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No One Gets Hurt
2005 Environmental, Health & Safety Report
E n v i ro n m e n ta l , H e a lt h a n d Sa f e t y Ac h i e v e m e n t s
A s you review this report of Goodyear’s 2005 environmental, health and safety achievements, you will see examples of why this company is a world leader. Our associates believe in innovation and work to apply it in our products, our marketing, our business practices and in our commitment to safety and protecting the environment.
“No One Gets Hurt,” an initiative to take Goodyear’s safety performance to world-class levels grew from this spirit of innovation. We began 2005 in the number one position for workplace safety in our industry, yet we believed we could do better, and we did, finishing the year stronger and safer. But continuous improvement means our work is not finished. We will not be satisfied until we have eliminated all workplace injuries and improved the health and safety of all of our associates.
Goodyear considers our natural environment to be valuable and we proactively seek ways to ensure that it, too, does not get hurt. The 3-R principle – reduce, reuse, and recycle – is a global expectation and key to good stewardship of the precious resources that have been entrusted to us all.
I am proud to lead this great company. Whether we’re saying today that “no one gets hurt,” or looking ahead to the time when we can proclaim that “no one got hurt,” we will not be complacent.
Robert J. Keegan, Chairman and CEOThe Goodyear Tire & Rubber Company
E n v i ro n m e n ta l , H e a lt h a n d Sa f e t y Ac h i e v e m e n t s2005
In every aspect of life, leadership creates a sense of purpose and commitment, sets
the tone, and models the behavior it wants to see in both itself and others. During
2005, Goodyear’s leadership chartered the direction for its environmental, health and
safety commitments with the initiative “No One Gets Hurt.”
While it would be tempting to limit this initiative to workplace safety, the recognition
that no one gets hurt has universal applicability. It can apply to operations within the
workplace, the internal and external environment where a manufacturing, sales or
distribution facility is located, or the health and well being of human, financial and
capital resources.
“No One Gets Hurt” is a powerful statement that reflects Goodyear’s
strong commitment to develop a culture that tolerates nothing
short of continuous improvement to achieve perfection. Any
company that values the well being of its associates, the
environment, and those who use its products and services
can aspire to no higher goal.
N o O n e G e t s H u r t
A lthough Goodyear held the safety leadership position in
the tire and rubber industry in 2004, its leadership recognized that
achieving world-class performance would require a culture change
within the company and that any such change must begin at the
top of the organization.
Endorsing the four elements of Goodyear’s “No One Gets Hurt”
initiative: Leadership, Behavior, Ergonomics and Preventive
Maintenance/Compliance, leadership in 2005 set the stage to
achieve significant performance breakthroughs that would reduce
the company’s OSHA incident rate to less than 1.0 by the end
of 2007. Achieving this goal would place Goodyear’s safety
performance among the world’s best safety performance companies.
“Local leadership is held accountable to include safety goals
as part of annual operating plans, and make on-the-spot corrections of unsafe conditions and acts.”
Site visits became a key part of the strategy to reduce injuries, as
Goodyear’s executive leadership team visited locations whose safety
record in 2004 placed them among the operations with the highest
number of incidents, calling attention to the number of incidents
at a specific location. Such visits focused attention and resources
on how to reduce incidents occurring at locations around the
world. By the end of the year, the leadership team had visited ten
global locations.
In March 2005, Goodyear established the first Wednesday of each
month as Global Safety Day. In North American tire plants, face-
to-face communications was a primary tool to convey the value
of safety, with local management and safety leadership meeting
with team members during shift changes, reminding them to
work safely. Facilities in Europe, Latin America, and Asia also
implemented systems that not only communicated with associates,
but also to vendors and visitors. All manufacturing, service,
and warehouse sites
increased their attention
to identifying and
immediately addressing
conditions that created
opportunities for injury.
Building on its success,
the company established both Global Safety Week and Global
Safety Month. By the end of the year, Goodyear’s performance on
ten Global Safety Days, two Global Safety Weeks and one Global
Safety Month yielded improvements of more than 40 percent over
the daily average of OSHA incidents.
Working closely with the United Steelworkers, which represents
Goodyear’s bargaining unit associates in the U.S., Goodyear and
the USW held its first day-long safety summit, and formed a joint
steering committee to develop cooperative solutions to safety issues.
Actions undertaken to improve safety include preparing training
and certification programs, upgrading equipment, bringing
machines into compliance, and using the plant’s safety committee
to motivate associates to eliminate at-risk behavior. Business
team members, maintenance technicians, and machine operators
regularly inspect equipment to verify conditions, develop action
plans that specify improvement, ensure a good understanding
of work methods, and require job-specific safety training in
Goodyear’s global manufacturing locations. Post-incident surveys,
thorough safety audits, and widespread implementation of
corrective actions prevent incidents from recurring. In operations
worldwide, local leadership is held accountable to include safety
goals as part of annual operating plans, and make on-the-spot
corrections of unsafe conditions and acts, while all compliance
items are addressed within 72 hours.
876543210
2001 2002 2003 2004 2005
Total Global Case Incident Rate
Goodyear Takes Safety to New Levels
being a leader is not enough
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Goodyear’s tire plant in Americana, Brazil achieved a safety record,
going incident free for 51 days, while in Peru, associates were
able to take the safety test. Associates answering correctly all of
the questions could receive safety-theme prizes, such as home fire
extinguishers, auto emergency lights, and first-aid kits.
Wingfoot Commercial Systems developed a Job Safety Analysis
program to use in its training and daily operations. Its training
program also includes specific safety training prior to any task
being performed by a newly hired associate. In addition, an
experienced safety sponsor is assigned and works with the new
associate until job task proficiency is demonstrated. Wingfoot’s
approach to safety resulted in an OSHA incident rate decline of
almost four points.
In its U.S. retail operations, Goodyear developed and implemented
a 1-800-“how’s my driving” program for all company-owned
vehicles. All calls to the 800 number are investigated. As a result,
Goodyear recognized a 31 percent reduction in driver-related
incidents. Retail operations began auditing for at-risk behaviors
as part of regular monthly inspections of physical conditions at
company-operated outlets.
Goodyear’s commitment to strengthen its global safety performance
achieved a 21 percent improvement, when compared to the
previous year.
CompanyF
Goodyear RMAAverage
CompanyA
CompanyB
CompanyC
CompanyD
CompanyE
2005 U.S. Tire Manufacturers Total Case Incident Rate
20
15
10
5
0
Source: Rubber Manufacturers Association
being a leader is not enough
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Goodyear’s environmental, health and safety efforts continue
to play an important role in the development of the company’s
global Business Continuity Process announced in early 2004. Key
to this process is this strategy that aligns the company’s human and
material assets in such a way that any
number of those assets may be deployed
to successfully avoid or respond to an
extraordinary operational disruption.
Such disruptions include any number of
natural, technological or human events.
Under the process, particular emphasis
is placed on returning the company’s operations to normal as
quickly as possible in order to meet customer needs; protect
the company’s reputation; maintain profitability and provide
shareholder value. Each Goodyear business unit, facility and
functional group is part of this integration. In every case, the
BCP is closely coordinated with corporate emergency response,
crisis management, disaster recovery and business impact analysis
programs.
Goodyear’s BCP is led by a steering committee made up of
top executives from all the company’s business units and
functional areas, such as global support operations, human
resources, information technology, finance, health and safety and
communications, among others. Part of the initial organizational
effort provided by the steering committee was its adoption of
a proven BC planning model and providing for overall BCP
objectives. It also was responsible for organizing the BCP Tactical
Team, which includes senior and middle management associates
from all company business units and functional groups. Its members
are in charge of refining the company’s process and are on the front
line of putting the process in motion should the need arise. EHS
specialists are members of both the steering committee and tactical
team.
During 2005, several hurricanes along
the U.S. Gulf coast, typhoons in
Southeast Asia, and global concerns
over the possible development of a bird
flu pandemic put Goodyear’s BCP to
the test. In each instance, the process
proved its value – not only in meeting
the situation at hand and its aftermath, but in terms of providing
“lessons learned” for possible future incidents. EHS team members
were key to ensuring that company facilities were properly prepared
for the expected incidents, responded when necessary to storms,
and played a critical role in the company’s restoration and recovery
strategy. Their assistance was particularly valuable in preparing
associates to “work out of process” and avoiding injury.
As Goodyear’s EHS organization, or more specifically its BCP
group, continues to evolve, it has been developing various scenarios
that demonstrate how the business continuity process can be used
to lessen the effects of a business disruption, including a pandemic.
By year’s end, a national survey of major U.S.-based corporations
showed Goodyear well ahead of most companies in terms of its
BCP development.
ready for anythingGoodyear’s Business Continuity Planning
“This strategy that aligns the company’s human and material assets
in such a way that those assets may be deployed to successfully avoid or
respond to an extraordinary operational disruption.”
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Stretching, used by professional and amateur sports athletes
to prevent injury and maximize performance, is increasingly being
adopted as a best practice by the industrial athlete. For several years,
Goodyear plants in Americana and Sao Paulo, Brazil and Upper
Hutt, New Zealand have offered job-specific stretching programs
developed by physical therapists. The programs have been well
received by associates. In 2005, these efforts were expanded at
Goodyear’s tire manufacturing plant in Union City, Tenn., with a
symptom survey and job specific stretching exercises, and in its retail
operations. In Goodyear’s corporate headquarters, the Global
Medical Services Department organized small office stretching
groups, changing exercise routines quarterly. For computer users,
software that guides the user through brief stretches at their desk
several times a day is available through the Global Medical Services
web site. International travelers are offered a small book of specific
stretches for travel. All these activities are being shared through an
electronic team room to assist associates in identifying and using
best practices.
stopping hurt before it starts
Job Specific Stretching Programs
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Over the years, as more is learned about ergonomics,
equipment used to manufacture tires and engineered products has
become safer to operate. To further advance that effort, Goodyear’s
long-standing partnership with Sandia National Laboratories
now includes joint efforts in the rapidly emerging field of Human
Factors Engineering. HFE considers not just the interface between
the machine and the body, but the interface with the mind. A
basic principle of HFE is that the most efficient path and motion
sequence, and not necessarily the fastest, is generally the safest as
fewer movements translate into a lower incident probability.
For more than ten years Goodyear has partnered with Humantech,
the world’s foremost authority on ergonomics. To reduce
unnecessary injuries and maintain the health and safety of all
associates, Goodyear uses a six-step Ergonomic Problem Solving
Process that includes identifying and prioritizing jobs, analyzing
jobs, developing solutions, implementing solutions, follow up and
evaluation, documentation and communication.
Collecting data through photographs, video and other
documentation, Goodyear and Humantech developed site-
specific materials to use during subsequent Risk and Performance
Improvement Deployment (RAPID) events, activities designed
to make swift, measurable and relevant improvements to the
ergonomic conditions. Lessons learned from ergonomic solutions
are shared to facilitate implementation and avoid repeating
learning curves.
In 2005, Goodyear established the company’s first Ergonomic
Centers of Excellence (ECOE) at facilities in the U.S., Europe and
the Middle East with the goal to raise both safety and productivity
performance by implementing ergonomic improvements. ECOE
sites were established in Buffalo, N.Y., Gadsden, Ala., St. Marys,
Ohio, Amiens, France, and Izmit, Turkey. As an ECOE site, each
facility could address immediately business-critical issues and
identify human and financial savings by eliminating processes
that generate waste, while providing an environment for testing
improvement ideas that can be validated and replicated across all
Goodyear plants.
mind, body and machineHuman Factors Engineering
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In 2005, Goodyear put a concerted focus on achieving
world-class health, safety, and environmental performance
using Continuous Improvement tools. The phrase “Continuous
Improvement” refers to Goodyear’s integrated use of Six Sigma,
Lean, and other quality and value improvement methods.
Basic Continuous Improvement processes such as 5S, Team Daily
Management System (TDMS), and gap analyses were enhanced
both to increase the visibility and effectiveness of safety systems and
to more expediently resolve potential safety issues. 5S, one of the
foundational elements of Continuous Improvement, is a systematic,
disciplined approach
for achieving workplace
organization that also
is a key underlying
component of world-
class, safety performance.
Goodyear expanded its
5S method to increase
the emphasis upon safety
and ergonomics. Associate participation in safety, a requisite
ingredient in world-class safety performance, is increasing through
structured engagement, such as the TDMS, that is a planned, daily
work group meeting. This offers the opportunity to address safety
performance on a daily basis by reviewing actionable safety metrics
and increasing associate engagement in safety problem solving. A
strategic, gap analysis tool was created to use in conjunction with
value stream maps for planning a course of action in Continuous
Improvement deployment.
One of the 20 “key” areas is Environmental Health and Safety.
Using the tool permits an organization to determine the current
level of EHS performance and develop a plan for improvement.
Manufacturing Kaizen events, short bursts of intense, structured
activity lasting 3-5 days during which a team identifies and
implements a significant process improvement, must include safety
improvements as well.
Global manufacturing process standards are being developed to
incorporate more effectively job safety analyses, safety requirements,
ergonomic assessments, and objective-based training. Integration
and synergy between the EHS and Continuous Improvement
systems have definitely augmented the performance of each.
Globally, specific Continuous Improvement projects have
successfully lowered raw material usage, conserved energy, reduced
waste generation, eliminated ergonomic risks, and lowered injury
rates. Continuous Improvement professionals within the Global
EHS staff have improved the effectiveness of EHS raw material
approval processes, strengthened the industrial health program,
improved laboratory safety and efficiency, lowered the quantity
of manufacturing waste sent to landfills, and increased the cost
effectiveness of laboratory operations.
getting better all the timeGoodyear’s Continuous Improvement
“Continuous Improvement projects have
successfully lowered raw material usage, conserved
energy, reduced waste generation, eliminated ergonomic risks, and
lowered injury rates.”
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Goodyear is the world’s largest tire company. Together with its subsidiaries and
joint ventures, Goodyear manufactures and markets tires for most applications. It also
manufactures and sells several lines of belts, hose and other rubber products for the
transportation industry and various industrial and consumer markets.
Goodyear is committed to protecting the environment
and the health and safety of our associates, our
customers, and the communities where we operate.
As a global socially responsible corporate citizen, we
shall conduct our business in accordance with the
highest applicable legal and ethical standards, and shall
strive to contribute to economic development and environmental protections, while seeking
to improve the quality of life for our associates, families and communities, and society in
general. We want our associates to have a work environment where they feel safe and secure.
To that end, we shall:
• Comply with all applicable environmental, health and safety (EHS) regulations and
laws and Goodyear’s global EHS standards.
• Establish systems and set global corporate goals that seek continuous improvement.
• Integrate EHS into all key business decisions – including the design, production,
distribution and support of our products and services.
• Reduce environmental impact and conserve natural resources by minimizing waste
and emissions, reusing and recycling materials, and responsibly managing water
and energy use.
In everything we do, Protect Our Good Name is our credo – as it has been since 1915.
Our reputation demands it; our associates require it; our communities expect it.
being a good neighborGoodyear’s Environmental, Health & Safety Policy
“Goodyear is committed to protecting the environment and the health and safety of our associates, our customers, and the communities where we operate.”
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waste not...Goodyear remains keenly aware of its responsibility to
associates, customers, neighbors and society as it manufactures and
markets its products worldwide. Ninety-one manufacturing facilities
are certified to the ISO 14001, Environmental Management System
standard, and 18 manufacturing facilities have met OHSAS 18001,
the occupational health and safety management guideline. In 2005,
global EHS improvement programs reduced waste disposed in
landfills, organic solvent usage and emissions, and consumption of
natural resources such as energy and water.
Environmental, health and safety activities are fully integrated into
the ongoing management of each operation, including bringing all
acquisitions and joint ventures into compliance with Goodyear’s
standards.
In addition to gathering and analyzing environmental monitoring
data for permit compliance purposes, Goodyear’s EHS associates look
for ways to improve both manufacturing operations and efficiency to
minimize environmental releases.
When control systems do not perform as expected, findings are
appropriately disclosed to governing regulatory agencies and, if
required, to state and local emergency management organizations.
Environmental Footprint
Solvent usage and waste to landfill are tracked globally as key
indicators for minimizing our environmental impact. As a result of
associated reduction initiatives, Goodyear is continuously moving
toward its goal of “No One Gets Hurt” by minimizing human
exposure to chemical solvents and the environmental impacts of
landfill waste.
Natural and synthetic rubber mixes are used in manufacturing
rubber products, and the processing can result in volatile organic
compound emissions. Organic solvents, which also may be used,
make important contributions to safety, durability, ride and traction
characteristics, and other factors that provide Goodyear products
with distinctive competitive advantages. Efforts continue to reduce
organic solvent usage, seeking less harmful substitutes when solvent
usage is required, without sacrificing the quality of our product.
Goodyear’s “Best in Class” program, established in 2004 to identify
solvent usage for each step in the manufacturing process for each
tire type, continues to drive reductions in solvent usage globally.
Highlights include solvent reduction at our Ballabgarh, India facility,
where daily solvent usage was reduced 26 percent by following
“Best in Class” techniques. Goodyear’s efforts to reduce solvent
usage contribute to a safer working environment for our operators
and reduce emissions to the environment, continuing with our
commitment that “No One Gets Hurt.” Since 2001, Goodyear
has globally reduced the amount of solvents purchased per ton of
product by 32 percent.
Goodyear evaluates all potential waste by the 3-R principle that
focuses first on reduction, then reuse and finally recycling before
sending any material to a landfill. Since landfill waste historically
has had a significant environmental impact – due to the loss of
reusable resources and the potential contamination that may result
from landfilled materials – Goodyear prioritizes the reduction in
the amount of waste that it sends to landfills. Since 2001, Goodyear
has globally reduced by 31 percent the amount of landfilled waste
per ton of product. In addition, Goodyear assures that all waste
management is conducted in an appropriate manner through a
vigorous Waste Vendor Audit program.
Goodyear and the Environment
2001
2002
2003
2004
2005
0 25 50 75 100
Pounds of emissions per ton of production Base = 100% Pounds of waste per ton of production Base = 100%
Global Solvent EmissionsPer Ton Production
Global Landfill WastePer Ton Production
2001
2002
2003
2004
2005
0 25 50 75 100
10
Goodyear’s resource conservation practices link productivity and
prudent resource management, and encompass manufacturing,
support systems, and human and natural resources. Opportunities
and creative ideas to lower energy consumption and to reduce, reuse
and recycle by-products and finished products are actively sought
and evaluated. Rising costs have added emphasis to the efficiency
and conservation programs that have successfully reduced Goodyear’s
energy consumption.
Goodyear’s tire plant in Americana, Brazil served as a pilot for a
self-audit system for energy usage. Tire plants in Americana and
Colombia were recognized for excellence in energy management. In
its Asia-Pacific operations, Goodyear’s tire plant in Ballabgarh earned
the country’s National Energy Certificate of Merit, recognized for
making successive reductions in energy usage per pound of product
by 29 percent over five years.
Goodyear’s world headquarters began a process of converting from a
central utility system to local subsystems to improve flexibility, lower
its cost structure, and improve emissions. Retail operations carried
out energy improvements at company-owned stores, in some cases
reducing energy use as much as 40 percent. Goodyear’s chemical
operations in Houston began a conversion process to change
refrigeration systems to direct electric drive, dramatically reducing
direct fuel use while improving overall efficiency.
Goodyear believes product stewardship
addresses the potential health and
environmental concerns of customers,
associates and neighbors related to all
operations and products. Responsibility
covers the complete supply chain,
from raw-material selection and product design through customer
communications, product support and responsible disposal.
Chemists, biologists, and other professionals work with Goodyear
research chemists and design engineers to develop effective teams
for addressing each area. Goodyear also works closely with suppliers’
chemists to review raw materials. Several programs are underway to
develop new substitute materials with reduced potential for health
and environmental impacts.
In addition, Goodyear’s Environmental Health and Safety
organizations established and integrated an environmental, health
and safety project review system to verify that all modifications to
materials, processes, equipment or operating rate are checked for
environmental, safety and ergonomic considerations. It encompasses
all facets of operations worldwide.
Responsible product stewardship continues beyond the anticipated
and intended use of the company’s products. Radial tire production
contributes relatively little to overall environmental impacts. Most
scrap tires are used as fuel, conserving natural resources and resulting
in a product’s end of life having the lowest environmental impact.
Tires are complex composites of many types of rubber, fabric, steel
and other materials that, in general, are not biodegradable. Because
these components and overall qualities greatly limit tire disposal and
the ability to recycle, Goodyear continues to seek and develop scrap-
tire management options.
Goodyear’s philosophy of including the environment as part of
its initiatives is taken to heart by its numerous global operations,
resulting in third-party recognition of the company’s commitment to
ensure that “No One Gets Hurt.”
“Goodyear is dedicated to
operating in an environmentally
responsible manner.”
11
South Pacific Tyre: Recognized for its long-standing and
continued commitment to greenhouse
gas management.
European Union: All manufacturing plants in Germany
eliminated wastes from landfills, in
compliance with national law.
North American Tire: • The Rubber Manufacturers
Association recognized tire plants
in Fayetteville, N.C., Lawton,
Okla., and Topeka, Kan., for safety
and health improvement.
• Medicine Hat, Alberta, Canada,
tire plant was recognized in 2005
as a Best Safety Performer for the
previous year.
• Stockbridge, Ga., retread facility
received the Georgia Department of
Labor’s Award of Excellence for
working 250 consecutive days
without a lost time injury, for five
consecutive years.
• Goodyear’s Dunlop facility in Buffalo,
N.Y., recognized by the state OSHA
organization as having the best safety
program in western New York.
Latin America: More than 300,000 obsolete tires,
representing 5,000 tons of waste, have
been recycled in Goodyear Chile. The
quantity of recycled tires would fill 30
soccer fields.
Engineered Products: Six plants had zero recordable
incidents last year: San Luis
Potosi, Delicias Industrial, Montlucon,
France, Brazil-Air Springs, Americana-
EP, American-Textile and Chile.
Asia-Pacific: • Goodyear operations in Malaysia
and Taiwan worked all of 2005
with no occupational safety and
health incidents.
• Goodyear operations in Aurangabad,
India; Dalian, China; Indonesia,
Malaysia, Taiwan and Thailand
worked all of 2005 with no lost
time cases.
• As of Dec. 31, 2005, Goodyear
Taiwan had worked 2,316 days
with no lost time incidents.
• Goodyear Indonesia won the
Pawitra Gemi Mahayre trophy,
recognized for occupational safety.
a world of excellenceRecognizing Goodyear’s Best
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