

the Group employees worldwide in 2012.

In all corporate activities, Bridgestone prohibits any acts that 		
impair individual dignity or discrimination based on race,
ethnicity, nationality, gender, age, language, religion, creed,social status, and disability or any other related factors.

Going forward, we will hold training on “Our Group’s Stance of
Human Rights” for employees when they join Bridgestone Group
companies as we seek to ensure that our approach is well understood

2. No harassment

by employees. Furthermore, in 2013 we plan to survey the status ofNo personnel shall speak or act in ways that degradeindividual dignity based on issues such as gender, authority
or any other type of harassment.

compliance with the listed items in “Our Group’s Stance of Human
Rights” at all of our offices, plants, and the Group companies.
Additionally, we will take steps to formulate human rights due

3. No child labor/forced labor

diligence implementation plan to be addressed in the medium term,

Bridgestone prohibits child labor/forced labor in any country.

Focus Point

which we will implement systematically from 2014 onwards.

20 Developing social activities to build a sound and sustainable society

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

Plans• Updated Bridgestone’s Social Activity Policy to reflect social requirements andincorporate an emphasis on actively participating in the community, andconsideration for those who are socially vulnerable• Formulated a Social Activity Evaluation Sheet and used it to evaluate andreview the social activities in which the Bridgestone Group is involved• Updated the corporate citizenship website and distributed information that iseasy to understand to stakeholders• Identifying the challenges in each region through dialog with local
communities and promoting social activities in line with the BridgestoneGroup’s Social Activity Policy

Bridgestone has formed the Social Activities Committee,

Structures for pursuing social activities

consisting of corporate officers responsible for relevant
The Bridgestone Group is engaged in a variety of activities

sections of the company, under its Integrated CSR

worldwide, including efforts to raise safety awareness,

Enhancement Committee. It serves to discuss and shareconserve the environment, and undertake community service

information about the overall direction of the Group’s social

initiatives that suit local communities’ needs.

activities and associated action items.

Bridgestone Group53

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Initiatives Related to the 22 CSR Focus Points

CSR from a Social Standpoint
In order to promote social activities globally, we have also

VOICEcreated a section dedicated to supporting the initiatives at Group
companies in addition to encouraging social activities by
establishing the “Social Contribution Awards,” which can be

Hoping for continuing support forout-of-prefecture evacuees from theGreat East Japan Earthquake

The group began aid activities forout-of-prefecture evacuees inTokyo and neighboring
prefectures in May 2011
immediately after the earthquake
disaster with the aim ofdeveloping sustainable aid
activities. Bridgestone hashelped since the beginning,
Mr. Tasuku Hitomi
aiding activities at the High
Director
School in Saitama Prefecture and NPO Medical Support
Centerholding community events for
affected people in the city underthe banner of “Kottya Kitara Iibe (meaning “Come on Over !”earned by the Group companies and their employees in Japan,
and the “Bridgestone Group Awards for Contribution to Society,”
which can be earned by the Group companies all over the world.

Social activities that address the issues and needs ofthe local community
Bridgestone Group companies are engaged in social activities
based on the Social Activity Policy, which mandates activities
that help resolve problems in response to the specific needs of
local communities.
In Japan, in addition to continuing our volunteer activities indisaster-stricken areas affected by the Great East Japan
Earthquake since April 2011, we have been providing a range ofin Japanese Tohoku dialect) by Bridgestone.” Thanks to
Bridgestone, more than 20 events have been held and over
3,500 people have participated in the activities with over
1,800 volunteers. The messages that we have received fromthe volunteers have included such comments as “I was able
to meet a lot of people through the activity, and it taught me
the importance of being engaged with society once again,”and “I was the one who was energized.” Even today, twoyears after the earthquake, there are 58,000 affected
people, and 9,000 are living in Tokyo. In the future, we will
run activities in collaboration with various parties with theidea of not forgetting about the existence of the evacuees,
and we hope that Bridgestone will continue its support.

aid activities that addresses the specific anxieties and problems
faced by affected people, including activities to help people whohave left Fukushima Prefecture to live in Tokyo and children wholost their guardians in the disaster.
Going forward, we will work to strengthen communication
between the Bridgestone Group and local communities in orderto respond more precisely to the issues and needs of thecommunity. We will listen sincerely to frank opinions throughdialog and meetings with local people as we pursue ourinitiatives. We will also actively endeavor to disseminate
information to all of our stakeholders to have extensive
knowledge about Bridgestone’s stance.

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Activities to assist people living outside of Fukushima Prefecture (Japan)
Bridgestone has been providing a range of assistance for people who were forced to leave Fukushima
Prefecture and live in the metropolitan Tokyo area as a result of the nuclear power accident. As part of thisaiding activity, we take part in social events for evacuees organized by the NPO Medical Network Support
Center. More than 140 Bridgestone Group employees volunteered in seven events held in Tokyo andSaitama Prefecture during the period from May 2011 to October 2012.
Bridgestone also invited 11 families (37 people) to the Moto GP Japan Grand Prix held at Twin Ring
Motegi on October 14, 2012. In addition to watching the race from Bridgestone’s Cheering Seats, thefamilies toured the garage and team pit as well as having commemorative photos taken with the riders. We
received comments from the children who participated, such as “It was great” and “I want to come again.”Children enjoying games at an
employee–evacuee exchange event

Holding a “Clothed Swimming Lesson” (Japan)
Bridgestone Sports Arena Omuta held a Clothed Swimming Lesson for local children in June 2012. The
objectives of the lesson were for children to learn the right thing to do if they fall into the water with theirclothes on as well as giving them a new sense of wariness about water to prevent drowning. Not only
members of the sports club, but also friends and siblings were invited free of charge and about 90
children participated.
The training was held in the club’s wave pool to give the children a more realistic impression andthey had the experience of not being able to swim like they expected to with their clothes on. Sports
Arena Omuta plans to run the lesson once a year.

Bridgestone Group54

Clothed swimming lesson

CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

CSR from a Social Standpoint
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Round Up Campaign at all 2,200 U.S. stores (United States)
Employees together with customers at Bridgestone Retail Operations, LLC (BSRO) have been involvedin a nationwide charity campaign since 2009.
The employees explain the purpose of the campaign to tire shop customers and round up
fractional amounts in the purchase amounts of customers who agree. The rounded up amount isdonated to either The Pediatric Cancer Foundation*1 or Meals on Wheels*2.
Not only BSRO customers, but also employees have been making donations, and employees also
take part in Meals on Wheels as meal service volunteers.
*1 The name of an organization which runs activities to support children with cancer*2 The name of an organization which delivers meals to needy elderly people
Round Up Campaign logo

Industrial training school (Indonesia)
PT Bridgestone Tire Indonesia (BSIN) runs the Industrial Training School Loka Latihan Kerja PT
Bridgestone Tire Indonesia (LLK-BS) for local high school graduates. BSIN established LLK-BS on thesite of its Bekasi Plant in 1981 with the aim of advancing industry in Indonesia and improving thetechnological capabilities of the people.
LLK-BS operates with a total of 11 staff including the principal, six full-time instructors (two ofwhom are LLK-BS graduates), three non-full-time instructors and an administrator. Currently 48
students, who are enrolled from all over Indonesia, board at the college and study subjects such asmechanical engineering, electrical engineering and languages (English and Japanese) from Monday toSaturday. Students can undertake these programs free of charge until graduation.
The college produced 24 graduates in 2011, and 16 of them work at BSIN.

Focus Point

LLK-BS students studying electricalengineering

21 Encouraging employees to do volunteer work in their communities

Objective• Supporting employees’ participation in volunteer activities by providing information, time, funding, and opportunities

Achievements

Plans• Got many employees involved in the activities run by Group companies
following the Bridgestone Social Activity Policy• Continued volunteer activities for Great East Japan Earthquake reconstruction
in disaster-stricken areas and the Tokyo metropolitan region and supported
the social activities of employees• Developing frameworks for social activities which enable more employees toparticipate (types of activity, labor system, means for providing information, etc.)

Structures for supporting employees’ social activities

The Chobora Fund (Japan)

Bridgestone supports employees’ volunteer activities by

The Chobora Fund is a voluntary employee contribution programproviding time and funding, for example, by creating athat offers financial support to social activity groups in which

volunteer leave program and introducing the employee-driven

employees, their families, and retirees participate. The Chobora

Chobora Fund gift-matching program. We also recognize notFund enables Bridgestone employees who cannot directly

only the organizations but also employees’ social activities

participate in social activities to make a contribution to society bythrough the Social Contribution Awards and the Bridgestone

donating to the fund. Groups are selected to receive funding

Group Awards for Contribution to Society as one way tothrough an internal process, and Bridgestone matches arecognize employees’ active participation in social activities.

contribution from the Chobora Fund with its own contribution ofMoving forward, the Bridgestone Group will continue toequal value.

support employees to facilitate participation in social activities.

A total of 6,015 employees (as of December 31, 2012) haveparticipated in this program, which supported 65 activities in 2012.

Bridgestone Group55

CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

CSR from a Social Standpointin volunteer activities and encourages employees to take leave

Volunteer leave program (Japan)

so each year employees nationwide take advantage of it.
Bridgestone has established a volunteer leave program as one

During 2012, 61 employees took advantage of the program

way to support social activities by its employees. The program

to participate in the activities of volunteer organizations they

fosters a climate and consciousness that facilitate participation

belong to such as groups which read to nursing home residents.

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Volunteering with reconstruction in disaster-stricken areas by the Great East Japan Earthquake
Bridgestone has continued its employee volunteer activities to assist with recovery in disaster-stricken areas by the Great East Japan
Earthquake since April 2011. In 2012, a total of 442 employees and family members participated as volunteers in 20 activities in Kesennuma
in Miyagi Prefecture and Rikuzentakata in Iwate Prefecture.

Social activities undertaken by employees (Japan)—Example of an activity supported by the Chobora
Fund Supporting patients with intractable diseases
The Patients Association for Distal Myopathies, where a Bridgestone employee serves as therepresentative, takes part in various activities such as collecting signatures and fund raising in the streets,
petitioning government offices and holding symposiums aimed at developing treatments for Distal
Myopathy, which is an intractable disease. These activities have received much media coverage leading toincreased social recognition and raising this intractable disease as an issue.
*Distal myopathy: Wasting and weakness of the voluntary distal muscles of the lower arms and legs and the hands
and feet (myogenic disorder)

Environmental activities by employees’ families (Japan)

Activity of the Patients Association
for Distal Myopathies

The NPO Suita Environment Learning association for the Future, in which the families of employees are
involved, researches trees in urban parks and roadways and runs environmental education supporting
programs. In addition to researching trees in parks and attaching name tags to increase public interest innature and pursuing the greening of urban areas, the group focuses on local environmental education.
Thus they hold tree observation meetings for elementary and junior and senior high school students andnature craft and observation meetings for the public.
Researching trees

Helping with the education of Senegalese children (Senegal)
The group ENFANTS DU SENEGAL which is chiefly composed of employees at Bridgestone Aircraft Tire
(Europe), S.A. (BAE), has been helping with the education of Senegalese children since 1998. The groupcollects educational materials such as books, notebooks, dictionaries and chalk, as well as clothes, shoes
and toys, and donates them in Senegal twice a year. When making the donations, members visit Senegal
to present the goods directly as well as exporting local products to sell in Europe with part of the sales
going to fund further assistance.
The dedicated efforts of BAE employees over the years were recognized with the Bridgestone GroupAwards for Contribution to Society in 2012.

VOICE

Donating educational materials

The Chobora Fund provides major support in the fight against rare disorders

Mr. Mikio Tsuji (left in photo)

PADM has received tremendous support in maintaining its activities, not least the five successive
years’ of assistance from the Chobora Fund as well as collection of signatures by Bridgestone andthe Hikone factory. With the ongoing support of Bridgestone, PADM consists of 140 members
have been able to petition the government and relevant offices in a systematic manner and holdsymposiums and gatherings every year. These activities have been a major moral support for us.
In the future, we will contribute to the welfare of patients with rare disorders who deserve
support as well as the medical world in general, and we will strive to leave our achievements
for society.

Patients Association for Distal
Myopathies (PADM)

Bridgestone Group56

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Initiatives Related to the 22 CSR Focus Points

CSR from a Social Standpoint
VOICE

Continue support for learning environments for the future of Senegalese children

When I was told that I had won a prize in the “Bridgestone Group Awards,” I was so proud I immediately
told the group of colleagues that worked with me on the project. Supporting the education of Senegalesechildren is not really something that stands out, so I had no idea the project would be recognized like this.
My daughter, who also works at BAE, took part in the Group Awards ceremony in Japan and received theplaque. After that, I went back to Senegal again at the end of November 2012 and presented the plaque tothe children that we supported so we could enjoy it together.
In the future, we hope to keep supporting the children in Senegal as much as possible with books,
notebooks, clothes and donations. We would also like to be able to provide electricity by installing solar
panels at the school so the children can get the light they need to study and read as well as for thecomputers. Our wish is that the children get to use the internet and connect with other children around theworld so they can tell them about their culture.

Focus Point

Giacomo Cosaro
Bridgestone Aircraft Tire
(Europe), S.A. (BAE)

22 Helping realize a safe society

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

Achievements

Plans• Communicated appropriate use of tires and bicycles and ran road safety
education programs in response to related issues in local communities• Detecting further road safety issues in each area through dialog with local
communities and promoting social activities in formats that accord with the
Bridgestone Group’s Social Activity Policy

Bridgestone’s Social Activity Policy on Safety (Tire
Safety Activities)

the Group’s passion for safety to the world by providing

In addition to developing safety technologies which contributeexperiences designed to achieve the following goals:

to the development of a safer society, the Bridgestone Group• Encouraging an understanding of the Bridgestone Group’s

pursues activities to promote the importance of regular tire

products (tires and bicycles) to utilize them more safely

information in a variety of formats and offering hands-on• Helping improve road safety in local communities

inspections and conducts other social activities to help achievesafer local communities. The Group pursues social activities
related to safety, which it refers to worldwide as Tire Safety
Activities. Through these activities, we seek to communicate

T

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Holding “Tire Safety Check for Family” (Japan)
Bridgestone held a hands-on educational event entitled “Tire Safety Check for Family” at its rubber and tiremuseum Bridgestone TODAY in August 2012. The aim of the event was to provide children with topics toresearch by themselves during the summer vacation as well as teaching guardians to learn about theimportance of regular tire inspections.
At the event, 32 families (95 people) participated and increased their knowledge about the role of tire
treads and inflation pressure, knowing when to change a tire and how to change the spare tire, whilehandling the actual tires. Bridgestone will communicate the importance of regular inspections to more
people in the future using a variety of opportunities and methods.

Bridgestone Group

57

Tire safety inspection lecture

CSR Report 2013

Initiatives Related to the 22 CSR Focus Points

CSR from a Social Standpoint
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Road Safety & Defensive Driving Campaign (India)
Many young people in India fall victim to traffic accidents, and Bridgestone India Private Ltd. (BSID) ran the“Road Safety & Defensive Driving Campaign” for students at numerous universities in Indore and Pune
aimed at raising young people’s awareness of road safety and preventing traffic accidents. The campaign
stressed the importance of safe driving with lectures by road safety instructors and videos.
More than 2,000 students attended the program in 2012. BSID gave out reflective stickers for bicycles aswell as road safety handbooks to those who attended to enable them to share the importance of road safetywith their friends and families.

Lecture on road safety anddriving to prevent accidents

Bicycle safety education for children (Japan)
Since 2005, Bridgestone Cycle Co., Ltd. (BSC) has been involved in bicycle safety lessons held at
kindergartens, nursery schools and elementary schools around Ageo City where it has its head office andfactory. The Japan Traffic Safety Education Association (JATRAS) organizes these safety lessons every year,
and the children learn the essentials for riding a bicycle safely, including safety checks before riding, theimportance of wearing helmets, how to cross intersections and what to watch out for when passing parkedcars, through lectures and practical instruction. Bridgestone Cycle lends the bicycles used in the practical
instruction as well as taking part in bicycle safety inspections.
The lessons were held at ten kindergartens, nursery schools and elementary schools in Ageo City andSaitama City between May and November 2012, and about 1,100 people participated. Likewise, ten
lessons for the year are planned in 2013.

VOICE

Bicycle safety lesson

Pride in the Road Safety & Defensive Driving Campaign for protecting
the lives of indian youth

I feel proud in organizing and coordinating an activity that is saving the lives of young generations who
are major victims of road incidents due to negligence, rash driving and a lack of traffic sense. Throughthis activity, BSID is creating awareness in young student’s minds who are going to be the future of thecountry. An overwhelming response from the participants and college management to learn and adopt
defensive driving skills gives me immense pleasure and satisfaction. I am very glad to quote that a few
colleges have issued notifications for their students and staff to follow traffic rules, which is really a big
achievement of this campaign, and is a driving force for BSID to expand and take this activity forward incoming years to other cities along with Indore and Pune.

Bridgestone Group58

Tej Pratap Tripathi
HR&A Assistant Manager
Bridgestone India
Private Ltd. (BSID)

CSR Report 2013

Outline of the Bridgestone Group
Corporate profile

Financial summary

Company name:

Bridgestone Corporation

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

 Net sales(Hundred millions of yen)

Consolidated

Non-consolidated

40,000CEO and Representative Board Member,
Concurrently Chairman of the Board:
Masaaki Tsuya

32,34430,000Paid-in capital:

JPY 126.3 billion(As of December 31, 2012)

20,000

Sales (consolidated):

JPY 3,039.7 billion (FY 2012)

10,000

Sales (non-consolidated):

JPY 939.3 billion (FY 2012)

Employees (consolidated):

143,448 (As of December 31, 2012)

10,120

Employees (non-consolidated):
15,409 (As of December 31, 2012)

2008

2009

30,397

9,712

8,956

7,492

0

30,243

28,61625,970

2010

9,393

2011

2012 (year) Net income

Summary of Bridgestone’s manufacturing plants:
178 plants in 25 nations (BridgestoneGroup total as of April 1, 2013)(Hundred millions of yen)

Consolidated

Non-consolidated

2,000

1,716

1,600
1,200

Major products and operations

1,029

989

919

800

Tires

503

367

400

338

104

Tires and tubes for passenger cars, trucks and buses,0

construction and mining vehicles, industrial machinery, agricultural

10

2008

154

2009

2010

2011

2012 (year)

machinery, aircraft, motorcycles and scooters, and others; tirerelated supplies; retreading materials and services; automotive Consolidated sales bybusiness segment (FY 2012)

maintenance and repair services; raw materials for tires and others

Diversified
products
16%

Others
22%

Japan
23%

Europe
11%

Tires
84%

Diversified products C onsolidated sales bygeographical segment (FY 2012)

Americas44%<Chemical and industrial products> Anti-vibration andnoise-insulating materials, polyurethane foam products,

 Global tire market share (based on consolidated sales figures for 2011)

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

Toyo 1.6%

and other products

Hangzhou Zhongce 1.8%
Kumho 1.9%

<Bicycles> Bicycles, bicycle goods and related products

Cooper 2.1%
Cheng Shin 2.3%
Hankook 3.1%
Yokohama 3.2%
Sumitomo 4.0%

Others29.4%

Bridgestone
15.2%
Michelin
14.6%
Goodyear
10.9%

Continental
5.7%
Pirelli 4.2%

Source: 2012 Global Tire Company Rankings (Tire Business)

Bridgestone Group59

CSR Report 2013

Opinions from Stakeholders and Our Responses
Bridgestone has received extensive feedback concerning CSR Report 2012 from independent observers, questionnaires andour website. This section includes a sampling of the questions we have received along with the Group’s responses.

Communication

Global Warming
Prevention

Sustainable
Materials

Biodiversity

Diversity

Human Rights

CSR Report

Bridgestone Group

RelatedPages

OpinionOutline of the Group’s Response

Bridgestone is working diligently on matters
brought up during its annual dialog sessions, andI would also like the company to further expand its
dialogs with stakeholders worldwide.

We are holding “town hall meetings” involving our Group CEO, Group COO
and employees outside of Japan. We are also holding dialog with local
communities at certain Group companies outside of Japan.

There is the opinion that developed countries willneed to lower their CO2 emission to zero in orderto achieve a worldwide emissions reduction goalof between 50% and 85% by the year 2050. In
this regard, I hope that the Bridgestone Group will
increase its reduction targets (at the time of the
dialog session on April 4, 2012).

In April 2012 (after the noted dialog), we established the Long-term
Environmental Vision to contribute to the globally-agreed target (reducing
CO2 emission by at least 50%). To achieve this, we are working to reduce
our CO2 emission under two mid-term objectives: (1) reduce CO2 emission
per sales from the Company’s total operations and its products after-use
by 35% compared to fiscal 2005 levels by 2020; and (2) improve tire
rolling resistance by 25% compared to a 2005 baseline by 2020.
Reference: Long-term Environmental Vision http://www.bridgestone.com/
responsibilities/environment/mission/vision.html

P. 46

Bridgestone has announced the commitment
to achieve “100% sustainable materials” as acornerstone of its Long-term Environmental Vision.
I hope that the company will implement measures
for the procurement of sustainable raw materials.

As part of our initiatives to procure sustainable raw materials, we areworking to expand and diversify our natural rubber resources (i.e.
improving sustainability of Para rubber tree plantation and performing
research and development on natural rubbers produced from otherplants), to develop biomass-derived synthetic rubber (develop biomassderived butadiene and biomass-derived isoprene polymers), and to expand
and diversify plant-derived fibers.

P. 11–14,
P. 45

Bridgestone has rolled out various measures tominimize the effects of their business activities
on biodiversity, including environmental impact
studies on the ecosystems surrounding its plants
in Japan. However, the steps to achieving thistarget remains unclear.

Considering the need to minimize effects and maximize contributions, theBridgestone Group has started researching our impact on ecosystems
throughout the product lifecycle. We will draw up specific targets basedon the results of this research to quantitatively understand the relationshipbetween our business activities and biodiversity.

The Bridgestone Group should set specificdiversity targets. If there are gaps among regions,the company should either set regional targets or
targets only for regions that are behind in terms ofdiversity measures.

In accordance with the Bridgestone Group’s stance of “Respect fordiversity,” each Group company is currently setting indicators of progressfor diversity promotion that is suited to the unique characteristics of eachcountry or region. In 2012, we surveyed and checked the indicatorsof progress and their implementation. From 2013 onwards, we willencourage further efforts and the establishment of key performanceindicators.

P. 52

Bridgestone has worked globally to ensure 100%
awareness of “Our Group’s Stance of Human
Rights” by the end of 2012. From 2013 onwards,
the company should disclose its human rights
risks for each region to the extent possible andreflect the findings in its business operations.

We completed our efforts to raise complete awareness of “Our Group’s
Stance of Human Rights” Group-wide by the end of 2012.
In 2013, the Bridgestone Group will check the compliance status of ourbusiness sites around the world with regards to “Our Group’s Stance of
Human Rights.” We will also formulate and implement a mid-term action
plan on human rights.

P. 53

I’d like to know more about Bridgestone’s system
for recycling used tires and other environmental
initiatives.

Currently, 87% of the used tires in Japan are being recycled (JATMA
published data). The Bridgestone Group is promoting retread tires and our
fleet solution, which packages new tires together with a maintenance plan.
For more details, please see our Environmental Report.
http://www.bridgestone.com/responsibilities/environment/index.html

P. 18

60

P. 34

P. 48

CSR Report 2013

Independent Evaluation Statement
CSR activities are not something to be appended to a businessfurther deepen and accelerate the initiatives. In particular, I

like a decoration. When CSR is incorporated into the businesshope to see actions including the early implementation of

itself, CSR activities enable a company to make continuous

human rights due diligence, assessment of problem areas incontributions to resolving social issues. I would like to makethe supply chain, and disclosure of information on the number

some comments focused on that perspective.

of companies subject to auditing. In addition, with respect tothe environment, I hope for a report on the latest status of

1. Innovation and CSR

overall initiatives on “in balance with nature.”

The Bridgestone Group’s decision to establish competitive
advantage through technology innovation and business model

3. Social contribution

innovation is outlined in “Commitment of Management.”

Special Feature 3, the overview of social contribution in South

Readers of the CSR report will be strongly impressed by theAfrica, Argentina, Spain, and elsewhere around the globe,

reality that initiatives to resolve social and environmental issues

vividly conveys the efforts of Group employees toward social

are incorporated into the Bridgestone Group’s technology

contribution. Its content reveals that all employees share theinnovation and business innovation while achieving competitive

desire to contribute to environmental improvement and toadvantages. In particular, the technology innovation “achieving

extend a hand to the socially weak and those in trouble; it also

100% sustainable materials” in Special Feature 1, as well as

reveals that the integration of those points into business is thethe “business model innovation” in Special Feature 2 that

key in social contribution activity.

supports the achievement of safe society and the developmentof customers, shall stimulate readers’ interests on these fields.

4. Dialogs and other conversations with stakeholders

I continue to hold expectations that the company will pursue

I would like to appreciate Bridgestone’s diverse initiatives withcompetitiveness while simultaneously creating social value.

regard to engagement with stakeholders, such as its assistancefor reconstruction after the Great East Japan Earthquake and its

2. Systematic initiatives based on 22 Focus Points

dialogs with experts on the promotion of diversity. As directions

The Bridgestone Group’s systematic initiatives based on 22

for the future, I would like to repeat my suggestion from the

Focus Points, selected with a balance among the four fields ofprevious year that the Company should pursue dialog with

fundamentals, business, the environment, and society, arestakeholders outside of Japan, and also especially with NGOs

respectable efforts toward the integration of the company’s

which are active globally. This would contribute greatly to

CSR into its business. Bridgestone has been steadily achieving

making the Bridgestone Group’s CSR truly global.

results by year. This year, in fields related to society, I
particularly appreciate that the Bridgestone Group has
formulated and promulgate its Group-wide stance on humanrights and its personnel policies. This is because protecting thehuman rights of all stakeholders is the basis of CSR, and theglobally unified personnel policy will become a keystone within

Mr. Toshihiko Fujii

the Group. Moreover, in connection with business, there has
been visible progress in CSR procurement initiatives, such as

Visiting Professor, Saitama University

the global rollout of CSR Self-Check Sheet. At the same time,

Graduate School of Economic Science

considering the importance of these fields, there is a need to

Back cover
The Bridgestone holds the Bridgestone Children’s
Eco-Art Contest each year as a way to encourage
the children who will be our future leaders to begin
thinking about the environment. The theme of thetenth contest was “Nature we hope will survive inthe future,” and 38,207 art works were enteredfrom throughout Japan.
The back cover of this report introduces five
entries that received the Special Award.

Bridgestone Group

Upper left: Ryouma Terakawa, age 11
Upper right: Kirari Kousaka, age 11
Center:Sumire Nakajima, age 7
Lower left: Nanaka Tsuji, age 12
Lower right: Tsubasa Shamoto, age 7(Ages shown indicate age at time of award)

61

CSR Report 2013

The winning works of 10th Bridgestone Children’s Eco-Art Contest

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

Published September 2013