S: Managing occupational health and safety to global standards

Challenge

  • Managing occupational health and safety to global standards
    (Mentally and physically safe and healthy working environments for all stakeholders)

Relevant stakeholders

Directly: Employees
Indirectly: Local communities, shareholders and investors, creditors, industry groups

Our policy

Under the direction of senior executives, we promote Groupwide health and safety management focused on implementing necessary measures based on risk assessments, 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.

2021 Occupational Health and Safety Policies

Safety: Build a true culture of safety at sites by fusing top-down and bottom-up approaches through leadership teams and small group activities
Disaster prevention: Work to strengthen fire prevention management and improve preparation and training for fires and natural disasters
Health: Ensure healthy labor conditions and good mental and physical health so that employees can achieve more while feeling positive and motivated

Occupational health and safety management system certification (2021)

OSHMS: 4 sites in Japan
JISHA Good Safety Company: 4 sites in Japan
ISO 45001:2 sites in Malaysia
China Work Safety Standardization certification: 3 sites in China

Targets

Zero occurrence of both lost-time accidents and non-lost-time accidents
Percentage of smokers: Under 20% (2025)

Responsible Executive (as of April 2022)

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

Activity promotion system (as of April 2022)

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.

Activity promotion system

Grievance mechanism

  • 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 (2021)

  • Qualified safety assessors*: 359 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: 7 sites
  • Fire prevention inspectors: 324 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.

Initiative: 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, and manage hazards through elimination, containment or interlock based on equipment safety standards.
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 OSHMS, GSC and OHSAS 18001. 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.

2021 Safety performance

We operated a number of initiatives in 2021. In Japan our total number of accidents and frequency rate and a lost-time accident frequency rate remained almost equivalent to that of 2020, while outside of Japan we successfully achieved zero lost-time accidents.

Lost-time accident frequency rate at manufacturing bases (number of lost-time accidents per million hours worked)

Japan: 0.17 (0.14 in 2020)
Outside Japan: 0.00 (1.69 in 2020)

  • Note: Rubber product manufacturing industry average in Japan is 0.44.

Improving our safety training program

Each Toyo Tire Group base conducts training following a level-specific safety education system. We are focusing on improving our hazard prediction (known as kiken yochi, or KY, in Japanese) training and hands-on learning. We have thus set up Safety KY Training Halls at seven business sites (as of 2021) where employees are taught the importance of working according to rules through hands-on experience of the dangers of equipment, using machines for educational purposes.
We additionally use data on past accidents and near misses at each base to analyze accident trends, and use the findings to improve and enhance the effectiveness of safety measures and educational programs. We are also improving the education of employees authorized to perform non-routine hazardous tasks with high risk of accident, as well as educating safety assessors and training qualified personnel at equipment planning and design departments and plant equipment management departments. At the end of 2021 there were 359 certified employees.

Initiative: 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. 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.
At the end of 2021 we set specific targets for reducing our number of smokers. We have also begun creating opportunities for employees to alter their own behavior by designating the 22nd of every month from fiscal 2021 as “Smoke-free Day,” as well as providing a support program for those trying to quit.
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.
Finally, heat stroke while on the job has emerged as a new occupational health and safety risk in recent years, and we take measures to control the climate in workplaces, as well as strongly encourage employees to hydrate regularly. Our special subsidiary Showa Estate Co., Ltd. has taken steps to both prevent infection and heat stroke, such as by introducing a uniform that dries quickly and feels cool against the skin to reduce the stress of employees while cleaning outdoors, where they are more susceptible to high temperatures.

Initiative: 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 324 employees have participated as of 2021. Thanks to these continued efforts, there were zero major fires reported in 2021, and 25% fewer minor fires compared to 2020.
In regions outside of Japan, we are also engaging in measures and disaster preparedness drills according to the disaster risks of each area.

2021 Disaster prevention drills

Japan: 22 sites (4,943 total participants)
US: 1 site (275 total participants)
Asia (excluding Japan) and Oceania: 5 sites (1,365 total participants)