Refined version of the Bridgestone Safety Mission Statement
The Bridgestone Group refined the Bridgestone Safety Mission Statement in 2012, changing the wording to "Safety First, Always" and "At Bridgestone, we make safety a business value. Creating a safe working place is everyone's responsibility."
As the Group-wide guidelines for Safety, Health and Disaster Prevention activities were refined, we established Bridgestone Safety Fundamental Activities:
(1) 3S : Select and Remove, Sort, Keep Clean
(2) KY : Finding hazards beforehand
(3) RA : Risk Assessment
(4) Safety Rules
Those activities are to be conducted by all employees in all work places. We have been challenging employees to understand objectives, expectations of the activities and asking them to proactively conduct these activities.
Structures for Promoting Health and Safety
We are establishing a network comprising the Safety, Disaster Prevention and Environmental Engineering Division and the SBUs in the Bridgestone Group for sharing accident information and prevention of similar accident recurrence, and for determining issue resolution and action policies.
We also hold annual Group-wide conferences attended by the Safety, Disaster Prevention and Environmental Engineering Division and representatives of each Bridgestone Group company or their Business Control Section for the sharing of policies and details of measures. Liaison meetings are also held by each Bridgestone Group company to encourage exchanges of opinion among business managers and the people responsible for safety at SBUs.
To discuss and deliberate substantial safety issues from a management perspective, Bridgestone corporate officers in charge of safety, disaster prevention, and quality cooperate with Human Resources and General Affairs and other divisions to promote health and safety activities throughout the entire Company, review issues, and confirm the implementation status of the Bridgestone Fundamental Safety Activities.
At the same time, the Central Health and Safety Committee, comprised of labor and management, proactively discusses issues related to health and safety in the workplace on a Company-wide basis.
Safety and health management organization at Bridgestone
The Bridgestone Group has established Global Criteria for Occupational Injury to assess injuries occurring at Group production, distribution and sales facilities, as well as warehouses. In addition to compiling injury statistics on a quarterly basis, we put the results to use in preventing similar injuries.
During 2015, the number of work-related injuries was below the average Japanese manufacturing industry level in terms of frequency*1 and below the average industry level in terms of severity*2. A total of 20 serious injuries (year-on-year increase of seven injuries, including fractures due to falls) occurred at the Bridgestone Group's 190 production and logistics sites in 2015.
Although the number of serious injuries has continued to decline overall since we began collecting statistics in 2006, we will promote safety activity without compromise, deviation and exception. Based on the Bridgestone Safety Fundamental Activities, we aim to reduce the number of accidents even closer to zero.
- Frequency rate indicates the frequency of accidents with casualties.
Frequency rate = (number of casualties/total actual working hours) x 1,000,000
- Severity rate indicates the severity of accidents.
Severity rate = (total number of working days lost/total number of working hours) x 1,000
Bridgestone Group Mid-term Safety Objectives and Policies
The Bridgestone Group developed a mid-term safety and health plan that aimed for ideals to ensure safety and health and promotes specific policies in the areas of awareness, engineering and systems (management) to achieve those ideals.
In 2012, we formulated the Bridgestone Safety Fundamental Activities, which bring together our efforts to date and promotes Group-wide discussion and activities concerning the specific content of the mid-term safety and health plan.
Moreover, to facilitate accelerated adoption of strategies throughout the Group, we formulated and executed specific Group-wide strategies based on the Group Global Quality Management Activities.
Activities Based on the Bridgestone Safety Fundamental Activities
The Bridgestone Group has been promoting the activities set forth in the Bridgestone Safety Fundamental Activities as standard safety activities for all of our workplaces. Under this approach, the basic safety activities are 3S (Select & Remove, Sort, Keep Clean), KY (Finding hazards beforehand), RA (Risk Assessment), and Safety Rules. All Bridgestone Group employees and workplaces are making constant efforts to implement these activities in a consistent manner.
In order to standardize the content of the activities in all of our workplaces, we have issued Activity Guidelines setting forth the specific items to be implemented and to have promoted activities in accordance with these guidelines. In addition, we have assigned instructors who are familiar with the Bridgestone Safety Fundamental Activities to each workplace to establish a structure facilitating the development and implementation of standard activities.
Bridgestone offers safety education in workplaces that is position-specific, including managers and supervisors, and aimed to heighten awareness for everyone in an effort to protect all employees and colleagues from serious injury. Bridgestone encourages proactive measures in which all staff members participate. Moving forward, the Bridgestone Group will continue its efforts to spread and establish these activities in the Group.
Employees engaged in Instructor Training
Bridgestone (China) Investment Co., Ltd.
Bridgestone Logistics Europe NV
Safe workplace support
To create safe workplaces, it is essential to foster safety awareness as a means of ensuring every employee adheres to applicable standards.
The Bridgestone Group has been conducting Safety Consciousness Surveys since 2009. These surveys identify safety issues at each workplace through a questionnaire that consists of about 85 questions related to the occurrence of accidents, and those results are used to make Group-wide improvements. In 2015, the survey was conducted at 127 Group company workplaces worldwide.
In addition, we have implemented management activities to assist in creating safe workplaces. Bridgestone's management team visits work sites, including those operated by Group companies outside of Japan, to discuss the importance of prioritizing safety over all other considerations.
Moving forward, we will continue these initiatives to actively promote the Bridgestone Safety Fundamental Activities and foster safety consciousness in the workplace.
Work procedures and equipment that could lead to serious injury require reliable technical measures to prevent future incidents. Therefore, the Bridgestone Group is working to lower risk by pursuing safety from the equipment design stage and maintaining safety during equipment use. This includes store and warehouse equipment, as well as production equipment. These efforts include conducting risk assessments to identify risk and establish engineering controls or work procedures to reduce risk and potential for serious injury.
During 2015, we continued to assign and train safety engineers (SEs) as experts in equipment safety and conduct risk assessments. Based on the results, we are working to identify hazardous equipment and implement safety measures, giving priority to equipment with major injury risks. This effort includes both store and warehouse equipment. In addition to these measures, we have been re-appraising the hazard level of procedures and implementing the necessary safety measures through risk assessment (RA) activities associated with the Bridgestone Safety Fundamental Activities and constantly promoting the creation of safe workplaces.
*Possibility = A < D,① < ④
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 as warning and display
① = Minimal injury
② = Light injury
③ = Serious injury (including inability to work)
④ = Critical injury (including death)
Bridgestone Tire Japan, improved safety guard example*
* Prevention of accidents in case workers enter the conveyer area or the next-stage conveyer, either in operation or in waiting status.
System- (Management-) Related Initiatives
The majority of the Bridgestone Group's production work sites use a checklist to assess the status of safety and health activities including legal compliance, while working to strengthen areas needing improvement.
Information on industrial accidents and fires that have occurred within the Group is shared along with information on the same kind of accidents at other companies in our industry and companies at large. Where necessary, we take measures to prevent similar accidents from occurring.
We are currently encouraging the implementation and expansion of safety and health management systems in the Bridgestone Group. By doing this, we will ensure that the Bridgestone Safety Fundamental Activities work more reliably as we promote ongoing improvement to enhance Group-wide safety.
Safety initiative evaluations
Within the Bridgestone Group (with the exception of some Group companies) checklists are used to confirm the status of training, education and drill execution; work rule guide composition and abnormality data uptake and improvement action; daily and regular fire equipment testing; and other safety activities. By understanding the results of these evaluations and moving forward steadily with improvements, we can enhance our safety, hygiene and disaster preparedness status.
Disaster Prevention Management Activities
We have created a Disaster Prevention Global Guideline based on previous incidents with primary focus on Disaster Prevention preparedness exercises including incipient fire-fighting drills, and preventative inspections including electrical wiring. We will strengthen fire prevention activities and strive to create safe and stress-free workplaces.
Additionally, we share information on fires that occur within the Group and the measures taken to prevent similar accidents.
We have designated September 8 as Bridgestone Group Disaster Prevention Day, and all of our workplaces now conduct disaster prevention drills every year on that day.
Layout of the Global Disaster
2.Area for classroom learning
3.Area where materials on
disaster prevention are
4.Area where employees can
experience simulated disasters
5.Area where employees learn
about disaster prevention and
6.Area for classroom learning
Bridgestone Corporation Establishes Global Disaster Prevention Center
To instill in all Group employees the Bridgestone Safety Mission Statement of "Safety First, Always" from a disaster prevention perspective, the Global Disaster Prevention Center was established in Kodaira, Tokyo, located inside the Bridgestone G-MEC*1 research facility building.
The Global Disaster Prevention Center engages in education and training to review the causes of unforgettable disaster prevention failures, such as the fire at the Tochigi Plant on September 8, 2003. Bridgestone conducts various types of training at the Global Disaster Prevention Center, including sessions that resonate with employees by telling stories about the fire disasters in the past, and sessions that demonstrate the danger of fire by allowing employees to experience the sensations of static electricity and dust explosions. Bridgestone also conducts training that leads to prevention and early detection of disasters using wreckage found in fire-devastated areas and model facilities. By introducing examples of fires that have occurred not only in Japan but also overseas, the center has established a hands-on learning environment for global disaster prevention training.
In 2016, Bridgestone plans to enhance the Global Disaster Prevention Center by adding training with themes related to natural disasters. This training will be based on the lessons learned in the aftermath of the Great East Japan Earthquake.
- Global-Manufacturing Education Center
Health Management Approach (Japan)
Our goal at Bridgestone is "To Maintain a Sound Labor Force and Create a Pleasant Workplace," and we conduct our health management, including healthcare management, accordingly.
Regular Check-ups (Japan)
Bridgestone conducts regular and special health check-ups, as well as health exams, for employees working overseas as required under the Industrial Safety and Health Law. Employees facing health issues are given proper healthcare guidance, typically by resident industrial physicians at our Health Care Center.
In addition to having 12 industrial medicine specialists available at 12 sites nationwide, we hold an annual meeting in which all industrial physicians participate. We also have a full industrial health staff, including public health nurses, for handling special examinations and health insurance guidance.
Preventing Overwork (Japan)
Bridgestone recognizes the need to prevent long hours at the office and unusual amounts of overtime or late-night work to prevent health risks caused by overwork.
Bridgestone complies with the Labor Standards Act by working to reduce overtime and encouraging employees to use their annual holiday leave. In 2015, our workforce took 72.0% of given paid holidays.
We also have a program requiring employees working more than a fixed number of hours to consult with industrial physicians to help maintain good health.
Total annual hours worked* 2,048 hours (fiscal 2015)
Annual overtime hours worked 246 hours (fiscal 2015)
* Total annual hours worked = (Annual regular hours worked) + (Annual overtime hours worked) - (Annual paid holidays taken) - (Other holidays taken)
Thorough Smoking Area Enforcement (Japan)
Bridgestone complies with the Health Promotion Act passed in May 2003 by thoroughly enforcing smoking in designated areas only. This policy includes visitors.
Mental Health Efforts (Japan)
Bridgestone is concerned about the psychological and physical health of its employees. Industrial physicians and industrial medical staff serve as the core of Bridgestone's mental health efforts, along with an external Employee Assistance Program (EAP). In line with Ministry of Health, Labour and Welfare guidelines (covering self-care, consultation line care, on-site industrial medical staff care, and off-site care), we have established a mental health plan for each office.
Bridgestone's Efforts (Japan)
1.Since 2006: Consultation line care for managers and supervisors and self-care for new employees and mid-career hires
2.2006: Introduction of external EAP covering employee families as well
3.Since 2007: Launch of psychological consultation website on the company intranet, providing information
4."Return to Work Program" launched in 2010 for return to work assistance and recurrence prevention through ties with Human Resources, superiors, industrial physicians, main physicians and external EAP.
5.Since 2011: Strengthened secondary prevention and implemented mental health questionnaires (stress tests), mainly during health check-ups. Questionnaire results are provided as feedback to the employee for early detection of mental health issues.
6.April 2013: Counseling Office staffed by career counselors established at headquarters. This office conducts two-tiered mental health care, primary and secondary, by selecting the company level and providing counseling for all employees in it.
7.June 2014: The Company conducted an "organizational diagnosis" of three offices in the Tokyo metropolitan area. As primary prevention, initiatives were undertaken to reduce risk of mental health disorders occurring as a result of the workplace.
Selected as a "Health and Productivity Brand" (Japan)
Health and Productivity Brand logo
In March 2015, Bridgestone was named a "Health and Productivity Brand" through joint selection by the Ministry of Economy, Trade and Industry (METI) and the Tokyo Stock Exchange (TSE).
Under this program, METI and TSE select and publicize outstanding enterprises listed on the TSE that focus on employee health from the viewpoint of management and undertake strategic initiatives. METI and TSE select and introduce investors to attractive enterprises that prioritize improvement in corporate value from a long-term perspective, and aim to make the program an incentive for more enterprises to undertake health and productivity management.
Bridgestone was selected under this program for the numerous measures it is undertaking to further employee health management, including efforts to prevent overwork, enhance mental healthcare and counter lifestyle diseases.
Health Program Evaluation (Japan)
Bridgestone seeks transparency in its approach to evaluating occupational health efforts. We formulated a management status checklist based on our original standards concerning five areas of occupational health (overall management, health education, work environment management, work management and health management). We introduced this checklist at factories and/or offices in 2010, extending it to Group companies in Japan in 2011. In addition to consistently improving the system while conducting regular checks, in 2012 we worked to maintain and entrench the system. These efforts continued in 2015, with even more extensive health education efforts. We will continue striving to establish and maintain a system to comply with regulations and standards for occupational health in Bridgestone group.