1. The Road
Ahead
2 0 0 9 C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T
2. Contents 3
4
6
Letter from the Chairman
Introduction
Report overview
8 Company profile
12 Focus on consumers
20 Engage our associates
28 Respect the environment
40 Support for communities
12 20
28 40
3. Letter from the Chairman
During challenging economic times, it can be easy for companies
to become distracted and drift away from their core values.
At Goodyear, I am proud to say we did not lose focus on our
commitment to both product innovation and responding swiftly
to the needs of our customers.
Successful innovation is often a response to a specific customer need.
For example, our research indicated that one of the most highly valued
needs of our consumers was improved gas mileage. Acting with a
sense of urgency, our integrated team developed a tire to help meet
consumers’ needs — and did so at a cost that families could afford.
The result was the Goodyear Assurance Fuel Max tire, which features a
fuel-saving tread compound that helps reduce energy loss as the tire
rolls. Therefore, less gas is required to keep the tire rolling, which means drivers can save up to 2,600 miles worth
of gas over the life of a set of four tires.
Popular Science magazine named Assurance Fuel Max one of the “100 Most Innovative Products,” and Fuel Max
became the fastest tire in Goodyear’s history to surpass sales of more than 1 million. The Fuel Max technology
reflects innovation that is good for our customers, for our employees, for our business and for our world. 3
It is not the only example. We have introduced other fuel-efficient tires, such as the Goodyear EfficientGrip in
Europe and the Goodyear DuraPlus in our Asia Pacific region.
We also are designing factories and production processes that are more environmentally friendly than ever
before, and we are exploring the increased use of renewable raw materials, such as BioIsoprene-derived
polymers, in tire production. Near the end of 2009, Newsweek magazine recognized Goodyear as one of
the “Greenest Big Companies in America,” which serves as a significant validation of the progress that we
have made.
In the following pages, you will read about the many ways in which Goodyear employees have discovered
creative solutions to challenges and, as a result, found ways to make their workplace, their communities and
their world a little better.
Bob Keegan
Chairman of the Board
The Goodyear Tire & Rubber Company
4. Introduction
The Goodyear Tire & Rubber Company’s 2009 Corporate
Responsibility Report gives a broad overview of our programs,
policies and activities over the last year. This report demonstrates
how we at Goodyear are committed to fostering an inclusive,
rewarding workplace for our associates, providing support for our
4 communities and implementing innovative, sustainable practices
to manage our environmental impact, all while bringing industry-
leading products and services to consumers around the world.
5. Whether they are designing, building, testing, delivering, selling or
2009 presented
servicing tires, or working in one of the many support functions
many challenges, necessary to run a company of our size, Goodyear associates have
kept their focus on solving problems and moving forward.
and our global
Throughout Goodyear’s 111-year history, we have built our
associates responded foundation on a commitment to forward-thinking innovation.
by working harder To that end, we are engaged in conversations with all of our
stakeholders to stay ahead of the curve — every voice matters.
than ever to meet It requires a delicate balance to address the needs of associates,
them head-on. suppliers, customers, consumers, investors, governments, regulatory
agencies, non-governmental organizations, communities and civic
groups, but through open communication we are able to identify
the trends, issues and opportunities on the road ahead. By taking all
these voices into account, we are better able to nurture sustainable
growth based on innovative solutions.
5
6. Report overview
The Road Ahead Focus on consumers
is divided into four In 2009, Goodyear successfully introduced 62 new products
worldwide. These included tires for nearly every type of personal or
sections summarizing commercial vehicle. Our new, high-quality products were developed
Goodyear’s progress to offer consumers a multitude of fuel-efficiency and performance
options. With so many choices, consumers could visit any of our
in 2009 in each retail stores or independent dealer outlets to find the right tires for
them and their budgets. Goodyear’s retail and dealer networks also
of these areas:
continued expanding globally, offering professional tire and
automotive services, and providing job opportunities in new areas.
In addition to providing quality tires and services, we are working
with regional automotive and transportation agencies to educate
consumers about the importance of proper tire maintenance and
6
to promote road safety programs.
Engage our associates
Goodyear is committed to providing a welcoming, rewarding
environment that values the diversity and talent of our global
workforce. We place a strong emphasis on health and safety in our
facilities as we strive to ensure that “No One Gets Hurt.” To maintain a
workplace based on mutual respect and openness, Goodyear also
provides ethical guidance through our Business Conduct Manual
and reporting procedures. Our Human Resource group continues to
cultivate career development opportunities that help Goodyear
attract and retain a highly skilled workforce. In support of our
employee engagement programs and in response to the global
economic climate in 2009, Goodyear’s leadership team placed a high
priority on communicating with associates, helping provide ongoing
guidance about the company’s progress and every associate’s role in
responding to challenges.
7. Respect the environment
Goodyear’s environmental initiatives are focused on the continuing
strategy to reduce the environmental impact of our operations. This
includes programs developed to meet all applicable global regulations,
advance efficiencies in manufacturing, continually improve
environmental management best practices, promote recycling and
conservation in all facilities, raise awareness of environmental issues
around the world, produce raw materials and products with improved
environmental benefits and participate in industry-wide initiatives on
the responsible use of products across their life cycle. As a result of
these initiatives, Goodyear products and facilities were again
recognized in 2009 for their environmental achievements.
Support for communities
Goodyear is a global company with associates working in numerous
countries and cultures around the world. Volunteering and community
outreach are vital elements of our worldwide social responsibility
efforts, and our associates donate funds and countless hours to
improve the quality of life in their local communities. Our associates
also are quick to respond when disasters strike: in 2009, they provided
much-needed relief to the victims of bushfires in Australia, flooding 7
from typhoons in the Philippines and earthquakes in Indonesia. The
commitment of our associates to help when they see a need is a major
reason why Goodyear is consistently recognized by organizations
around the world as a trusted and highly admired company.
8. Company profile
When Frank Seiberling Since the beginning, Goodyear has continually worked to find ways
to improve our products, and the company’s history is marked by
founded The Goodyear countless innovations. From developing the first all-weather tread
Tire & Rubber Company design to Fuel Max technology, the first promotional blimp flight to
airless tires for moon exploration, we have been dedicated to
on August 29, 1898, he developing new technologies that offer practical solutions for
started a journey that transporting people and products from one place to another.
would carry the Together with our U.S. and international subsidiaries and joint
ventures, Goodyear develops, manufactures, distributes and sells
fledgling bicycle tire tires for most applications. This includes tires for cars, trucks, buses,
motorcycles, airplanes, earthmoving and mining equipment,
industry into the
industrial and agricultural equipment, and more.
automotive future.
In addition to producing tires, Goodyear is one of the world’s
8 largest operators of commercial truck service and retreading centers.
We also operate approximately 1,500 tire and auto service center
outlets, where we offer our products for sale to consumers and
provide automotive repair and other services. Our products are also
available to consumers around the world through our independent
dealer network.
Today, Goodyear is one of the world’s largest tire companies, with
operations in most regions of the world. We employ approximately
69,000 people and manufacture our products in 57 facilities in 23
countries. Goodyear’s global corporate headquarters are located
in Akron, Ohio. We operate our business through four segments
representing our regional tire businesses: North American Tire;
Europe, Middle East and Africa Tire; Latin American Tire; and
Asia Pacific Tire.
Goodyear is a publicly traded company with shares of our common
stock principally available for sale on the New York Stock Exchange
(symbol GT). All of the company’s financial information is available
on the “Investor Relations” webpage at www.goodyear.com,
including our most recent quarterly and annual earnings reports.
www.goodyear.com/investor
9. Financial data
Financial Overview
(Dollars in millions, except per share) Year Ended December 31
2009 2008
Net Sales $16,301 $19,488
Total Segment Operating Income 372 804
Goodyear Net Loss (375) (77)
— Per diluted share (1.55) (0.32)
Total Assets $14,410 $15,226
Total Debt* 4,520 4,979
Total Shareholders’ Equity 986 1,253
Debt to Debt and Equity 82.1% 79.9%
Weighted Average Shares Outstanding – basic 241 241
Weighted Average Shares Outstanding – diluted 241 241
Number of Associates 69,000 75,000
Price range of common stock – high $18.84 $30.10
Price range of common stock – low 3.17 3.93
*Total debt includes notes payable and overdrafts, long-term debt and capital leases due within one year, and long-term debt and capital leases. 9
10. Goodyear’s commitment Goodyear’s commitment
to innovation to integrity
Goodyear’s executive team is committed to leading
In 2009, Goodyear celebrated 111 years since our with integrity and sets a high standard for ethical
founding and 100 years of operation in our aviation behavior. Goodyear’s leadership and Board of Directors
division. These highlights from 2009 demonstrate are guided by our code of ethics, which is described
how Goodyear’s focus on innovation helps our new in full detail under “Corporate Governance” on the
product engine respond to the market, showcase the “Investor Relations” webpage at www.goodyear.com.
10 talent of associates and build trusted relationships Goodyear’s Corporate Social Responsibility activities are
with our customers and consumers: overseen by a team of board members, executives and
functional leaders.
• Goodyear launched many exciting new tires in 2009,
including Assurance Fuel Max, EfficientGrip, DuraPlus, www.goodyear.com/investor
OptiGrip, Wrangler DuraTrac and Wrangler MT/R
with Kevlar. We also released new fuel-saving tires
and retread products for commercial, aviation and Goodyear’s corporate compliance and ethics policies
heavy-equipment applications. exemplify our commitment to leading with integrity,
and these expectations are communicated at all levels
• Goodyear engineer Kevin Westgate became the first
of the company to help every associate maintain the
non-DuPont employee to receive DuPont’s prestigious
Bolton/Carothers Innovative Science Award. Westgate highest standards of ethical behavior.
worked with DuPont scientists to devise a way to Goodyear’s Business Conduct Manual was revised in
insert DuPont Kevlar into Goodyear tires for 2009, translated into 26 languages and provided to
enhanced toughness.
associates. The manual defines behaviors necessary to
• Forbes magazine and the Reputation Institute named support the company’s high standards and reinforces
Goodyear the “Most Respected Automotive” company associate compliance with all applicable laws and
for the second year in a row, Fortune magazine named
business practices. We expect every associate to know
Goodyear the second most admired motor vehicle parts
and understand our ethics policy, and associates must
company in the world and the top U.S. company on its
agree to act accordingly. To reinforce that expectation,
“2009 Most Admired” list, and Reader’s Digest named
in 2009 global salaried associates certified that they
Goodyear the “Most Trusted Tire Brand” in its 2009
surveys in the Philippines, Malaysia and Thailand. agree to abide by these guidelines.
11. In addition, everyone doing business with Goodyear, Responsible for compliance, ethics and privacy issues
including suppliers, contractors, organizations and on a global basis, Goodyear’s Corporate Compliance
others, is directed to the company’s website so they and Ethics Department provides regular updates to
may read the manual and be aware of our obligations the Board of Directors on ethics and compliance
and requirements. A downloadable copy of the activities. Committee members take an active role in
Business Conduct Manual is available under reviewing the activities and processes designed to
“Corporate Governance” on the “Investor Relations” uphold our commitment to ethical behavior.
webpage at www.goodyear.com.
In addition, a Global Compliance and Ethics
www.goodyear.com/investor/pdf/corp_gov/ Committee, comprised of top company leaders from
business_conduct_manual.pdf business and functional areas, meets on a quarterly
basis. The purpose of the committee is to review
Our ethical awareness campaign covers topics ethics and compliance incidents, and maximize the
from the Business Conduct Manual, and each North flow of information across the enterprise on critical
American Tire location receives posters, bulletins compliance and ethical issues.
and discussion guides for managers to lead quarterly Goodyear’s leadership is committed to ensuring
discussions on each issue. Other educational business is conducted in a way that promotes ethical
opportunities include ethics awareness segments in behavior and legal compliance. Our Goodyear
new-hire orientation sessions and training classes for associates work hard to foster an environment
new managers at corporate headquarters. Our ethics that values mutual respect, openness and
intranet site offers a variety of resources including a individual integrity.
library of previously published “Ask the Ethics Officer”
11
columns and “Ethical Dilemma” articles, which
highlight appropriate associate actions in various
workplace scenarios.
Additionally, associates are encouraged to report
any actual, suspected or potential misconduct to
management or the corporation’s ethics hotline.
Available toll-free 24 hours a day, seven days a week
from anywhere in the world via telephone or internet,
our ethics hotline allows associates to report a
concern anonymously or to provide name and
contact information. Every allegation is investigated,
and Goodyear strictly prohibits retaliation for violation
reports made in good faith.
12. Focus on
consumers
Whether commuting to work, traveling to a favorite vacation spot
or delivering a load of goods, drivers get where they need to go
with the help of Goodyear tires. By developing new features from
12 the latest advances in materials and technologies, Goodyear offers
tires that help meet the needs of drivers for performance and value
in many different places and applications around the world. Our
quality and supplier programs are created to build our products to
the highest standards in all of our facilities. Our extensive dealer
network brings Goodyear’s family of tires and related services to
consumers. Goodyear associates work together around the world to
earn the trust of customers and maintain our stellar reputation.
13. • Goodyear DuraPlus with Tredlife Technology,
Designing introduced in our Asia Pacific region to provide
innovative products exceptional value for smaller, fuel-efficient cars
In 2009, Goodyear introduced 62 new products, and offering extended wear up to 100,000 km with
each built with the consumer in mind for improved great performance.
fuel efficiency, performance or value, covering the • Goodyear EfficientGrip with FuelSaving Technology, a
entire range of commercial and personal vehicles. high-performance summer tire introduced in Europe to
help deliver fuel savings coupled with high mileage and
Goodyear’s award-winning products are created at excellent wet-braking characteristics.
our two Innovation Centers — the core of our
• Goodyear OptiGrip with SmartWear Technology,
industry-leading new product engine — in Akron,
a summer tire introduced in Europe to help give drivers
Ohio, and Colmar-Berg, Luxembourg. Goodyear great performance even when worn. SmartWear
scientists and engineers work with research and Technology was developed to reveal new compounds
marketing analysts to identify the market trends, then and grooves as the surface tread wears down, so it
use specific new technologies for our next generation retains performance especially in wet conditions.
of products. The process depends on a cross- The low-rolling-resistance tread helps improve fuel
functional effort including research and development, efficiency, and the tire uses a low Poly Cyclic Aromatic
quality control, engineering, manufacturing and polymer tread.
supply chain associates working in tandem with • Goodyear Wrangler DuraTrac, introduced in North
marketing groups to bring new products to market America and Europe, is a versatile, multi-purpose tire for
that will help meet the needs and exceed the truck owners, offering enhanced traction and stability
expectations of our customers. The process also for recreation or work uses while meeting the European
depends on the extensive testing performed at our Commission’s noise standards. It also offers drivers 13
labs and proving grounds. enhanced toughness and longevity.
• Goodyear Wrangler MT/R with Kevlar, introduced in
Some of the new products introduced in 2009 and
Australia, Mexico and North America. For serious
the innovative features they offer consumers are: off-road applications, this new tire uses Kevlar to help
• Goodyear Assurance Fuel Max, introduced in North bring superb sidewall cut and puncture resistance to
America and Mexico to help give consumers improved an area of the tire demanding extra toughness when
fuel efficiency and all-season driving confidence. driving off-road. It also helps reinforce the sidewall as
drivers return to the pavement for the drive home.
Goodyear introduced our new Assurance
Fuel Max, a fuel-saving tire offering 27 percent less rolling resistance
than the previous Assurance tire. Since its tread compound rolls more
easily and requires less power, Fuel Max can deliver up to a 4 percent
overall improvement in highway fuel economy and potentially save
consumers 2,600 miles worth of gas over its lifetime.* The Fuel Max tire
earned a spot in Popular Science magazine’s “Best of What’s New” list of
products in the automotive technology category in the December 2009
issue. It was also selected as a standard tire fitment on such fuel-efficient
cars as the 2010 Toyota Prius and the 2010 Ford Fusion S and will be the
exclusive tire outfitting the 2011 Chevrolet Volt.
*2,600 miles based on a 4 percent fuel economy improvement, on 65,000 Mile Tread Life Limited Warranty, as compared to the standard Goodyear Assurance tire
tested on P195/65R15 size — 2008 Honda Civic. Actual results may vary based on when tires are replaced, driving and road conditions, and proper tire maintenance.
14. The real test of a product is how well it performs, To further leverage the benefits of new technologies,
and Goodyear products earned praise from the Goodyear embraces the concept of open innovation
automotive media, independent testing organizations and works with our colleagues in government,
and the driving public. Here’s a sampling of the global academia and industry. Collaborating with experts
recognition received this year: outside the company allows us to explore a wider
range of possibilities by incorporating the latest
• Goodyear Wrangler HP AW was named “Best SUV Tire
of the Year” by China Motor Trend magazine. developments in various scientific disciplines to
improve our products. Examples of this collaboration
• Goodyear Eagle F1 Asymmetric was named “Best Tire
include the airless tire developed with the NASA Glenn
Choice for High Performance Drivers” by Taiwan’s
Research Center in Cleveland, Ohio. The innovative
CARNEWS magazine.
spring tire has 800 load-bearing springs, designed to
• Dunlop Grandtrek AT3 was named “Spanish Tire of
transport large, long-range vehicles across the surface
2009” in the four-wheel-drive category by Neumáticos y
of the moon. Its design makes it extremely durable
Mécanica Rápida, an aftermarket tire publication.
and energy efficient, and it was successfully tested at
• Goodyear DuraSeal won the 2009 Elastomer Product
NASA’s Johnson Space Center in Houston, Texas. In
Award from the German Rubber Association, Deutsche-
collaboration with scientists at DuPont, we introduced
Kautschuk-Gesellschaft e.V.
high-strength Kevlar material into Goodyear tires. The
• Dunlop Direzza Sport Z1 Star Spec was top rated by
material property advantages of Kevlar are extensively
Sports Car magazine in the United States.
used to develop new tire concepts that help deal with
• China’s Auto magazine recognized three Goodyear the challenges of the road, ride and comfort, handling,
tires: Goodyear Eagle F1 Asymmetric received the reduced tire weight and road noise.
“2009 Golden Tire Editors Choice Award,” Goodyear
14 Wrangler AT with SilentArmor was named one of the
“10 Best Tire Products of 2009,” and Goodyear DuraPlus
was named the “2010 Recommended Tire of the Year.”
• Goodyear Eagle F1 Asymmetric and Dunlop Direzza
DZ03G took home top honors in their respective
categories in the 2009 Motor magazine tire test
in Australia.
BioIsoprene is a breakthrough alternative to
petroleum-based isoprene, used to produce synthetic
rubber. Its development is the product of Goodyear’s collaboration with
Genencor, a division of Danisco A/S, a world leader in industrial
biotechnology and enzyme innovation. BioIsoprene is made from
renewable biomass, a development that could help reduce the industry’s
impact on the environment by giving manufacturers the choice to use
a renewable raw material and reduce dependency on oil-derived products.
The world’s first concept tire made from BioIsoprene-derived polymers
was introduced in Copenhagen concurrent with the United Nations
Climate Change Conference held in December 2009.
15. Building quality products
Goodyear’s manufacturing operations rely on Goodyear’s Quality
Policy to set the standard for all facilities throughout the organization
and are committed to producing high-quality products. The policy
defines six steps for achieving business excellence:
Goodyear’s • Listening to customers and helping to meet their needs.
commitment to • Designing and producing superior products that provide value.
quality extends to our • Managing processes for consistent quality performance.
raw material suppliers • Providing service excellence.
who must meet stringent quality • Encouraging and expecting the creative involvement of every associate
requirements through our Supplier in continuous improvement activities.
Quality Assurance (SQA) program, a
• Adequately auditing quality system performance.
well-defined screening and approval
process. Once approved, suppliers are In 2009, Goodyear demonstrated our commitment to this policy by
continually monitored and notified of performing product and process quality audits throughout our
any concerns with shipments of raw advantaged supply chain. Audits were conducted at Goodyear’s
materials. The SQA program’s goal is Innovation Centers and manufacturing plants as well as at our
to have suppliers deliver products
logistics and warehouse locations around the globe. They covered
that meet Goodyear’s specification
100 percent of the time.
everything from product inception to customer delivery.
In addition, Goodyear implemented specific quality initiatives in our
strategic business units, including: 15
• Latin America’s “Passion for Quality” program, which completed its
seventh year of improving customer satisfaction through superior
product performance.
• North American Tire’s focus on these six keys for product leadership:
understanding customer specifications, manufacturing process
capability, design for manufacturability, design for life-cycle cost,
complexity reduction and optimized stage gate process.
• Asia Pacific’s drive to increase customer satisfaction through improving
tire appearance and reducing the corrective weight required to balance
tires on vehicles.
• Europe, Middle East and Africa’s “High-Yield Process” aims to improve
process controls in each manufacturing operation at every plant to
reduce variations and improve customer satisfaction.
While Goodyear’s product quality remains sound, the company
continues to focus intently on further advancements. Since
launching our Global Quality Initiative in 2003, Goodyear has
invested more than $220 million so that all of our manufacturing
facilities have state-of-the-art process control and finished-product-
screening capabilities to deliver a quality product consistent with
our premium brand name.
16. Delivering products to consumers
Goodyear delivers our products to consumers through an extensive
network of company-owned retail outlets and independent dealers
in all of our regional businesses. Consumers can find Goodyear
products for sale in almost every country around the world.
Goodyear also operates commercial truck and retreading centers
and is an original equipment supplier to motorcycle, automotive,
truck, heavy equipment and airplane manufacturers.
Because our dealers are often the main contact point with
consumers, Goodyear places great emphasis on promoting retail
excellence. In 2009, Goodyear held regional dealer conferences to
introduce new products and marketing programs and to offer
business management and training seminars. We work with dealers
to communicate how to educate consumers about our products
and take a hands-on approach to provide training for everyone
from front-line salespeople to service technicians. When it comes
South Africa tire
to dealers, our goal is to be a better supplier of products as well
retailer Hi-Q has as programs, training and information, which ultimately benefits
more than 170 stores the consumer.
across the country and Given Goodyear’s global reach, our dealers are regionally focused
is recognized by customers for its
16 and cater to their consumers and communities. We take pride in the
professional service and friendly
atmosphere. Hi-Q salesman Waleed network we have built with our dealers, offering opportunities for
Mathews has been a valuable entrepreneurs to succeed around the world. Goodyear has well-
member of the Hi-Q team in established networks worldwide in countries such as Australia,
Milnerton and offers his philosophy
China and South Africa, and we expanded our reach in 2009 with
for achieving great customer
new outlets in countries including Botswana, Brazil, Bulgaria, Chile,
service: “My father worked for
Goodyear so I grew up knowing Malaysia, Mexico, the Philippines, Peru, Romania and Thailand.
about tires,” said Mathews. “As a These outlets offer consumers a reliable source for quality products
salesman, the concept of service and services and give a boost to local economies.
and a positive attitude are most
important. I try to put myself in the Goodyear’s goal to be an excellent supplier extends to all of our
customer’s shoes and think how I customers, including vehicle manufacturers, and we have received
would like to be treated.” supplier awards in recognition of this commitment. In 2009,
Goodyear received best supplier awards from dealer
networks in Austria, North America, South Africa and
Spain as well as from automotive companies including
Honda and Volkswagen in Brazil and Mack/Volvo in
Venezuela, to name just a few.
17. Listening to customers
The drive to continually offer improved products depends on a
constant dialogue with dealers and original equipment customers.
This conversation also helps Goodyear ensure the satisfaction of
consumers. Goodyear has teams in place in each region and division
to interact with these different groups to determine needs and deal
17
with any issues that may arise. In addition to sales and service
support, Goodyear engages dealers and end-users at special events
such as product launches, ride-and-drives, trade fairs, workshops,
plant visits and motorsports events, and through educational
programs and enthusiast publications.
Associates in all regions engage customers, monitor feedback and
make improvements where necessary. Associates from Goodyear
plants in Turkey made monthly visits to dealers and fleet customers
in a program called “Voice of the Customer.” Listening directly to their
customers provides plant employees with a better understanding of
the customers’ wants and expectations. Plants also host visits for
dealers and customers. In Gadsden, Alabama, associates showcased
their quality and manufacturing processes for local dealers and
Walmart district managers. In Buffalo, New York, associates hosted
leaders from original equipment customer Harley-Davidson.
Another group of associates in Brazil got the chance to work directly
with consumers on World Consumers Rights Day. Goodyear Brazil’s
Customer Service group held an exchange program to bring in
associates from other functions. They spent the day listening
firsthand to what consumers had to say about the products they
build, including questions, compliments or criticisms.
18. Goodyear teams also regularly attend trade shows and Goodyear also participates with regional government,
industry events. All around the world, we interact with industry and automotive organizations to promote
customers to provide technical guidance and to transportation and driver education initiatives.
demonstrate the benefits of our products for
• In China, we are making use of our iconic blimp to
commercial, agricultural and industrial customers.
display safety messages and to educate consumers
For consumers, Goodyear produces free enthusiast about the importance of tire maintenance. In
publications, such as Dunlop Download and Dunlop conjunction with the Society of Automotive Engineers
Motorsports In Touch for fans of two-wheel and of China, Goodyear is promoting safe-driving
techniques and offering free tire inspection and
four-wheel racing. Several countries in Europe also
maintenance tips as the blimp travels from city to city.
publish a wide range of winter communications,
loaded with information to help drivers know which • In our Asia Pacific region and across Europe, Goodyear
continues to sponsor “Women with Drive” workshops to
winter tire to choose for their cars and driving style,
offer tire inspections and hands-on training in basic
prepare their vehicles for winter weather, learn when
auto maintenance. These popular events have been
to change to winter tires, how to store unused tires
held by dealers in Australia, Belgium, China, New
and much more. In Europe’s Nordic region, Goodyear
Zealand, the Philippines, Slovakia and Thailand.
launched a set of websites with interactive winter
• Goodyear is working in the Philippines with
driving guidance for motorists in Denmark, Finland,
government, transportation and industry groups to find
Norway, Sweden and the Baltic states.
solutions to help lower the cost of spare parts in an
effort to make transportation more affordable for the
general public.
• Australian tire retailer Beaurepaires launched a
18
campaign to raise driver awareness about tire safety
and maintenance techniques and to offer free
tire-health checks.
20. Engage our
associates
To build a world-class organization, Goodyear relies on innovative
ideas to attract, develop and retain associates as well as increase
cultural diversity throughout the organization. Goodyear values
our associates by rewarding initiative and accomplishment
20
and encouraging professional development through coaching,
mentoring and training. We strive to provide associates with a
safe work environment, the resources they need to do their jobs
and ample opportunities for growth. These objectives, coupled
with competitive compensation and benefits, allow the company
to foster an environment where associates can work to achieve
their full potential and contribute to the company’s success.
21. Diversity and inclusion
As a global company with nearly 69,000 people working in plants
and retail locations around the world, Goodyear embraces the
diversity of our workforce and values the contribution of employees’
varied talents and experiences. This commitment to inclusion is
reflected in the make-up of our Board of Directors, which includes
40 percent minorities and women. In addition, 22 percent of our
corporate officers are non-U.S. citizens, representing a strong global
pipeline of talented leaders with international experience. Female leaders from
Goodyear’s global associates work together in pursuit of common Goodyear’s Asia
business goals that transcend boundaries. We believe our diverse Pacific region joined more
workforce provides a strategic advantage, allowing us to successfully than 100 participants from China
conduct business in global, multi-cultural marketplaces. and around the world at a
brainstorming session organized
One of the ways Goodyear encourages diversity is through our by the Women’s Forum for the
minority supplier and dealer programs. More than 300 of Goodyear’s Economy and Society in Beijing.
U.S. dealerships are minority owned. In the U.S., Goodyear also This global initiative is focused on
participates in many minority-focused programs and career fairs fostering female leadership and
offering a forum to address
and sponsors scholarships with organizations such as the National
corporate practices and national
Association for the Advancement of Colored People, Catalyst,
initiatives to give women a greater
National Urban League, United Negro College Fund, Hispanic role in the growth of mature and
Scholarship Fund and International Women’s Forum. In addition, 21
emerging economies.
Goodyear facilities form alliances with colleges and universities
to provide opportunities for education and development
within communities.
22. Goodyear also relies on our Continuous Improvement
Training and development
System (CIS) to drive results and continues to expand
A commitment to innovation requires an educated,
CIS activities throughout the organization. The goal for
highly motivated workforce, and Goodyear promotes
the program, which aims to drive waste and cost out
an atmosphere encouraging continued education
of business processes, is to incorporate CIS thinking in
as well as offering the opportunity for career
every facet of Goodyear’s global operations, from
advancement. The company provides in-house
customer service to tire design. This effort relies on a
training programs for individuals and groups and
commitment to training and building CIS
communicates career and technical information
infrastructure, which grew by more than 10 percent in
through many channels. Training can be
2009. The Yellow Belt program now includes nearly
22 accomplished in a central training center or on-site
600 associates worldwide, with the expectation to
at plants and retail locations. Goodyear associates
increase the number of trained Yellow Belts by 50
also have the opportunity to gain valuable global
percent in 2010. Training activities were held around
experience through international assignments. To
the world from Argentina to Indonesia. Yellow Belts
better inform associates about new intra-company
typically have a basic knowledge of CIS with training
job opportunities, Goodyear’s online career intranet
in statistics, data analysis and problem identification
sites were updated, a direct result of associate
but do not lead complex projects. Associates receive
feedback obtained through the company’s 2008
four to five days of training, rather than the three-week
global associate engagement survey.
training required for Green or Black Belts, giving more
Goodyear University offers thousands of courses and people the opportunity to engage in CIS activities.
new associate training in many different languages.
Goodyear also offers numerous leadership
After years of successful operation in the United
development programs in various countries. Some
States, Goodyear University opened a training center
notable examples are the Trentyre Training Academy
in Beijing, China, in July with an online interactive
and Graduate in Training programs in South Africa, the
platform. The goal of Goodyear University is to deliver
European Graduate Development Program, a
systematic information and training support to the
technical training program for maintenance associates
company’s professional team of sales associates and
in Turkey and North American Tire’s Manufacturing
technicians, as well as dealers and retailers. Over the
Leadership Development Program. Additionally,
course of its operation, the university has trained a
Goodyear participates in college recruiting fairs and
large number of professionals who are now working
offers internships to promising college students at our
in almost all sectors of the tire industry.
global facilities.
23. Goodyear itself was recognized as a desirable and
Employee engagement
rewarding place to work. In Brazil, Goodyear was
Engaging employees is a key component of
named one of the “100 Best Companies” in 2009 based
maintaining a highly motivated workforce. In 2008,
on an Indicator of Human Organizational
Goodyear initiated our first global associate
Development by Gestao and RH Editora. Goodyear
engagement survey and followed up the results in
Brazil also was the highest ranked tire company on
2009 by developing specific action plans for each
Revista Epoca Negocios magazine’s “Epoca Yearbook
region and department based on associate opinions
100” list of most prestigious companies. Goodyear
expressed in the survey. For example, associates rated
Dunlop Tires Germany earned high marks for the third
leadership communication as important to the
year in a row as a top German employer in the
company’s overall success. As a result, in 2009
automotive sector as ranked by the Corporate
Goodyear’s management team, from the executive
Research Foundation and corporate consulting firm
board to front-line managers, placed a high priority
A.T. Kearney.
on continual communication to help keep associates
informed of industry challenges and focused on
critical tasks.
Highlighting successes is equally important in driving
an engaged workforce, and Goodyear held regular
events to celebrate significant accomplishments. A few
examples include Asia Pacific’s annual President’s
awards; Europe, Middle East and Africa’s “First with
People” awards; safety celebrations at plants; monthly 23
recognition for patent recipients and our annual patent
recognition dinner; articles highlighting associates
who are featured in trade publications or receive
industry and innovation awards; and recognition
for manufacturing milestones. In 2009, Goodyear
celebrated 111 years in business with a series of
articles and videos on our intranet highlighting
111 innovations developed by Goodyear associates
throughout our history.
Goodyear’s Innovation Center in
Colmar-Berg, Luxembourg, launched a series of
Innovation Days. The first event focused on the products, machines and
processes that have contributed to Goodyear’s success and included
workshops presenting the innovative concepts and newest tire
technologies developed by Goodyear engineers. Consumer marketing
experts outlined the results of recent customer surveys and Goodyear’s
marketing approach for new products. Goodyear’s Innovation Centers
in Akron and Colmar-Berg are holding regular Innovation Days to
leverage the power of open innovation for driving new developments.
24. Employee resource groups Health and well-being
Goodyear’s Women’s Initiatives in Leadership (WIL) Goodyear provides guidance throughout our global
organization is a well-established international group, locations to encourage healthy behaviors. We continually
open to all associates. WIL’s vision promotes excellence provide information, resources and tools for employees
and optimizes diversity by providing opportunities to stay informed about health-related issues.
fostering the development and success of Goodyear
Goodyear also offers an externally provided, voluntary
women. Members take part in networking,
and confidential employee assistance program for U.S.
community outreach, and professional and personal
associates. Help from caring professionals is available
development programs. Each spring, WIL hosts an
24 hours a day, 365 days a year, and associates and
annual meeting and banquet, featuring a keynote
their family members can contact the program
address given by top female executives from around
anytime to receive counseling for personal or work-
the United States. In 2009, WIL’s speaker was DuPont
related problems. These include marital, child and
CEO Ellen Kullman.
family issues, stress and change management, job
Mentoring is an important component of WIL’s performance difficulties, financial and legal concerns,
mission. An ideal conduit for knowledge transfer, the alcohol and substance abuse, depression, anxiety and
program provides the opportunity for participants to panic, health and wellness issues, and child or elder
share resources, expertise, values, skills, perspectives, care needs.
attitudes and proficiencies. Mentees have the option
Some examples of health and wellness programs
of one-on-one mentoring or participating in a group.
conducted around Goodyear’s global locations in
Next Gen Leaders is a newly formed employee 2009 include:
24 resource group at Goodyear’s corporate headquarters,
• Basic Life Support training during Health and Wellness
which uses social interaction and networking week at the Ballabgarh, India plant.
opportunities to connect associates across functions
• Stress control, time management, weight control and
and levels. Next Gen Leaders focuses on promoting
fitness workshops at corporate headquarters.
Goodyear as an attractive destination for talented
• Global Preparedness Month activities to help associates
professionals by providing opportunities that enhance
and their families prepare for emergencies at home or
employee engagement, professional satisfaction and
in their communities.
business performance.
• Free seasonal and H1N1 flu shots at Goodyear clinics.
• Monthly health and wellness articles published on
Goodyear’s intranet and distributed via email and
plant newsletters.
• Recognition for Goodyear South Africa, which received
an award for its outstanding efforts to promote and
manage health and wellness in the workplace, given
by the Port Elizabeth Regional Chamber of Commerce
and Industry.
25. Goodyear’s chemical division conducted
Providing a safe workplace
comprehensive third-party Process Safety
Safety, industrial hygiene and chemical stewardship
Management audits at all chemical facilities. They also
remain top priorities for Goodyear as we pursue our
conducted Incident Command System training for all
vision of “No One Gets Hurt.” All Goodyear facilities
first responders, supervisors and managers, and
develop strategies based on the four cornerstones of
completed Arc Flash assessments. The Beaumont,
this vision: strong leadership and guidance, well-
Texas, facility earned “Star” status from the U.S.
defined processes for examining and modifying at-risk
Occupational, Safety and Health Administration
behaviors, deploying ergonomics to reduce illness and
(OSHA) as a Voluntary Protection Program (VPP) site,
injury, and strongly promoting standards for
the highest possible level, for implementing
preventive maintenance and compliance. By setting
comprehensive, successful safety and health
aggressive goals, establishing proactive processes and
management systems and achieving an injury/illness
executing systems in a timely manner, we have
rate below the industry’s national average. Goodyear’s
achieved significant positive change in our safety
Chemical Operations were recognized by OSHA for
culture and continue to drive toward our goal of
supporting the VPP and Special Government
reducing incidents.
Employee program, which allows employees to work
The Health and Safety team worked hard in 2009 to with OSHA during VPP on-site evaluations.
continue improving safety worldwide. The team
completed 40 global Health and Safety audits and
conducted ergonomics training at 18 facilities
worldwide, allowing Goodyear to identify risks and
potential ergonomic improvements for more than 25
4,400 jobs and tasks. Our new “Target Zero” initiative
provides a proactive process to identify more than
25,000 workplace conditions or behaviors along with
corrective plans to help improve them. Global Health
and Safety continued to roll out and monitor our
global injury/illness management and industrial
hygiene system and invested in capital improvement
projects for safety and fire prevention worldwide.
To promote safety, plants developed awareness
campaigns to encourage safe behavior and celebrate
safety milestones. Examples include the
communications forum held at the Aurangabad plant
in India to promote safety messages and share best Since launching the “No One
practices. In Izmit, Turkey, the plant held a safety Gets Hurt” safety initiative in
drawing contest for the children of associates to raise 2005, our associates have driven a dramatic and
awareness and engage associates and their families. steady improvement in reducing global incidents each
Plants in Latin America acknowledge safety milestones year, and the trend continued in 2009. Goodyear
achieved a 22 percent decrease in the number of
by flying a Blue Safety flag, which indicates 30 days
incidents of illness and injury from 2008. With the
of incident-free operation. In September, all seven
implementation of the “Target Zero” initiative, we are
plants in the region raised the flag together. In North continuing to focus on integrating safety into every
America, the Bayport, Texas, plant celebrated five aspect of our business and will continue to work toward
years of incident-free operations. our goal of “No One Gets Hurt.”
26. Fire protection Business continuity planning
Goodyear is upgrading the fire protection systems Goodyear’s Global Business Continuity team is
at our facilities to bring them up to the class of committed to delivering business value by continuing
industrial properties known throughout the insurance to focus on associates and customers when faced with
industry as Highly Protected Risk (HPR). In 2009, six extraordinary incidents. Over the last year, the team
manufacturing and seven non-manufacturing facilities responded to approximately 35 large-scale human,
earned HPR certification. Fire protection project natural and technological incidents. The impact of
upgrades are being completed so other Goodyear these incidents was reduced as a result of the team’s
facilities will earn HPR status in 2010. Goodyear response and recovery plans. By successfully
continues to promote and enforce our fire protection identifying risks and critical processes, Goodyear has
policy throughout the company and to support the plans ready to implement when incidents occur
sustained implementation of fire prevention programs affecting our most critical processes. This “all risks”
and equipment improvements so all of our facilities approach better prepares regional and facility teams
qualify for HPR status. for a variety of potential incidents.
A key focus for the Business Continuity team in 2009
was dealing with the unknown potential impact of
the H1N1 (swine flu) virus. Under the direction of the
Business Continuity team, all regions and their facilities
formed pandemic planning teams and worked on
developing, implementing and testing a pandemic
26 plan focused on protecting associates and continuing
business operations. An extensive global exercise was
conducted in September to test all regional and
facility pandemic planning strategies across multiple
time zones. During the exercise, 949 facilities
participated, and more than 32,000 associates were
engaged worldwide.
Our business continuity process continues to mature
through internal and external benchmarking, and our
innovative processes have been featured at industry
trade conferences and highlighted in industry
publications. Goodyear’s involvement with the U.S.
Department of Homeland Security’s directives to
evaluate private-sector preparedness as a result of the
9/11 Commission recommendations continues to
provide an opportunity for us to share these processes
with external organizations. The team’s work is critical
to ensuring continued operations and protecting
our associates.
27. • Zero Tolerance: Goodyear is committed to providing
Corporate policies to a work environment that is professional, respectful and
protect employees free from discrimination, harassment or violence.
The forms of discrimination, harassment or violence
Goodyear’s commitment to providing a safe, inclusive
described in the zero tolerance policy are not acceptable
workplace is based on adherence to these
conduct. Goodyear has zero tolerance for these forms
employment policies and guided by the standards
of conduct and takes action on all reports. No incident
for ethical behavior spelled out in our Business is ignored. Goodyear considers it a management
Conduct Manual: responsibility to ensure that penalties, whether
• Employment Practices: Goodyear strives to achieve disciplinary or corrective actions, are not imposed
and maintain compliance with all applicable arbitrarily but are consistent, proportionate and lawful.
international, federal, state and local laws at all of our We extend our zero tolerance commitment beyond
facilities. Goodyear regularly submits compliance audits the workplace to settings where associates may find
of our employment practices to the U.S. Department of themselves in connection with their employment. We
Labor to help ensure that our practices, systems and apply our zero tolerance commitment to both associates
processes are aligned with applicable regulations. and non-associates, including applicants, contract or
temporary workers, guests, customers and vendors.
• Global Human Rights: Goodyear’s policy on global
human rights is part of our commitment to ethical and • Workplace Violence: Upholding our mission to
socially responsible business practices. Throughout our protect all company associates, visitors, products, assets
global operations, we are committed to maintaining an and our good name, Goodyear’s Global Security and
inclusive workplace, free of harassment based on a Investigations group is committed to providing a safe
person’s status, such as gender, race, age, creed, religion, work environment free of workplace violence. In
disability, ancestry, national origin, sexual orientation accordance with the Goodyear Zero Tolerance Policy, all
27
or other characteristics protected by law. Our voluntary incidents of workplace violence are to be reported, and
employment commitment specifically prohibits all all incidents are investigated. One of the ways Global
forms of prison labor, and Goodyear does not engage Security has responded to educating associates on this
in or condone the unlawful employment or exploitation issue is by developing presentations for management
of children in the workplace. We recognize and respect and associates defining and discussing types of
associates’ rights and freedom to join organizations workplace violence. These discussions include each
of their own choosing or to refrain from joining associate’s responsibility to report incidents and
organizations. No associate is subject to dismissal, management’s appropriate response. In addition,
discrimination, harassment, intimidation or retaliation associates can report incidents using Goodyear’s
due to membership in a lawful workers’ association or Integrity Hotline.
union. View Goodyear’s global human rights policy
under “Policy on Human Rights” on the “Our Company”
webpage at www.goodyear.com.
www.goodyear.com/corporate/about/
policy_human_rights.html
28. Respect the
environment
Goodyear has a comprehensive, well-defined environmental
management program that continues to evolve as the global
team works with all manufacturing facilities to meet or exceed
28
our company’s standards. Goodyear’s Environmental Health and
Safety (EHS) policy, our performance in 2009 and the goals we
have set for 2010 are outlined on the following pages.
29. Environmental, health and Managing
safety policy environmental programs
• Comply with all applicable environmental, health and Goodyear believes effective environmental
safety laws and regulations, as well as Goodyear’s management must be based on a clear policy, which
global EHS standards. provides direction for program development and
• Establish EHS management systems based on drives the aggressive goals the company sets for itself.
recognized standards, and set company-wide goals To implement this policy, our associates are highly
and objectives focused on continual improvement. trained, and the performance of each manufacturing
• Integrate EHS considerations into all key business plant is audited against Goodyear’s global standards
decisions, including the design, production, distribution with ever-increasing frequency and depth. The
and support of our products and services. success of the company’s environmental program is
• Ensure high-quality Goodyear products and work with achieved by this process of setting standards, holding
suppliers and customers to promote responsible use each plant and its associates accountable for meeting
throughout their life cycle. them and continually striving for improvement.
• Strive to reduce environmental impact and conserve
We have established a set of environmental
natural resources by minimizing waste and emissions,
compliance standards to define the minimum
reusing and recycling materials, and responsibly
requirements plants are expected to achieve. These
managing energy use.
global standards are published as documents, known
• Encourage and educate all associates to take personal
as Mandatory Environmental Requirements. These
accountability for protecting the environment and
documents are refreshed and revised annually, and
creating a safe and healthy workplace.
the requirements are refined on an ongoing basis to 29
ensure each facility improves its environmental
performance and conforms to the latest and best
procedures available.
Goals and performance
2009 Goals 2009 Performance 2010 Goals
REDUCE REDUCED REDUCE
Greenhouse Gases 5% 13% 2%
REDUCE REDUCED REDUCE
Solvent Use 33% 17% 25%
REDUCE REDUCED REDUCE
Releases to Environment (Manufacturing) 50% 30% 50%
30. To achieve our goals, we rely on a comprehensive Goodyear’s global auditing program is a collaborative
system for hiring the best engineers and scientists to effort between regional manufacturing organizations
work on daily environmental issues and develop and corporate technical experts. The audits require
strategies for the future. The company’s environmental each plant to measure its performance against
training program provides detailed knowledge about Goodyear’s published standards, and then an audit
our many processes and products, with a strong focus team of regional and corporate representatives
on the standard procedures used to guide plants follows up with an impartial, independent assessment.
toward achieving best practices. Relationships built during the auditing program drive
learning, as associates cooperate to find the best ways
Communication is critical for global improvement.
to optimize environmental performance.
Information is shared through frequent contact with
environmental associates in workshops, conference Goodyear’s comprehensive auditing programs have
calls and monthly newsletters to ensure that expanded beyond compliance to become a proactive
everyone — from management through manufacturing effort for minimizing risk and applying the best, most
associates on the plant floor — knows, understands advanced manufacturing methods to reduce
and adopts the expected performance. In addition, emissions, discharges to the environment and
Goodyear’s expanded network of regional and corporate workplace exposures. As a result of the auditing
EHS professionals meets regularly to discuss common program, plants work together to compare results and
problems and develop plans for future improvements. continually raise the global standards.
In addition to process improvements, physical Goodyear’s plants are driven to set clear, aggressive
improvements drive environmental success. Goodyear goals, and progress is measured and reported on a
30 has addressed areas of potential risk by requiring monthly and quarterly basis. This close attention
the storage of raw materials and unavoidable excess verifies progress and drives continuous improvements
materials in areas where they are not exposed to in annual environmental performance.
weather. Plant designs are also optimized to prevent
Goodyear charges our technical associates to seek the
storm water from coming into contact with oils
best combination of raw materials, manufacturing
or chemicals.
processes and energy use to produce the best tire and
To initiate our comprehensive environmental Product rubber products in the world. The company’s analysis
and Process Quality (PPQ) system, Goodyear adopted of chemical use stretches across product design,
the framework of ISO 14001 certification and unified materials chemistry, physical performance criteria and
all aspects of manufacturing excellence into a single, production technology.
consistent system of best practices. The PPQ auditing
Goodyear’s environmental management system
system has grown into a mature process comparing
is a strong driver of our achievements, resulting in
manufacturing plants against a global standard,
significant improvements on these key initiatives:
setting a well-defined benchmark for all plants to
zero waste to landfill, dramatic reductions in the
gauge and improve their performance.
use of solvents and only insignificant releases to the
environment. Taken together, these accomplishments
support the recognition of Goodyear by Newsweek
magazine as one of the “Greenest Big Companies
in America.”
31. Initiatives to reduce Goodyear’s
environmental footprint
Zero Waste to Landfill: We achieved zero waste to landfill in 2008
and have maintained this goal since. This initiative was started in
2006 to reduce Goodyear’s environmental impact by requiring all
plants to reduce, reuse and recycle manufacturing waste. Goodyear
31
is working to find the most efficient outlets for reusable scrap
material, as well as determining the best cost structure to manage
waste. As a result of the program, more material is being recycled or
used as fuel, and the sale of these by-products returns revenue to
the manufacturing process, helping to drive further improvements.
In 2009, waste management costs across Goodyear’s manufacturing
plants decreased by nearly 18 percent compared to 2008.
Zero Solvent Use: Goodyear has historically used solvents in our
manufacturing process and to maintain equipment and facilities.
Solvent Reduction
To reduce solvent use, alternative materials and simplified
manufacturing processes have been developed that maintain
100%
quality. Numerous non-solvent maintenance chemicals and cleaners
are now available. By reducing the amount of solvents used, it is 80%
easier to store and manage these materials and to reduce the
risk of emission into the atmosphere. In 2009, solvent use by 60%
manufacturing plants continued to decline to historic lows,
40%
decreasing 17 percent from 2008 levels. In addition, Goodyear’s
passenger tire plant in Amiens, France, achieved zero solvent use 20%
during the second half of 2009, a best-in-class achievement that is
being shared with other Goodyear plants worldwide. In 2010, more 0%
05
06
07
08
09
plants are expected to reach this goal.
20
20
20
20
20
32. Goodyear’s North American Tire plant in Lawton, Oklahoma, earned two
important environmental awards in 2009. The Oklahoma Star
Incentive Program recognized the Lawton plant for achieving compliance to protect the
environment and promote employee safety. The plant received a platinum ranking, the
highest level, which means it voluntarily exceeded the program’s high standards of
environmental responsibility and demonstrated to the public that its employees have
gone well beyond compliance with environmental law and implemented improvements
through waste and pollution prevention plans. The process included a review of the plant’s
environmental performance for the past three years.
The Lawton plant also was the only organization in Oklahoma in 2009 to receive the Frank Condon Award for Environmental
Excellence, which recognizes companies exemplifying initiative and leadership managing their environmental affairs. The
winner is selected by an independent panel appointed by the Board of Directors of the Environmental Federation of
Oklahoma. The award was named for the late Frank Condon, who was actively involved in environmental issues in Oklahoma
for more than 30 years. The federation’s mission is to ensure Oklahoma provides an environment conducive to a high quality
of life for all Oklahomans through balanced, responsible economic growth and protection of natural resources. The plant
received the award for its solvent reduction and zero-waste-to-landfill efforts in 2009, as well as for its recycling efforts and
community involvement with the City of Lawton’s recycling program.
Energy Efficiency: In 2009, Goodyear continued our efforts to
improve energy efficiency in all regions and to allocate energy-
related capital funds. Key energy-related performance indicators are
32 included with monthly management operations reviews. Goodyear
and the developer of our new global headquarters building project
remain committed to securing LEED (Leadership in Energy and
Environmental Design) certification for the new facility. Goodyear
also stepped up efforts in 2009 to improve energy efficiency at
non-manufacturing facilities.
Manufacturing Efficiency: Overall, Goodyear faced manufacturing
efficiency challenges in 2009; however, generally accepted methods
of adjusting for production differences indicate a 1 percent
improvement over 2008 levels. Measuring energy use (BTU) per
Manufacturing pound of product, known as energy intensity, shows a 1.5 percent
BTU Per Pound unadjusted efficiency improvement since 1990.
(Indexed)
• Latin America was the 2009 leader in production-adjusted
100%
improvement.
95% • North American Tire achieved these goals:
- Dedicated resources for energy improvement.
90%
- Joined the U.S. Department of Energy (DOE) “Save Energy Now
85%
Leaders” program, agreeing to a 25 percent improvement in energy
intensity over the next 10 years including commitments for both
80% Goodyear and DOE.
05
06
07
08
09
- Conducted energy review visits at all major manufacturing plants.
20
20
20
20
20
