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Business Continuity

Company History

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.

Goodyear’s Director Global Business Continuity oversees all Business Continuity teams comprising representatives from each business unit and tactical function. Governed by a senior leadership committee, this team implements a risk-based, decision-making Business Continuity Process with steps for preparedness, response, restoration and recovery for any incident Goodyear may face, including natural disasters, political unrest, pandemics, supply chain risks, cyber security concerns, and labor relations issues. This Business Continuity Process is 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 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 maturity of our Business Continuity Process through an annual Business Continuity Maturity of Excellence process. 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 aligned with our Business Continuity Strategy Roadmap. Included are 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:

Business Continuity: Putting Theory to Practice During COVID-19 Pandemic

Goodyear’s Global Business Continuity Team has responded to various pandemics and infectious diseases in the past, all of which provided a background of experience and training for the team when faced with the COVID-19 pandemic. When news first broke of an outbreak in China, the team set a structure for all Goodyear regions to follow, and a global team, consisting of more than 500 associates around the world, has been continually engaged in COVID-19 response and recovery.

During 2019 and 2020, Goodyear’s Business Continuity Team:

  • Supported our essential business, including our retail and commercial truck service centers that remained open to provide our products to essential health care and first responders and other essential businesses delivering products
  • Created a process for 25,000 associates to work remotely
  • Aligned our Business Continuity process across 74 offices and 46 factories to manage the safe shutdown and restart of operations
  • Engaged associates around the world in development, communication and maintenance of more than 100 essential protocols and guidance documents across all Goodyear regions
  • Monitored 700 supply lanes used by 120 suppliers and more than 200 critical material codes

 

The Business Continuity team supports Goodyear’s ISO compliance requirements. By working closely with Goodyear’s regional quality teams, audited facilities can validate they are aligned with regional and global programs for the following activities:

  • Operational risk identification and evaluation;
  • Contingency planning for risks that may affect customers; and
  • Evaluation and testing of planning.