S：Managing occupational health and safety to global standards

Challenge

Our policy

Under the direction of senior executives, we implement the necessary measures based on risk assessments of our corporate activities and promote Group-wide occupational health and safety management, with labor and management working together to operate a system based on Guidelines on Occupational Safety and Health Management System (OSHMS Guidelines) developed by Japan’s Ministry of Health, Labour and Welfare.
In addition to current work and facilities, we also conduct risk assessments for changes in their conditions and new work and facilities, and implement safety measures based on the results.
Safety is of the highest priority in all of our business activities, and we believe that its guarantee is our corporate responsibility to all stakeholders.
In addition to current work and facilities, we also conduct risk assessments for changes in their conditions and implement safety measures based on the results.

• Global Human Rights & Labor Policy

Targets

FY2025 zero lost-time accidents (as well as non-lost-time accidents)
Work to assess occupational health and safety conditions in the workplace based on frequency and severity rates of lost-time and non-lost-time accidents, details of fire outbreaks, and other data, to improve the work environment and reduce risks.

Responsible executive (as of April 2025)

Senior Corporate Officer and Vice President of Quality Assurance, Environment & Safety Headquarters

Organizational responsibilities (as of April 2025)

At the joint labor-management Company-wide Safety and Health Meeting, annual policies, targets, and plans for occupational health and safety are decided and plan progress is evaluated and improved. The results are reported to the Sustainability Committee.
The Environment & Safety Division is responsible for promoting occupational health and safety, and reports on important issues at the Company-wide Safety and Health Meeting, which is chaired by the Corporate Officer and Vice President of Quality Assurance, Environment & Safety Headquarters, and at the Executive Committee.

Health management promotion system

We promote health management as a company as a whole through a group-wide collaboration system centered on the quality, environment and safety management and corporate management, as well as personnel in charge of each site and experts in industrial hygiene and health.

Reporting systems

• Reporting hotline (whistle-blowing system): For executives, employees and suppliers
• Customer Relations Department: For customers (consumers) and local communities
• Online inquiry form: For customers (consumers), shareholders and investors, and NGOs
• Labor-Management Council Meetings: For employees

Main resources for promoting activities (2024)

• Qualified safety assessors*: 419 people in Japan
  *Staff in charge of sharing information with headquarters and promoting initiatives: Located at main manufacturing bases in Japan
• Safety education and training facilities: 6 sites
• Fire prevention inspectors: 659 people in Japan
• Health managers: 22 people in Japan
• Industrial physicians: 14 people in Japan

• *　Employees possessing the knowledge and skills needed to evaluate machinery safety, and the overall ability to judge suitability.

Creating safe workplaces

We are working from the perspectives of equipment, personnel, and management structure development to create safe workplaces at all business sites.
For equipment, we promote safety by conducting hazard risk assessments, managing hazards through elimination, containment or interlock based on equipment safety standards, and providing personal protective equipment and ergonomic work environments.
In terms of personnel, we strive to reduce risks in order to eliminate accidents caused by human error, and improve and maintain awareness to change human behavior. Along with visualizing the residual risks that remain after improving equipment safety, we extensively manage them by indicating high residual risks, implementing operation standards, employing stop-call-wait, point-and-call and hazard prediction activities, and holding voluntary small-group activities for improvement. At manufacturing sites where employees with diverse backgrounds work, we make announcements in multiple languages and use illustrations and color-coded warning signs.
In the development of management structures, we are expanding occupational health and safety management systems, including ISO 45001, OSHMS, and GSC. We have compiled the Industrial Accident Response Manual for guiding prompt and adequate responses to prevent damage from spreading when labor-related accidents occur, with the aim of protecting employee safety and company credibility, and keeping personal and physical losses to a minimum. The manual stipulates specific steps for handling labor-related accidents, including the necessary risk management systems and procedures in normal times, as well as actions for employees to take and what to do in emergencies.
In Japan, a monthly meeting is held (currently online) between the Environment & Health Department and staff in charge of safety and disaster management at all sites. The meetings allow each site to share information on and horizontally deploy measures to prevent and mitigate disasters, thus preventing similar incidents from occurring at other sites.
We also strive to manage the health and safety of non-regular workers through steps such as distributing an on-site safety training text for those working at manufacturing sites in Japan under measures and methods managed by the Group.

Creating disaster-resistant workplaces

We have improved our Group fire prevention management, and used the experiences gained through the 2011 earthquake and tsunami and other major disasters to strengthen our initiatives for disaster preparedness and mitigation.
Each base engages in activities such as practical firefighting training and no-scenario earthquake drills, which are being held repeatedly to improve their effectiveness and increase participation. Firefighting training is conducted for hazardous materials in compliance with the National Fire Protection Association’s NFPA 600 standard.
In Japan, we have held fire prevention inspector training since 2018, and 659 employees have participated as of 2024. One major fire was reported in 2024, but as a result of our continued efforts, we were able to achieve our target of keeping the number of fires to no more than one.
In regions outside of Japan, we are also engaging in measures and disaster preparedness drills according to the disaster risks of each area.

2024 Disaster prevention drills

Japan 18 sites (4,622 participants in total)
US 1 site (226 participants in total)
Asia (excluding Japan) and Oceania 4 sites (1,493 participants in total)

• See the results of disaster prevention drills here

Promoting health management

The Toyo Tire Group views the management of employee health from a business perspective and supports the idea of strategic health management.

Guided by our Commitment to Health, for the first time we were included in the 2025 Health & Productivity Stock^*2by the Ministry of Economy, Trade and Industry (METI) and the Tokyo Stock Exchange in recognition of our health management initiatives, some of which can be found below. We were also certified as a 2025 Health & Productivity Management Outstanding Organizations (White 500)^*3company (large enterprise category) by METI and Nippon Kenko Kaigi.

• *2　Companies selected from the top 500 Health & Productivity Management Outstanding Organizations (large enterprise category) that strategically engage in employee health management from a business perspective.
• *3　A recognition system certified by Nippon Kenko Kaigi that aims to establish an environment in which companies that practice excellent health and productivity management, from SMEs to large companies, can be recognized by stakeholders.

• For details, see our External Recognition page.

Preventing mental health issues

We have been focusing on greater prevention of mental health issues, which are the main cause of long-term absences.
For example, as part of work engagement efforts and building the basic foundation for health management, in Japan we provide mental health care seminars for all employees, from managers and supervisors to general staff, as well as e-learning for mental health. To better understand employee health issues and investigate necessary measures, we have also been conducting stress checks at all business sites in Japan even before it became required by Japan’s Industrial Safety and Health Act. Over 90% of employees undergo a check each year, and we are analyzing the collective results to help improve working environments.
As a specific measure to promote mental and physical health in our employees, we are offering an employee assistance program and promoting early detection and counseling through individual guidance and consultation in cooperation with industrial health staff. Through this measure, we aim to reduce long-term absences.
To support a smooth return for employees after a long-term absence, we are reviewing our return-to-work support measures so that we can provide the right assistance for each case according to the employee’s physical and mental condition.

Improving workplaces

In 2024, all of our Group bases became smoke free as part of promoting health management. We engaged in dialogue with employees and implemented the transition in phases, gradually establishing a smoke-free workplace as standard and making it easier to concentrate on duties during working hours.
To reduce the stress of commuting during heatwaves and help prevent heatstroke, in summer 2024 we also recommended that employees at our headquarters and other office sites work 100% remotely, and later made this a permanent option. To raise comfort and safety at our production bases, we are also continuously discussing and investing in improvements.
We are also working on the following as part of our efforts to improve internal communications.

• We conduct employee opinion surveys to bring out the opinions of employees, identify issues for organizational management, formulate and implement action plans at every organizational layer – department, division, and headquarters, and thereafter monitor their progress company-wide. (Survey conducted every two years)
• Since 2020, we have been taking stock of work tasks and streamlining operations to promote an organizational structure that does not require overtime throughout the company. (Company-wide overtime work hours decreased from 2019 level)
• For employees posted overseas, we conduct pre-assignment training to raise awareness of workplace safety measures and provide cross-cultural communication and required language training for interacting with local supervisors and subordinates, as well as conduct post-assignment health checkups. We also provide the necessary training for employees on overseas business trips based on the above.

Risk management

To cope with infectious or contagious diseases in a way that mitigates damage, protects the safety of employees, and minimizes the occurrence of risks, our Group Infectious and Contagious Disease Response Manual stipulates the necessary crisis management system and procedures in normal times, as well as actions for employees to take, and what to do in emergencies.

External partnerships

The Group participates in joint research activities with other companies and conducts health management initiatives throughout the year. We share the outcomes of these activities with other companies, including those working on initiatives other than health management, in order to help expand the reach of health management promotion activities.

Request to business partners
Matters to be observed and considered in relation to health management

• Compliance with laws and regulations related to occupational safety and health
• Establishment of an occupational safety and health environment
• Implementation of mental health measures
• Promotion of health management measures
• Implementation of measures to prevent excessive work (appropriate management of working hours, etc.)
• Promotion of work-life balance for childcare, nursing care, etc.