Bridgestone 2009 Annual Report Download - page 23

“22 CSR FOCUS POINTS”
The “22 CSR Focus Points” have been identied as issues that
are important to society and to which the Bridgestone Group
can make a positive contribution based on three perspectives—
the degree of importance to the Group, the degree of importance
to Group stakeholders, and the level to which the Group has
implemented the steps or measures as part of its plan to realize
the ideal state mentioned above. The focus points comprise
fundamental social responsibilities—such as economic contribution,
compliance, risk management, and communication with
stakeholders—as well as targets set independently by the Group
as autonomous social responsibilities.
The “22 CSR Focus Points,” which serve as a “common
language” to ensure the consistency of the Group’s CSR activities
on a global scale, are redened through rolling updates based on
the three perspectives described above and serve as a compass
to guide us toward the realization of “The Bridgestone Way.”
EMPLOYEE’S CSR ACTIVITIES IN JAPAN: ENHANCING
CSR ACTIVITIES IN THE COURSE OF OUR DAILY
BUSINESS OPERATIONS AND ACTIVITIES
The commitment of our employees toward the chosen CSR
activities plays a vital role in the realization of “The Bridgestone
Way.” Through these initiatives, led by the key CSR person at each
division and each plant, we will strive to ensure that our standard
work practices continue to earn the trust of stakeholders.
CSR ENHANCEMENT SYSTEM
Chaired by the CEO and President, the Integrated CSR
Enhancement Committee is responsible for establishing
the CSR-related vision for the entire Group.
Consisting of ve committees—the Risk Management
Committee, the Compliance Committee, the Environmental
and Conservation Committee, the Societal and Educational
Committee, and the Group Safety Committee—the Integrated
CSR Enhancement Committee promotes the concept of
CSR-related management throughout the Bridgestone Group.
In addition, we have established a department dedicated to CSR
within our Corporate Planning Division, which is responsible
for formulating our management strategies. This department
works to incorporate CSR into our management strategies and
development systems in order to increase the effectiveness
of our CSR initiatives.
FRAMEwORK FOR CSR ACTIVITIES IN JAPAN
A key contact person for CSR has been designated at each division
and each plant. Working under either the division or plant leader,
who has responsibility for the advancement of CSR initiatives, the
key CSR person serves the important role of promulgating CSR
awareness throughout the workplace. In 2008, these key CSR
people led CSR workshops for all employees of indirect divisions
to foster awareness of individual responsibility for CSR activities.
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21Annual Report 2009