S: Crisis management (responding resiliently to natural disasters, infections and other crises)

Challenge

  • Crisis management (responding resiliently to natural disasters, infections and other crises)

Relevant stakeholders

Direct: Employees, suppliers, local communities
Indirect: Shareholders and investors, creditors, NGOs, industry groups

Our policy

To strengthen the Group’s ability to respond to crises, we will continuously improve our efforts to reduce our risks and, in the event of an emergency, minimize damage and loss and restore operations promptly.

Responsible Executive (as of April 2022)

Director, Corporate Officer and Vice President of Corporate Headquarters

Activity promotion system (as of April 2021)

The Crisis Management Committee has been specially established under the Executive Committee. In accordance with crisis management regulations, we have formed a crisis management system supervised by the head of crisis management (the Vice President of Corporate Headquarters). For each major type of potential crisis that may seriously impact the Group, crisis management leaders have been appointed to create individual management manuals and establish measures for both normal times and in case of emergency.
Under this system, in the event of an emergency, the crisis management leader in charge convenes an emergency meeting and decides the most appropriate response to resolve the problem based on the impact the crisis will have on the Group and stakeholders. The Crisis Management Committee is chaired by the head of crisis management, and meets quarterly in principle to improve this system and manage progress. Reports are made twice a year to the Executive Committee under the supervision of the Board of Directors.

  •  * Crises covered: Disasters and accidents, quality, purchasing, legal violations, information management, labor

Crisis management leader duties

Leaders carry out the following duties for the type of crisis they are assigned to.

  1. 1. Develop and maintain crisis management systems, measures, rules and structures, and create and manage individual management manuals.
  2. 2. Report to the Crisis Management Committee at least once per year on (i) their progress in creating a crisis management structure, (ii) evaluation of it and plans for improvement, and (iii) the implementation of these improvement plans.
  3. 3. Immediately report to the head of crisis management if they hear concerns of an emergency from a business site or division manager.

Initiative

Business continuity plan development and business continuity management drills

The Toyo Tire Group is also systematically developing business continuity plans (BCP) and conducting business continuity management (BCM).
In 2019, our US subsidiaries formulated a BCP and an emergency response plan in case of disaster. These include emergency communication protocols for use during a pandemic or natural disaster, emergency medical procedures (such as securing resuscitation equipment and training on its use), and measures to ensure business continuity.
In 2021, we also held BCM drills at the Toyo Tire Corporation headquarters and Tire Technical Center based on each site’s BCP. Each organization reported on their priority responses using simulated drills and discussed challenges for business continuity under instruction from the director of the Emergency Countermeasures Headquarters.