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Sudhir Kulkarni, Executive Director and Country Head – HR, Admin and CSR, Bridgestone IndiaIn a rapidly evolving business landscape, where disruption has become the norm, Bridgestone India is reimagining to build a future-ready workforce.
Under the leadership of Sudhir Kulkarni, Executive Director and Country Head – HR, Admin and CSR, Bridgestone India, the organisation has embraced agility and continuous learning as strategic pillars to navigate change proactively.
In a conversation with ETHRWorld, Kulkarni shares how Bridgestone India is building cultures of adaptability, innovation and sustainable growth while ensuring the employees remain at the centre of every transformation journey.
From Indore to Chakan: A legacy of growth and stability
Established in 1996, Bridgestone India, a subsidiary of Japanese tire giant Bridgestone Corporation, operates two state-of-the-art manufacturing facilities at Indore in Madhya Pradesh and Chakan (Pune) in Maharashtra.
Together, these plants employ over 3,200 people, including 1,050 in corporate roles. Despite rapid regional and structural changes, including a realignment from Europe to the Asia Pacific business cluster, the company has demonstrated consistent growth and profitability.
“People, their safety, wellness and growth have always been at the centre of our journey. That priority hasn’t changed since the beginning,” Kulkarni said.
Process-driven culture anchored in Japanese principles
While Bridgestone is often seen as a Japanese organisation, Kulkarni clarified, “We are a global company with a global footprint, but our roots are deep in Japanese work culture, particularly in the way we approach processes.”
Central to this is the PDCA (Plan-Do-Check-Act) methodology, a systems-driven approach practised by every employee.
“Even leadership changes don’t shake our foundation. Because the philosophy is so deeply embedded, transitions remain seamless and focused,” said Kulkarni.
High engagement without Union: A rare model in India
One of the most striking features of Bridgestone India’s HR model is the complete absence of trade unions in its plants since its inception. Despite this, the company has managed to build a highly participative and cohesive work culture, according to Kulkarni.
“Our workmen and officers are treated with equal respect. This equality is demonstrated in everything from shared meals to our (almost) five-day workweeks for shopfloor staff,” said Kulkarni.
Transparent forums such as ‘Chai Pe Charcha’, ‘voice meetings’ and ‘plant-level townhalls’ ensure that feedback flows both ways. “When people are heard, they don’t feel the need for representation through unions,” he added.
A track record of retention and loyalty
Retention metrics speak for themselves. Over 70 percent of Bridgestone India’s workforce has been with the company for over a decade. Among the shopfloor employees, attrition is virtually non-existent—limited only to retirements and unfortunate deaths, claimed Kulkarni.
“Our workmen have a transparent and scientific performance management system. They know how their performance is measured and how promotions happen. It builds immense trust,” he said.
Structured career progression and internal mobility
From the shopfloor to the executive suite, Bridgestone prioritises internal mobility. Succession planning is also meticulous. Using tools like ‘nine-box talent reviews’ and region-wide job grading structures, Bridgestone ensures clarity and fairness in advancement. “Career progression is role-based, transparent and well-communicated,” said Kulkarni.
Even workmen benefit from detailed career maps that define promotion criteria by tenure, performance and behavioural metrics.
The power of learning: from India to the world
Learning is another cornerstone. The company mandates a benchmark of 20 learning hours per employee per year. Digital learning is also available on mobile devices, and employees engage in structured development programmes.
One such initiative is the ‘Young Professional Programme’, which involves partnerships with universities and over 35 days of annual training for high-potential employees. Besides, the ‘100 Days Global Programme’ offers cross-country exposure for the employees.
“Indian employees go to Thailand, Japan and other locations to work on projects and bring back global learnings and also, we send our expats to India too, which enriches our intercultural understanding,” Kulkarni said.
A culture of wellness and family inclusion
Bridgestone’s wellness programmes extend beyond its employees. Initiatives like fitness challenges see up to 50 percent participation and include the employees’ spouses and children.
Mental health support, wellness leave, and even a ‘Leave Bank’—where employees can donate leaves to colleagues in need—make the culture truly people-first, said Kulkarni.
One standout initiative is the ‘Scholarship Programme’. Employees’ children who get into top-tier institutions like IITs or IIMs receive scholarships of up to Rs 1.2 lakh. “It’s not just financial support. We host the families and celebrate their achievements publicly. It creates pride and emotional connect,” Kulkarni explained.
Digitisation: Seamless, secure, end-to-end
From onboarding to exit, every HR process at Bridgestone is digitised. There are no manual processes—not even for reimbursements or leave management, according to Kulkarni.
“What sets us apart is that we’ve built not just efficiency but equity into our processes. For instance, our travel policies don’t have food limits based on grade. Everyone, from junior to senior, gets the same allowance. We don’t just talk about culture—we live it,” said Kulkarni.
Localised strategy, global ‘DNA’
Aligning global mandates with local nuances remains an ongoing balancing act. But Kulkarni believes India has successfully contextualised Bridgestone’s global HR strategies.
“We don’t copy-paste. Whether it’s grading systems or performance reviews, we localize execution without compromising global standards, and we involve our employees in every step,” Kulkarni said.
This philosophy was tested when the India business shifted from Europe to the Asia Pacific region. “There were changes in leadership and tools, but the transition was seamless. Because when the process mindset is deeply rooted, agility becomes natural,” he added.
AI and Hiring: Purposeful, not overused
Despite being a digital-first company, Bridgestone India does not use AI tools for performance evaluation or senior hiring.
“Our attrition is low, so our hiring needs are limited. We use digital tools for campus hiring, but beyond that, we prefer a human-centric approach,” said Kulkarni.
New recruits go through a structured one-year programme with cross-functional rotations and projects. “Our aim is to grow them into future leaders,” he added.
Fostering transparent conversations
Transparent communication is a deliberate strategy at Bridgestone. From quarterly townhalls, some hosted by the Global CHRO, to informal sessions on the shopfloor, employees are encouraged to speak openly.
“Most employees choose to share feedback with their names. That shows the trust we’ve built,” claimed Kulkarni.
Ideas such as the Leave Bank originated from these employee forums. “We believe in bottom-up innovation. Our people often have the best ideas, we just listen,” said Kulkarni.
A revolution in Indian manufacturing
In a sector often fraught with labour tensions and high attrition, Bridgestone India’s people-first model stands out. From shopfloor empowerment to global exposure, from digitisation to deeply personal recognition programmes, the company is redefining what workplace excellence looks like.
“Our business success is simply a reflection of our people’s agility, trust and performance. If you build the right culture, performance follows,” Kulkarni concluded.
- Published On Aug 18, 2025 at 07:30 AM IST
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