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Continued enhancement of job satisfaction and pride

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Approach to Continued Enhancement of Job Satisfaction and Pride and Related Initiatives

The Bridgestone Group has adopted the following approach to continued enhancement of job satisfaction and pride.

Taking the above approach into consideration, in 2013, we conducted voluntary checks to determine whether the necessary systems for human resources, compensation, education and training were in place. We then moved forward to establish plans for system improvements at each company, based on the results of the voluntary checks. In addition, we conducted training for each company's human resource coordinators to encourage system improvements at each Group company. We are following this plan to steadily improve the human resource and compensation systems, as well as education and training, and make them consistent throughout the Group.

Ongoing Education for the Next Generation of Management

One of the Bridgestone Group's personnel policies is to optimally utilize human resources throughout the Group. We conduct selective education over the medium to long term on an ongoing basis for the human resources who will support Group management in the future.

We have identified some 250 posts as global key positions (GKPs) that play an important role in Group management. Since 2004, we have held a Global Development Class (GDC) as a program for training selected personnel for these GKPs.

Under the GDC program, initially, we conduct 360-degree evaluations of selected members from within the Group (approximately 15 to 20 people per year, and recently once every two years), including evaluations by supervisors, colleagues and subordinates, as well as self-evaluations. We then prepared individual educational plans based on the evaluation results. Group training concentrates on skill development and the honing of leadership skills, focusing on the behavioral characteristics the members' desire. By assigning people who have completed this program to management at Group companies in Japan and globally, we cultivate management resources with an international perspective.

In 2014, we introduced the Global Development Network (GDN) to help personnel early in their careers establish global networks.

The GDN program targets selected members from within the Group (approximately 20 people per year, selected once every two years). Group training is held twice each year to assist in building global networks.

Developing Manufacturing Human Resources Group-wide

The Global Manufacturing Education Centre (G-MEC) was established in 2007 with a mission of developing manufacturing human resources who can implement the Bridgestone manufacturing way. G-MEC expands global manufacturing human resources through three pillars: "Establish standard human resource development program," "Train-the-trainer program," and "Systemization of manufacturing resources development."

With Group companies outside Japan now accounting for 70% of the Group's production, our current task is to maintain "making and supplying quality products according to standards" and enable human resources to autonomously pursue a high level of production on a global basis. To this end, promotion structures were established in each region: C-MEC (China), AP-MEC (Asia), E-MEC (Europe), BRISA-MEC (Middle East), NA-MEC (North America), and SA-MEC (South America). Promotion leaders ("Masters") were trained and placed at each SBU/facility as the key person promoting education and post-education activities and improvement efforts at their facility.

Number of Masters(as of December 2015)

Employee Satisfaction Survey

Bridgestone conducts a satisfaction survey of all employees annually, covering a broad range of personnel policies including work, workplace, and compensation. The results of this survey are reported to the executives and provided as feedback to employees via the intranet and posters.

In 2015, the survey response rate was 95.8%, with "General workplace attractiveness" earning an average of 3.22 points(compared with 3.19 points in the previous year) out of a possible 5.0 points, while "General attractiveness of the company" earned an average of 3.35 points (compared with 3.33 points in the previous year), demonstrating a slight increase in both categories. In most survey categories, there was an upward trend, which, according to the company consigned to conduct the survey, was considered favorable compared to the averages of other companies. We will take these results into account as we move forward with efforts toward more robust workplace communication.

We will continue to conduct these surveys and to include the results in the formulation and development of new measures and improvements.