Business Continuity

Goodyear plans and prepares for operating effectively under adverse conditions, enabling the business to return to normal operations by focusing on the financial and operational impact of human, natural and technological events.

our commitment

why it matters

At Goodyear, we work diligently to anticipate risks and plan accordingly to operate effectively under adverse conditions to ensure short-term continuity and long-term viability of our businesses. We operate under the belief that the only thing harder than planning for incidents is addressing the consequences when you do not.

governance & performance

what we're doing about it

Goodyear’s Director of Global Business Continuity oversees the Global Business Continuity team comprising representatives from each business unit and tactical function. Governed by a senior leadership committee, this team implements a comprehensive “all-hazards” Business Continuity Process with steps for preparedness, response, restoration, and recovery for any incident Goodyear may face, including natural disasters, political unrest, supply chain risks, cyber security, and labor relations. This Business Continuity Process follows the National Fire Protection Association (NFPA) 1600 Business Continuity standard and is also aligned with the Disaster Recovery Institute (DRI) International for certification and accreditation in business continuity. All manufacturing locations, key business units and global leaders complete risk surveys each year to assess potential local risks. The Business Continuity team then prioritizes risks by highest probability and potential impacts to Goodyear and plans accordingly. At the end of each year, we evaluate actual incidents and set priorities to reduce future frequency and potential impacts.

We evaluate the strength of our Business Continuity Process through an annual maturity model called Business Continuity Excellence. Based on DRI International’s Professional Practices framework for maintaining organizational resilience, our assessment evaluates teams located at our manufacturing facilities. We then set annual targets for continuous improvement. Additionally, team members from each business unit complete monthly scorecards to track execution of activities such as quarterly meetings, training, contingency plan development and testing, post-incident gap analyses, best practice sharing and benchmarking to bolster our understanding of and response to potential risks. To assess year-over-year progress, we track completion of the following procedures:

Goodyear’s Business Continuity team has up to 300 global team members engaged and trained. Nearly all team members have other full-time roles but make business continuity a priority when necessary. They all are encouraged to complete a formal annual business continuity training and receive a certificate signed by leaders. Having a robust team is strategic and lends to the resilience of our response. The more associates who understand our process, the more quickly we alleviate concerns across Goodyear’s footprint. Each September, we share business continuity awareness training and various resiliency resources during Goodyear’s Global Preparedness Month.

Goodyear collaborates with external entities to improve the resilience of our communities. We engage suppliers, customers, insurers, financial institutions and government agencies to foster collaboration, preparation and response. For instance, Goodyear Headquarters is a Closed Point of Dispensing location for the Summit County public health department. In the event of an infectious disease outbreak, we will distribute medication to local associates to relieve the stress on the county and ensure that our associates will not contract or spread an infectious disease.

Other collaborations include inviting the Department of Homeland Security, Federal Bureau of Investigations, American Red Cross and the local police to present during Global Preparedness Month and working alongside our customers to find solutions that meet their business continuity needs.

opportunities

what we're working on

We will continue to anticipate risks and prepare for the unknown. We will focus on the continuous improvement of internal awareness, training and testing of our plans, as well as engagements with external authorities, all of which are critical to the success of our process and, therefore, our business.

achievement