Bridgestone Corporation - Climate Change 2023
C0. Introduction

C0.1(C0.1) Give a general description and introduction to your organization.
The Bridgestone Group, headquartered in Tokyo, is a global leader in tires and rubber building on its expertise to provide solutions for safe and sustainable mobility. We
manufacture and sell a variety of tires, including those for passenger cars, trucks and buses, aircraft, construction and off-road mining vehicles, industrial and agricultural
machinery, motorcycles, scooters and other vehicles. We also provide automotive parts, automotive maintenance and repair services, raw materials for tires and otherproducts. In the diversified products business, we produce and sell industrial products, sporting goods and bicycles and other products. In addition, we have recently been
going beyond simply selling tires and diversified products on a standalone basis to develop a solutions business. This business combines products, maintenance and otherservices, with IT and sensing technologies to provide solutions to the customers. These products and services are sold in over 150 nations and territories around the world.

C0.2(C0.2) State the start and end date of the year for which you are reporting data and indicate whether you will be providing emissions data for past reporting
years.
Reporting year
Start date
January 1 2022
End date
December 31 2022
Indicate if you are providing emissions data for past reporting years
No
Select the number of past reporting years you will be providing Scope 1 emissions data for<Not Applicable>
Select the number of past reporting years you will be providing Scope 2 emissions data for<Not Applicable>
Select the number of past reporting years you will be providing Scope 3 emissions data for<Not Applicable>

C0.3(C0.3) Select the countries/areas in which you operate.
Argentina
Australia
BelgiumBrazilCanadaChina
Costa Rica
FranceHungary
India
Indonesia
Italy
Japan
Liberia
Malaysia
MexicoPhilippines
PolandRussian Federation
Singapore
South Africa
Spain
Taiwan, China
ThailandTurkeyUnited Kingdom of Great Britain and Northern Ireland
United States of America
Viet Nam

CDP

C0.4
(C0.4) Select the currency used for all financial information disclosed throughout your response.
JPY

C0.5
(C0.5) Select the option that describes the reporting boundary for which climate-related impacts on your business are being reported. Note that this option shouldalign with your chosen approach for consolidating your GHG inventory.
Operational control

C0.8(C0.8) Does your organization have an ISIN code or another unique identifier (e.g., Ticker, CUSIP, etc.)?
Indicate whether you are able to provide a unique identifier for your organization

Provide your unique identifier

Yes, an ISIN code

JP3830800003

C1. GovernanceC1.1(C1.1) Is there board-level oversight of climate-related issues within your organization?
Yes

C1.1a
(C1.1a) Identify the position(s) (do not include any names) of the individual(s) on the board with responsibility for climate-related issues.
Position ofindividual orcommittee

Responsibilities for climate-related issues

Chief Executive
Officer (CEO)The Global CEO is a member of the board, and has the highest-level responsibility for climate-related issues. The Global CEO is responsible for deciding policies and measures or presenting to
the board and overseeing company-wide management activities about management vision, mid-term strategies, and annual policies including climate-related issues.
In 2020, the Board of Directors including the Global CEO discussed and approved a new Mid-Long Term Business Strategy that places sustainability at the core of Bridgestone management.
In the process of developing the Mid-Term Business Plan based on the business strategy, a Sustainability Business Framework that links carbon neutral initiatives with the business model was
also discussed and approved.

C1.1b

CDP

(C1.1b) Provide further details on the board’s oversight of climate-related issues.
Frequency
Governance
Scope of Please explain
with whichmechanismsboardclimate-related into which
level
issues are aclimate-related oversightscheduledissues areagenda item
integrated
Scheduled –Overseeing<Notsome meetings and guiding
Applicabl
employeee>incentives
Reviewing andguiding strategy
Overseeing
and guiding thedevelopment ofa transition plan
Monitoring theimplementationof a transition
plan
Overseeing thesetting ofcorporate
targets
Monitoring
progresstowards
corporate
targets
Reviewing andguiding the risk
management
process<Board's oversight>
Bridgestone, in accordance with its Articles of Incorporation and applicable laws, stipulates in the Regulations of the Board of Directors that the Board of Directors is
the highest decision-making body within the company. The restructuring of the Board’s authority conducted in February 2018 enables the Board to focus more on
deliberations concerning business strategy including:
1) Fundamental management policy includes:-The Environmental Mission Statement one of the important objectives of which is CO2 reduction-The Bridgestone E8 Commitment: an axis to drive management while earning the trust of future generations through the pursuit of both social and customer value.
Bridgestone is committed to providing 8 Bridgestone-like values starting with the letter “E”. The 8 value includes Energy committed to the realization of a carbon
neutral mobility society.
2) Mid-Long Term Business Strategy: This is the new growth strategy, where sustainability is embedded as a core business driver. The Group will create new value forsociety by addressing social issues and positively contributing to the achievement of the SDGs including Climate Change issues. By creating, balancing andexpanding its social and customer value, the Group will further its competitive advantage. The Group's mid-term business plan for 2021-2023, based on the Mid-Long
Term Business Strategy, sets out a Sustainability Business Framework to achieve carbon neutrality and a circular economy. This includes CO2 reduction targets in
Milestone 2030 (Reduce our absolute CO2 emissions by 50% versus 2011 and contribute to reducing more than 5 times our emissions).
3) Board Members’ and Executive Officers’ remuneration:
The policy for setting remuneration by position and individual remunerations to the Company's Board Members and Executive Officers is determined by the Board
Compensation Committee, composed solely of Independent Outside Directors. The remuneration of Executive Officers includes Restricted Stock Unit (RSU), etc.
which are provided according to the evaluation of sustainability and transformation initiatives in each fiscal year. The achievement of sustainability targets, such ascarbon neutrality, is considered during the evaluation of RSU.
<Report to the Board>
To the Board, situation and progress of execution of the items above are reported quarterly. The progress and activities of mid-term strategy related to sustainability,
including environment and climate change issues, are reported and discussed four times a year by the Global Executive Committee (Global EXCO), Bridgestonehighest-level execution committee.
<Examples of reported contents in 2022>
Additional target and countermeasures to reduce Scope 1 and 2 emissions for 2023

C1.1d
(C1.1d) Does your organization have at least one board member with competence on climate-related issues?
Board
member(s)havecompetence
on climaterelated
issuesRow Yes1

Criteria used to assess competence of board member(s) on climate-related issues

Primary reason
for no boardlevelcompetence on
climate-related
issuesBridgestone Corporation has the following nominating policy for appointment to the Board:<Not Applicable> <Not Applicable>

The nominating policy for outside directors requires the candidate’s expertise, experience and ability to make judgementsfrom an independent perspective. One director has excellent academic knowledge in the field of sociology and international
business administration, as well as abundant wisdom regarding CSR and sustainability in Japan and overseas. He was
expected to contribute to the sustainability perspective, including climate-related issues, when nominating the outside
director.
The nominating policy for members of the board who are not outside directors requires the candidate's scope of knowledge
and experience regarding the business and its operations. Two Directors have experience as Executive Officer in charge ofEnvironment, and the one other Director has also experience as Executive Officer in charge of CSR and Environment. These
three Directors were expected to contribute to the sustainability perspective, including climate-related issues, whennominating the board members.

C1.2

CDP

Explain why your organization does nothave at least one board member withcompetence on climate-related issues andany plans to address board-levelcompetence in the future(C1.2) Provide the highest management-level position(s) or committee(s) with responsibility for climate-related issues.
Position or committee
Chief Executive Officer (CEO)Climate-related responsibilities of this position
Developing a climate transition plan
Implementing a climate transition plan
Integrating climate-related issues into the strategy
Setting climate-related corporate targets
Monitoring progress against climate-related corporate targets
Assessing climate-related risks and opportunities
Managing climate-related risks and opportunities
Coverage of responsibilities<Not Applicable>
Reporting line
Reports to the board directly
Frequency of reporting to the board on climate-related issues via this reporting line
Quarterly
Please explain
At Bridgestone, Global CEO is the highest-level management position and has ultimate responsibility for management strategy and overall management including climaterelated issues. And the highest-level committee associated with the Bridgestone Group global business execution is the Global Executive Committee (Global EXCO).
Members of the Global EXCO are nominated from full-time corporate officers by the Global CEO/ Joint Global COO.
Reporting to the Global EXCO, Bridgestone has the Global Sustainability Committee (GSC) that is led by the Joint Global COO and comprised of executive officers andprofessionals responsible for Sustainability and representatives of Strategic Business Units (SBUs) and functions.
Sustainability is led holistically and globally by the GSC with working groups of cross-functional, cross-regional leaders responsible for operationalizing the BridgestoneGroup’s sustainability framework. Under the GSC, Bridgestone has 6 working groups*. Each working group comprised of members from corresponding functions or relatedareas in each SBU and report to the GSC. Among the 6-working groups, the “Environment Working Group” and “Carbon Neutral Working Group” summarize and reportresults related to CO2 goals and management, and proposes strategies to the GSC, taking into account the latest social trends that might represent environmental
risks/opportunities. The Group also established a Global Sustainability Function with members from each region to activate its sustainability journey to ensure thesuccessful cultural, strategic and operational integration.
According to deliverables from the working groups including that from the Environment Working Group as written above, the GSC prioritizes Sustainability initiatives inareas pertaining to a variety of global issues including climate change, formulates global strategies and tracks the progress of activities in each area. Then, the GSC reports
to the Global EXCO and ask them for decision making on important issues. Under this structure, the Global EXCO receives quarterly reports from the GSC, on plans andprogress in addressing climate-related issues, and the Global CEO makes decisions on key climate-related issues with Global EXCO members such as CO2 reduction
targets.
As for risk management/assessment, the Bridgestone Group broadly divides risks into two categories: business strategic risks, which are related to management decisionmaking, and operational risks, which include climate change risks and are related to daily operations. The former is handled through business operations, while the latter ishandled by the Chief Risk Officer (CRO), who has overall responsibility for managing risks and reports to the Global CEO.
*6 working groups under the GSC: "People", "Environment", "Compliance, Fair Competition", "Human Rights, Labor Practices", "Sustainable Procurement" and “Carbon
Neutral”

C1.3(C1.3) Do you provide incentives for the management of climate-related issues, including the attainment of targets?
Provide incentives for the management of climate-related issues
Row 1

C1.3a

CDP

Yes

Comment

(C1.3a) Provide further details on the incentives provided for the management of climate-related issues (do not include the names of individuals).
Entitled to incentive
Corporate executive teamType of incentive
Monetary reward
Incentive(s)SharesRetirement plan
Performance indicator(s)Achievement of climate transition plan KPI
Achievement of a climate-related target
Incentive plan(s) this incentive is linked to
Both Short-Term and Long-Term Incentive Plan
Further details of incentive(s)50% is provided as stock units, and cash equivalent to the market value is paid at time of retirement. The remaining 50% is provided as restricted stock, and the transfer
restriction is lifted upon retirement.
Explain how this incentive contributes to the implementation of your organization’s climate commitments and/or climate transition plan
To promote transformation from a long-term perspective and encourage the achievement of the sustainability business framework, we have adopted sustainability incentives
as new mid- to long- term incentives from fiscal year 2022. Since the amount of RSU, etc. provided based on this framework varies from 0% to 120% in accordance with theevaluation of sustainability and transformation initiatives such as achievement of carbon neutrality targets in each fiscal year, and the results of these efforts are reflected in
the corporate value (price of Company shares) over the mid- to long-term, vesting of RSU, etc. shall be at the time of retirement.
Entitled to incentive
All employeesType of incentive
Monetary reward
Incentive(s)Bonus – set figure
Performance indicator(s)Achievement of a climate-related target
Implementation of an emissions reduction initiative
Reduction in absolute emissions
Energy efficiency improvement
Reduction in total energy consumption
Incentive plan(s) this incentive is linked to
Not part of an existing incentive plan
Further details of incentive(s)A system to raise employees' awareness and encourage environmental activities, including financial rewards in some regional awards.
Explain how this incentive contributes to the implementation of your organization’s climate commitments and/or climate transition plan
The Bridgestone Group Awards (BGA) are the highest global recognition for all employees that rewards efforts of organizations and individuals. The BGA 2022 werecomprised of four categories:- Solution for Sustainability Business- Value Creation for Society- Value Creation for Customers- Management Fundamentals
One of award categories, Value Creation for Society, recognizes efforts related to social value creation with society and our partners, such as achieving a CO2 reduction
target, reducing energy use, and improving efficiency.

C2. Risks and opportunities

C2.1(C2.1) Does your organization have a process for identifying, assessing, and responding to climate-related risks and opportunities?
Yes

C2.1a
(C2.1a) How does your organization define short-, medium- and long-term time horizons?

CDP

From (years)

To (years)

Short-term

05Medium-term

5

10Long-term

10

40Comment

C2.1b
(C2.1b) How does your organization define substantive financial or strategic impact on your business?
From a strategic point of view, Bridgestone defines Risk as “events (incidents, accidents, natural disasters, problems, etc.) that may cause losses to the organization,
employees, products and services, financial conditions, brands, customers, shareholders, business partners, and neighbouring residents, etc.” in the Risk Management Basic
Manual, and Climate Change is also included as a factor that causes these events. The degree of risk impact is assessed quantitatively according to the Risk Assessment
Criteria from 5 viewpoints: Amount of damage, Human life, Operational impact, Environmental and Social trust. Then, it is comprehensively classified into five levels:
Extensive impact, Substantial impact, Major impact, Moderate impact and Minor impact based on the impact level of each viewpoint. Among them, Extensive impact,
Substantial impact, Major impact are defined as substantive financial impact, which are equivalent or more than one week impact on operational impacts or a major damage
amount (assessed and judged around the order of USD 0.4 million).
And also, from a financial perspective, the threshold for the judgement is whether the risk is anticipated to cause more financial loss than a standardized amount.
The process for risk identification and assessment mentioned above is also applied to the risks other than environment related ones including climate change, so various risks
which we may face can be assessed in comparable manner.

C2.2(C2.2) Describe your process(es) for identifying, assessing and responding to climate-related risks and opportunities.
Value chain stage(s) covered
Direct operations
Upstream
Downstream
Risk management process
Integrated into multi-disciplinary company-wide risk management process
Frequency of assessment
More than once a year
Time horizon(s) covered
Short-term
Medium-termLong-term
Description of process<1. Risk assessment structure in the Bridgestone Group>
The Bridgestone Group established the Global Management Risk Committee (the “GMRC”). The GMRC, chaired by the Group Global General Counsel, is a charteredcommittee consisting of the CEOs and Chief Risk Officers (each a “CRO”) of each region, as well as others with relevant expertise within the organization. Members of theGMRC also periodically provide updates and reports to the global CEO and board members.
In addition to the GMRC, the Bridgestone Group has also formed a Chief Risk Officer Council (the “CRO Council”). The CRO Council consists of the CROs and dedicatedenterprise risk management professionals from each region. The CRO Council reports into the GMRC. The GMRC and CRO Council closely collaborate with the
Bridgestone Group’s Global Sustainability Committee to ensure that sustainability including climate-related risk is integrated into enterprise risk management processes.
<2. The process for assessing and responding to risks and opportunities>
In the Bridgestone group, the Chief Risk Officers (CRO) of each SBU in cooperation with functional departments within SBUs hold group-wide process at least once a year
to identify potential risks from the perspective of potential impact and probability of occurrence. The each identified risk is reviewed four times a year to publicly disclose
major categories of these risks in our quarterly Securities Report. The risk categories identified and addressed include ESG risks, including but not limited to occupational
health and safety, environmental protection, sustainable business operations (e.g., climate change, water intake), supplier management and compliance programs, ethics
and compliance. Bridgestone standardized the degree of potential impacts of risks by impact-type such as human life/health, financial loss, operational impact (period ofsuspension of sales and plant operation or time necessary for response), social trust and so on. The criteria to determine rank differs by the impact type. As for environment
related risks including climate change and CO2 emission etc., the Group considers the possible impact is substantive when it falls under one of the following criteria:“Strong feeling of discomfort extending to areas surrounding the office/plant, accompanied by health damage in some cases, or health damage caused externally over awide area”, “Excess limit of financial amount (determined by company)”, “Over two weeks’ impact on division (period of suspension of sales and plant operation or timenecessary for response)”, or “Trust damaged in terms of the company’s reputation (falsified reports, organizational scandal)”. On the other hand, we also estimate
probability of occurrence and classify them into 4 ranks based on the likelihood.
Then, the GMRC evaluates various global risks from short-, medium-, and long-term perspectives, and provides direction and oversight for the relevant leaders and crossfunctional groups within the organization who are charged with leading the risk management efforts. The GMRC meets several times a year and has direct oversight of themost significant enterprise-wide global risks. Additionally, the assessment results of climate and sustainability-related risks and opportunities, as well as climate andsustainability-related mid-term strategy and its progress, are reported and discussed four times a year at the Board meeting by the Global Executive Committee (Global
EXCO), Bridgestone highest-level execution committee.
The CRO Council meets frequently and has direct responsibility for the design and implementation of enterprise risk management at the global and regional levels, including
investment in and use of leading risk management technology and systems, and continuously enhancing our business continuity and crisis management activities. Each of
the CROs are also responsible for driving and coordinating operational risk mitigation and management activities at the department and SBU levels within their respective
regions.

C2.2a

CDP

(C2.2a) Which risk types are considered in your organization's climate-related risk assessments?
Relevance Please explain&
inclusion
Current
regulation

Relevant,
alwaysincluded

Recently, various regulations have been introduced for the purpose of curbing climate change. With respect to tires also, maximum limits on rolling resistance and the labelling system havebeen introduced. Following such new regulations, operational cost such as to develop low rolling resistance tires, to measure rolling resistance coefficient value and to print labels has
been increased. There is a possibility of further increase of operational cost in case such regulations become stricter and/or expand globally. For example, Europe (EU member states),South Korea, Brazil and the Middle East (GCC, Israel) have already introduced the maximum limit and labelling systems for rolling resistance. Studies of introducing regulations areunderway in the United States, India and China, and there is a possibility of further expansion in the future. Bridgestone’s tire sales accounts for more than 90% of total sales, and since wesell a wide range of tires in over 150 countries, such as for passenger cars, truck and bus, and light truck, in each country that has introduced or is considering the labelling system andpromoting development of low rolling resistance tires as represented by ECOPIA which superior level of fuel efficiency and other performance. Therefore, its impact is significant.
The global Environment Working Group is monitoring social trends including current regulations and Bridgestone encourages the development and launch of low rolling resistance tires tocontribute to CO2 emissions reduction activities.

Emerging
regulation

Relevant,
alwaysincluded

There are discussions about introducing carbon pricing in many countries, and since Bridgestone has facilities in over 20 countries, there is a possibility of increasing operational cost. For
example, the current carbon tax rate in Japan is 289 yen/tCO2e, in the case the carbon tax rises to 1,000 yen in the future, the impact will be 750,000,000 yen. If the carbon tax increases
gradually in the future, it is considered that the impact will be large.
The global Environment Working Group is monitoring social trends including emerging regulations such as carbon tax, etc. and Bridgestone continues to encourage activities to reduce
CO2 emissions.

Technology Relevant,alwaysincluded

There is a possibility of sales decrease in the case of becoming less competitive because of delay of low carbon technology development enhancing energy efficiency of
products/manufacturing. We estimate that the potential financial impact is 38.32 billion yen per 1% decreasing of annual sales. It will be a significant impact for Bridgestone, whose tire
sales account for more than 90% of total sales. By introducing such energy- efficient technologies, Bridgestone encourages providing products and services that can contribute to reduce
CO2 emissions, such as fuel-efficient tires.

Legal

Relevant,
alwaysincluded

Bridgestone is subject to relevant laws and regulations in each country in which it conducts business. In case of providing accurate information with climate change-related data in
administrative reports and product labelling, there is a risk of investigation by authorities and litigation. For example, there may be cases in which an incorrect explanation of energy
efficiency is displayed in the tire labelling, or CO2 emissions from production sites are reported incorrectly. Incorrect tire fuel consumption information will also affect the fuel consumption
information of the vehicle, which will prevent measures against climate change by vehicles with a large impact on CO2 emissions. As it affects not only the company's laws and regulations,but also car manufacturers and their purchasers, it is considered to be a major risk.
In the future, mistaking compliance with new laws and regulations may have negative impacts such as business activity restrictions and increased costs for litigation.

MarketRelevant,
alwaysincluded

Bridgestone encourages providing products and services which can contribute to reducing CO2 emissions, such as fuel-efficient tires. However, changes on climate-related requirementsin the market may impact our sales.
For instance, expectations for fuel efficient tires and retread tires are increasing in our markets. However, there is a possibility of losing competitiveness and drop in market share in case ofdelaying the development and providing tires which can not improve customer satisfactions related to CO2 reductions. We estimate that the potential financial impact is 38.32 billion yen per
1% decreasing of annual sales. It will be a significant impact for Bridgestone, whose tire sales accounts for more than 90% of total sales. In addition, in case that global temperature
becomes significantly higher and snowfall becomes lower, demand for winter tires might be lower.
The global Environment Working Group is monitoring social trends including market requirements from customers such as automakers.

Reputation Relevant,alwaysincludedWith the increasing demand for climate change response in the automotive industry, disclosure of environmental data is also becoming more important. Bridgestone encourages ESG
disclosure, and disclose environmental data including energy and CO2 emission data in various media such as the Annual Report, Integrated Report and website. But in the event of acrisis that damages social credibility by providing inaccurate information related to climate change, there are possibilities to lose trust from customers and stock price. It may cause adecline and adversely affect business performance and financial condition. It could negatively impact Bridgestone's business performance and financial position, and at the same time
impair investors' chances of making appropriate decisions on climate change initiatives. To enhance the transparency and reliability of disclosure, Bridgestone conducts third-party
verification and reviews of most of the data contained in sustainability reports such as CO2 emissions. The global Environment Working Group also monitors ratings of Bridgestone byexternals. The global Environment Working Group also monitors social trends including reputations of advanced companies on ESG as benchmark and criticisms for companies with ESG
related misdoings to avoid potential negative reputational impacts.

AcutephysicalRelevant,
alwaysincluded

Bridgestone’s main business is tires whose raw materials consist of natural rubber. Currently, natural rubber is almost entirely made from the sap (latex) of para rubber tree. 90% of thegrowing area of para rubber tree is in Southeast Asia and owing to droughts in the tropical rainforests of Southeast Asia caused by El Nino, the deciduous period for para rubber tree
becomes longer and the period during which sap can be obtained becomes shorter, thereby leading to a decrease in yield. As a result, the balance of supply and demand is expected to be
upset and the price of natural rubber, which plays a vital role as a raw material of tires, is expected to surge. If the price of natural rubber rises and it becomes difficult to procure suchrubber, the cost of tire production will increase. This in turn is expected to result in lower profit or a decrease in share due to higher tire prices. In addition, severe weather such as floods
and hurricanes could affect operations at manufacturing facilities and/or distribution channels. The global Environment Working Group is monitoring social trends including yearly climatechange status in all regions.

Chronic
physicalRelevant,
alwaysincluded

Bridgestone’s main business is tires whose raw materials consist of natural rubber. Currently, natural rubber is almost entirely made from the sap (latex) of para rubber tree. 90% of thegrowing area of para rubber tree is in Southeast Asia. There is a risk of rubber supply shortage as climate pattern changes in regions where para rubber tree grows and rubber production
efficiency worsen. It can lead to lower profit because of a higher rubber procurement cost. For example, in 2017, rubber prices rose about 15% when rubber yields temporarily declined
10% in Thailand. If the yield of rubber decreases chronically due to climate change and the price of rubber continues to rise, the cost of manufacturing tires will increase. This in turn is
expected to result in lower profit or a decrease in share due to higher tire prices.
The global Environment Working Group is monitoring social trends including publications about long-term estimations related to climate-change.

C2.3(C2.3) Have you identified any inherent climate-related risks with the potential to have a substantive financial or strategic impact on your business?
Yes

C2.3a
(C2.3a) Provide details of risks identified with the potential to have a substantive financial or strategic impact on your business.
Identifier
Risk 1
Where in the value chain does the risk driver occur?
Direct operations
Risk type & Primary climate-related risk driver
Emerging regulation

Carbon pricing mechanisms

Primary potential financial impact
Increased indirect (operating) costs
Climate risk type mapped to traditional financial services industry risk classification<Not Applicable>

CDPCompany-specific description
Introducing carbon pricing in various countries would cause increase of operational cost since Bridgestone has facilities in over 20 countries.
For example, in October 2012, the Tax for Climate Change Mitigation was introduced in Japan. In response to such introduction, the Bridgestone Group is paying moretaxes directly according to the use of fuel and indirectly according to the use of electricity. Specifically, by using a CO2 emissions factor of each fossil fuel, the tax rate perunit quantity (kilo litter or tonne) is set so that each tax burden is equal to 289 yen per tonne of CO2 emissions. For Bridgestone, it is an important climate risk to consider
because approx. 33% (45 facilities as of 2022) of our manufacturing facilities are located in Japan and CO2 emission of these facilities accounts for approx. 24% of our
Scope1 & Scope 2, the highest percentage of our Scope 1 & 2 emissions by country. Therefore, there is a risk of a further increase in the operational cost if the tax rateincreases.
Time horizon
Medium-term
Likelihood
LikelyMagnitude of impact
High
Are you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
750000000
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
Financial impact is estimated to 289 yen/tCO2 based on the current carbon tax rate. Although it depends on the degree of increase the tax rate, the figure shown in the“Potential financial impact 750,000,000 yen” is a calculation to 1,000 yen increase case. This 1,000 yen increase is the lowest of the four options for the carbon tax increase
estimated by the Ministry of the Environment, Government of Japan in 2021: 1,000 yen, 3,000 yen, 5,000 yen, and 10,000 yen.
In the breakdown of CO2 emissions (Scope1, 2) in 2022, Japan's emissions were around 750,000 tonnes.
(750,000 tCO2 * 1,000 yen/tCO2 = 750,000,000 yen)This is the financial impact in Japan, and further impact is expected if the carbon pricing is introduced in various countries where we operate.
Cost of response to risk
7532000000
Description of response and explanation of cost calculation
To mitigate this risk, Bridgestone has two approaches to reduce the impact of future carbon taxes by reducing CO2 emissions. One is to include the evaluation from theviewpoint of CO2 emission cost in the equipment introduction study. The internal guidelines stipulate that a comprehensive evaluation including the realization of asustainable society such as CO2 reduction should be made when making investment decisions. The carbon price of CO2 emission cost is set accordingly consideringbusiness characteristics and regional situations of each business unit, however the common default value for reference is updated once a year. Based on this information,
each business unit will install equipment while considering reducing the future impact of carbon prices. The other is to improve energy efficiency with existing equipment. To
maximize energy efficiency, we are promoting conversion to energy that produces little CO2 emissions and also reducing energy use itself. Energy saving initiatives at
production sites are one of our primary activities.
We have been implementing CO2 reduction measures such as the introduction of high efficiency equipment, installing steam turbine generators, converting to fuel emitting
less CO2 and so on. In 2022, as an example, we implemented 326 projects with a payback period of 4-10 years. CO2 emission reductions per year from projects
completed in 2022 were approximately 7,600 tonnes. The largest amount, approximately 2,500 tonnes out of the 7,600 tonnes, in 2022 was due to a fuel conversion fromheavy oil to city gas at the Amagi Plant resulting from the boiler replacement. At the Amagi Plant, over 90% of Scope 1 emissions were from heavy oil in 2020, and ourchallenge was to reduce the risk and cost of Scope 1 emissions from the heavy oil. Therefore, we invested in the boiler replacement with one of the main objectives of
converting the fuel from heavy oil to city gas, which has lower Scope1 emissions.
Capital investments in 2022 totalled 7,532 million yen to enhance energy saving, consisting of (1) building efficiency improvements through heat insulation, repair, airconditioning, and lighting, and (2) processes efficiency improvement through heat recovery, fuel conversion, and equipment replacements. These were extracted from thelist of capital investment in 2022 at the production facilities, and the investment amounts were totalled.
Comment
Identifier
Risk 2
Where in the value chain does the risk driver occur?
Upstream
Risk type & Primary climate-related risk driver
Chronic physical

Changing precipitation patterns and types (rain, hail, snow/ice)Primary potential financial impact
Increased direct costs
Climate risk type mapped to traditional financial services industry risk classification<Not Applicable>
Company-specific description
Bridgestone’s tire sales account for more than 90% of total sales and tire’s raw materials consist of natural rubber. Currently, natural rubber is almost entirely made fromthe sap (latex) of the Hevea rubber tree and 90% of the Hevea rubber supply is grown in Southeast Asia. The Bridgestone Group sources most of its natural rubber fromSoutheast Asia and sourced 77% of our natural rubber from Indonesia and Thailand and 7% from the other Asia in 2021. In addition, the Group owns two rubber farms inIndonesia.
Due to droughts in the tropical rainforests caused by El Nino, the deciduous period for the Hevea rubber tree, which grows mainly in Southeast Asia such as Indonesia andThailand, becomes longer and the period during which sap can be obtained becomes shorter, thereby leading to a decrease in yield. As a result, the balance of supply andCDPdemand is expected to be upset and the price of natural rubber, which plays a vital role as a raw material of tires, is expected to surge. If the price of natural rubber rises
and it becomes difficult to procure such rubber, the cost of tire production will increase. This in turn is expected to result in lower profit or a decrease in share due to higher
tire prices. Therefore, we are aware that this risk has a significant impact.
Time horizon
Medium-term
Likelihood
LikelyMagnitude of impact
Medium-high
Are you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
4389000000
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
Financial impact is estimated to 1 yen/kg based on our total amount of raw materials used for production. Although it depends on the degree of increase the raw material
prices, the figure shown in the “Potential financial impact 4,611,000,000 yen” is a calculation when the price of all raw materials increases by 1 yen/kg based on our latest
data.
Our total amount of raw materials used for production, including natural and synthetic rubber, is 4,389 thousand tonnes in 2022.
(4,389,000 tonnes * 1 yen/kg = 4,389,000,000 yen)
Cost of response to risk
3200000000
Description of response and explanation of cost calculation
Bridgestone is reducing the above risks through improving productivity of natural rubber plantations Bridgestone owns in Southeast Asia. Bridgestone will invest a total of
U.S.$26.7 million (approximately ¥3.2 billion) from 2022 to 2030 in our two natural rubber plantations which consist of PT BRIDGESTONE SUMATRA RUBBER ESTATE in
Indonesia (area in total: about 17,900ha) and PT BRIDGESTONE KALIMANTAN PLANTATION in Indonesia (area in total: about 6,000ha). Bridgestone will make harvest
volumes in a given area double in 2035, compared with 2022 projections. Initiatives to this end include introduction of elite trees with stable harvest volume, which are
selected by genome analysis technology and ongoing, systematic afforestation for ensuring that natural rubber plantations owned by Bridgetone are properly managed
depending on tree age and afforestation cycle. Measures hiring the latest technology that utilizes artificial intelligence (AI) image analysis to diagnose and detect disease in
Para rubber trees and the big data to implement optimal plantation for higher yield in natural rubber plantations are also parts of these initiatives. Through these efforts, weare augmenting output and preparing for the risk of being unable to procure.
Comment
Identifier
Risk 3
Where in the value chain does the risk driver occur?
Downstream
Risk type & Primary climate-related risk driver
Reputation

Increased stakeholder concern or negative stakeholder feedback

Primary potential financial impact
Decreased access to capital
Climate risk type mapped to traditional financial services industry risk classification<Not Applicable>
Company-specific description
Disclosure of GHG related information is increasingly being required around the world. If Bridgestone stocks are deemed to be outside the scope of ESG investment byfinancial institutions due to our failure to disclose information or negative campaigns are conducted by NGOs, there is a risk that this would lead to a decline in the stock
price. In 2022, the number of letters and inquiries about climate change, especially from investors, was almost the same as the previous year. It is expected that requests
for disclosure of climate change information to the Company will increase further in the future, and the reputational risk is high. We should be managed properly by themeasures as written below.
Time horizon
Short-term
Likelihood
About as likely as not
Magnitude of impact
Medium-low
Are you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
714000000
Potential financial impact figure – minimum (currency)<Not Applicable>

CDPPotential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
Financial impact is estimated to 1 yen/share based on our stock price. Although it depends on the degree of decrease actually stock price, the figure shown in the “Potential
financial impact 714,000,000 yen” is a calculation of 1 yen decline case. Number of shares issued was about 713,698,221 share in the end of 2022.
(714,000,000 share * 1 yen = 714,000,000 yen) It brings more difficult access to capital.
Cost of response to risk
42600000
Description of response and explanation of cost calculation
Expectations for climate change disclosure to our company are high, and we believe that appropriate disclosure can enhance our brand value. To this end, we believe it isnecessary to properly understand not only GHG emissions but also the information required by stakeholders, such as governance and strategies for addressing climatechange, and to disclose reliable information in a timely manner through the appropriate channels.
To respond to the needs of stakeholders, we are following the framework of the TCFD recommendations in our information disclosure on our corporate website. To ensuretransparency and reliability of the data, we also obtained a third-party verification of our 2021 calculation results through an external organization. We have received thirdparty assurance for key environmental data since 2015, and our 144 production sites' CO2 emissions Scope 1, 2 and our Scope 3 emissions have been verified on an
ongoing basis as reported in C10.
In addition, we use our corporate website and Global Sustainability Report to make it possible for all stakeholders to access information of our various activities. As theresult of such effort by 2022, we were selected for inclusion in the DJSI World, FTSE4Good Index Series, and ranked AA on MSCI ESG Ratings as of December 2022.
We spent approx. 42.6 million yen in 2022 to obtain a third-party verification of our 2022 GHG calculation results and issue an Integrated Report.
Comment

C2.4(C2.4) Have you identified any climate-related opportunities with the potential to have a substantive financial or strategic impact on your business?
Yes

C2.4a
(C2.4a) Provide details of opportunities identified with the potential to have a substantive financial or strategic impact on your business.
Identifier
Opp1
Where in the value chain does the opportunity occur?
Downstream
Opportunity type
Products and services
Primary climate-related opportunity driver
Development and/or expansion of low emission goods and services
Primary potential financial impact
Increased revenues resulting from increased demand for products and services
Company-specific description
Recently, various regulations have been introduced with the purpose of curbing climate change. With respect to tires, maximum limits on rolling resistance and the labellingsystem have been introduced. “Rolling resistance” is resistance arising when a tire rolls, and the same vehicle will have better fuel consumption if the tire rolling resistance islow. Therefore, each country is adopting the following systems as a measure to lower rolling resistance. 1. Set a maximum value for rolling resistance and prohibit sale if
this maximum value is exceeded. (Maximum limit) 2. Grade rolling resistance according to 5-7 levels and carry out labelling. For example, several regions and countries
such as Europe (EU member states), South Korea, Brazil and the Middle East (GCC, Israel) have already introduced the maximum limit and labelling systems, and Japan
has introduced only the labelling system as a voluntary industry standard. Bridgestone’s tire sales account for more than 90% of total sales, and since we sell a wide rangeof tires in over 150 countries, such as for passenger cars, truck and bus, and light truck, in each country that has introduced or is considering the labelling system andpromote development of low rolling resistance tires as represented by ECOPIA. Therefore, its impact is significant. Bridgestone considers the introduction of these systems
could be comparatively large opportunity to fairly disclose and appeal to consumers the maximum limit and grading of rolling resistance of our products and result in theincreased revenues. Bridgestone’s fuel-efficient tires, represented by ECOPIA, contribute to greater vehicle fuel efficiency and meet a variety of customer needs, including
superior levels of low-rolling resistance, lighter weights and other performance metrics. For example, Bridgestone's ECOPIA EP001S is the first tire to be rated the highest
grade for both fuel efficiency and wet grip performance under Japan's Labelling System (the grade is achieved by submitting specified test data to the Tire Fair Trade
Council and having that data approved.) In 2022, the contribution to CO2 reduction by providing solutions based on our products and services across the entire value chain
is equivalent to approximately 2,854,000t-CO2. Bridgestone believes that it can respond to the labelling system through the development of such fuel-efficient tires andappeal to the demand for fuel-efficient tires.
Time horizon
Short-term
Likelihood
Very likely
Magnitude of impact
High
Are you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
38320000000

CDPPotential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
The global tire market is valued at approximately 167 billion US dollars in 2019 (Reference: Tire Business – Global Tire Company Rankings) and is expected to grow two to
three-fold by 2050. Financial impact is estimated to 1% based on our tire sales. Although it depends on the degree of increase actually sales, the figure is a calculation
when the sales of tire business increase 1%.
Our tire sales in 2022 was about 3,832 billion yen.
(3,832,000,000,000 yen * 0.01 = 38,320,000,000 yen)
Cost to realize opportunity
480000000000
Strategy to realize opportunity and explanation of cost calculation
The most important factor in taking advantage of such systems is the development of technology to reduce tire-rolling resistance.
In the Mid Term Business Plan for the years 2021 to 2023, the Bridgestone Group is challenging to realize a sustainable business framework, which ties in efforts forresource circulation, CO2 emission reduction and achieving carbon neutrality with our business model. In this strategy, it is important to reinforce “Dan-totsu” (the absoluteand clear leaders) products, so we are developing and expanding fuel-efficient tires equipped with ENLITEN, an innovative tire technology that combines environmental anddriving performance. In 2022, ENLITEN was selected as the tire to be installed on new vehicles. In order to promote the development of such low rolling resistance tires, wehave set a target in 2010 of reducing rolling resistance by 25% compared to 2005 by 2020, and have achieved a 24% reduction in 2020 compared to 2005. In 2022, we
continued to reduce the tire rolling resistance, and the contribution to CO2 reduction combined with the activities of the entire value chain is equivalent to approximately 2.9
million tonnes. In addition, we set the focused target towards 2030: contributing to global CO2 emissions reduction across the lifecycle and value chain (Scope 3) of its
products and services exceeding five times its operation’s (Scope 1 and 2) CO2 emissions. To do so, we define a key action towards 2030: developing products andservices that contribute to CO2 emissions reduction (e.g. fuel-efficient tires with low rolling resistance).
The amount of strategic investment and expenses for the premium tires business* under the 2030 Long Term Strategic Aspiration announced in August 2022 is 40% of
approximately 1,200 billion yen ,i.e., approximately 480 billion yen, from 2022 to 2030. This breakdown consists of investments from 2022 to 2026 to build the foundation of
the premium tire business, and investments from 2027 to 2030 to continue reinforcing the premium tire business.
* Premium tires business is business that produce and sell products, where we will further focus on creating a new premium from Mid Term Business Plan (2024-2026),
with ENLITEN technology, and OR tire for mining vehicles MasterCore at the core. The ENLITEN technology achieves both tire-rolling resistance reduction and driving
performance improvement, and MasterCore is best-in-class mining tires.
Comment
Identifier
Opp2
Where in the value chain does the opportunity occur?
Upstream
Opportunity type
Resilience
Primary climate-related opportunity driver
Resource substitutes/diversification
Primary potential financial impact
Increased revenues resulting from increased demand for products and services
Company-specific description
Currently, natural rubber, the main raw material of tires, is almost entirely produced from the sap of para rubber trees. 90% of growing areas of para rubber trees are in
Southeast Asia and its price often fluctuates due to issues such as demand change, climate change and speculation etc.
Therefore, finding a substitute for the raw material source will be one key factor to enhance competitiveness and resilience of Bridgestone’s business.
The Bridgestone Group proactively conducts research and production of natural rubber resources consisting of Guayule cultivated in arid climates as substitutes for pararubber trees. It accumulates rubber in the bark layer as a stress response to cold, almost identical to natural rubber harvested from Para rubber tree. Importantly, guayule
does not compete with food crops and is suitable to mechanization.
Additionally, we have successfully developed a rubber material with a "double network" structure in collaboration with 12 research organizations. It combines hard, energyabsorbing properties with soft, supple properties. While maintaining the fuel efficiency of conventional fuel-efficient rubber (made with standard rubber), the new material isabout five times stronger, making it possible to produce thinner and lighter tires. We expect this new technology would contribute to reducing natural rubber usage amount.
Through these activities, we can use this opportunity to differentiate ourselves in terms of diversity of raw material source and cost competitiveness and supply of tires.
Increased availability of natural rubber resources could contribute to the financial impact of stabilized sales, increased market share, and lower procurement costs.
Time horizon
Medium-term
Likelihood
LikelyMagnitude of impact
Medium-high
Are you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
307000000000
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>

CDPExplanation of financial impact figure
Financial impact is estimated to 1% based on tire sales per market share. Although it depends on the degree of expansion of actually market share, the figure shown in the“Potential financial impact 166,000,000,000 yen” is a calculation when the market share increases 1%.
Our tire sales in 2022 was about 3,832 billion yen and the latest our tire share is 12.5%.
(3,832 billion / 0.125 * 1%= 307 billion)
Cost to realize opportunity
5000000000
Strategy to realize opportunity and explanation of cost calculation
The Bridgestone Group is diversifying the regions where it produces natural rubber. To aim at easing the overconcentration of natural rubber producing areas in Southeast
Asia, we conduct research and development of guayule as a new natural rubber source replacing para rubber tree to stabilize supply. As guayule grows in arid regions,unlike para rubber tree, and the rubber component contained in its tissue has similar properties to the natural rubber harvested from the para rubber tree, it is expected to
be a new natural rubber source. The Group commenced experimental production of natural rubber harvested from guayule in 2015.
BSAM (Bridgestone Americas Inc) announced the results of this collaborative project in January 2021. They were able to fully sequence and assemble a guayule genome,
making it possible to identify genes for important traits. Through the joint work, Bridgestone developed mapping populations and paved the way towards selecting genes
from inherent genetic diversity to breed highly productive varieties of guayule.
Furthermore, Bridgestone Corporation is developing a new technological innovation to increase the productivity of guayule farms through a joint project with Kirin Holdings.
Combining the world-class biotechnologies of Kirin Holdings and the guayule cultivation expertise of Bridgestone, the project aims to deliver large-scale propagation of
guayule plants from high-quality seeds.
Aiming for practical use by 2026, with full-scale production and commercialization by 2030, we will continue to improve guayule productivity through sustainable methods,
establish new production processes, improve logistics, and promote other initiatives.
Bridgestone plans to invest an $42 million (approx. 5 billion yen) from 2022 to 2025 with the aim of practical use of guayule by 2026. The $42 million (approx. 5 billion yen)consists of (1) increasing capacity of up to 25,000 additional acres of farmland for planting and harvesting guayule and (2) research initiatives to establish commercial
operations for planting and harvesting guayule at scale.
Comment
Identifier
Opp3
Where in the value chain does the opportunity occur?
Downstream
Opportunity type
Products and services
Primary climate-related opportunity driver
Shift in consumer preferences
Primary potential financial impact
Increased revenues resulting from increased demand for products and services
Company-specific description
Bridgestone delivers a wide range of products to customers around the world, including tires, rubber and other diversified products. We have been providing best-in-classservices, sensor devices, data-driven technology and tire asset management systems as “Solution Business” that enable increased productivity for our customers.
Among the customers, Commercial Fleet operators are under constant pressure to maximize their fleet performance whilst minimizing costs. Bridgestone provides mobility
solutions that help reduce vehicle downtime by using digital technologies to predict vehicle performance and tire wear while also offering highly efficient tire replacement
and maintenance services to a wide range of customers. From climate-related viewpoint, improvement of fuel efficiency brought by our solutions have been contributing tolower fuel use and CO2 reduction.
In case that stricter emission control and/or carbon pricing etc. are introduced with the rise of social momentum in future, CO2 emission reduction would become more
important theme for such operators. We consider that this increased demand for CO2 emission reduction is an opportunity to increase revenues in the Mobility Solutions
business and expanding the Mobility Solutions business leads to expanding truck and bus premium tire customer.
Time horizon
Short-term
Likelihood
Very likely
Magnitude of impact
MediumAre you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
38320000000
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
The global tire market is valued at approximately 167 billion US dollars in 2019 (Reference: Tire Business – Global Tire Company Rankings) and is expected to grow two to
three-fold by 2050. Financial impact is estimated to 1% based on our tire sales. Although it depends on the degree of increase actually sales, the figure shown in the
Potential financial impact is a calculation when the tire sales increases 1%.
Our tire sales in 2022 was about 3,832 billion yen.
(3,832,000,000,000 yen * 0.01 = 38,320,000,000 yen)
Cost to realize opportunity
109300000000

CDP

Strategy to realize opportunity and explanation of cost calculation
With recent developments like MaaS (Mobility as a Solution) and CASE (Connected, Autonomous, Shared, Electric), the mobility industry is facing a once-in-a-century paceof change. As mobility continues to rapidly evolve, it has the strong potential to solve many of the challenges affecting society. The Bridgestone Group’s mobility solutions
business creates new value by combining its wealth of knowledge about tires with tire and mobility data to contribute to world mobility. For customers, the Group’s solutions
that maximize tire performance help optimize operations and introduce damage prevention measures that avoid downtime, improve vehicle performance and reduce TCO(Total Cost of Ownership). For society, the value the Group co-creates with customers and partners reduces CO2 emissions and helps realize a circular economy.
Based on this strategy, Bridgestone has focused on the solutions business, including the acquisition of Bandag in 2007 and the introduction of a package of new tires,
retreaded tires and tire maintenance services for fleets. Moreover, Webfleet solutions joined our business from 2019. “WEBFLEET” service supports transportation
operation and contributes to improved safety, efficiency and productivity by managing various data related to vehicle operations. It also contributes to improved fuelefficiency and reduced CO2 emissions by streamlining operations. To date, 900,000 vehicles have used WEBFLEET. By combining vehicle operations data with the
Bridgestone Group’s knowledge of tire wear and durability, it can provide a wider range of solutions, including products and services based on customers’ unique operating
conditions and needs. As an example, one customer reported that WEBFLEET reduced fuel consumption costs by 10% and CO2 emissions by 2000 tonnes. Additionally,
data on vehicle operating and tire usage conditions is being deployed by R&D teams to more rapidly develop high-quality tires that meet customers’ evolving needs. Basedon the strategy, Bridgestone will maximize the value of the solution to meet the needs of customers and create business opportunities that can contribute from theperspective of climate change.
The figure of “Cost to realize opportunity“ the net of payments for acquisition of the Webfleet solutions (former TOMTOM TELEMATICS) totalled 109.3 billion yen per year in
2019.
Comment

C3. Business Strategy

C3.1(C3.1) Does your organization’s strategy include a climate transition plan that aligns with a 1.5°C world?
Row 1
Climate transition planYes, we have a climate transition plan which aligns with a 1.5°C world
Publicly available climate transition plan
Yes
Mechanism by which feedback is collected from shareholders on your climate transition plan
We have a different feedback mechanism in place
Description of feedback mechanism
We receive feedback every year from institutional investors who are shareholders on our annual Sustainability Report, which includes our transition plan. In 2022, wereceived feedback from 5 companies.
In addition, we hold dialogues with institutional investors as shareholders on ESG issues, including our climate transition plan. In 2022, we held dialogues with 16
companies.
Frequency of feedback collection
Annually
Attach any relevant documents which detail your climate transition plan (optional)
Page 39 of the document
Mid-Term Business Plan (2021-2023) Progress Update_February 16, 2023.pdf
Explain why your organization does not have a climate transition plan that aligns with a 1.5°C world and any plans to develop one in the future<Not Applicable>
Explain why climate-related risks and opportunities have not influenced your strategy<Not Applicable>

C3.2(C3.2) Does your organization use climate-related scenario analysis to inform its strategy?
Use of climate-related scenario
analysis to inform strategy
Row Yes, qualitative and quantitative
1

C3.2a

CDP

Primary reason why your organization does not use climate-related Explain why your organization does not use climate-related scenario analysis toscenario analysis to inform its strategy
inform its strategy and any plans to use it in the future<Not Applicable><Not Applicable>

(C3.2a) Provide details of your organization’s use of climate-related scenario analysis.
Climate-related
scenario

Scenario Temperature Parameters, assumptions, analytical choices
analysis alignment ofcoverage scenario

Physical climate
scenarios

RCP
8.5

Company- <Not
wide
Applicable>

On the 4 degree scenario, we assume that GHG emission will be kept high due to insufficient climate policy and/or social actions. Therefore, the risks to focus arelimited to physical impact caused by high temperature, flood, hurricane, drought etc. The following changes are assumed in the RCP 8.5 scenario, where global
surface temperature averaged over 2081–2100 is very likely to be higher by 3.3°C to 5.7°C:- Frequency and increase in intensity of heavy 1-day precipitation event that occurred once in 10 years on average in a climate without human influence will likely
occur about 1.5 times from the base period (1850-1900) around 2030 and about 1.7 times around 2050.
- Frequency and increase in intensity of an agricultural and ecological drought event that occurred once in 10 years on average across drying regions in a climate
without human influence will likely occur 2.0 times from the base period (1850-1900) around 2030 and about 2.4 times around 2050.

Physicalclimatescenarios

RCP 1.9

Company- <Not
wide
Applicable>

The following changes are assumed in the RCP 1.9 scenario, where global surface temperature averaged over 2081–2100 is very likely to be higher by 1.0°C to
1.8°C:- Frequency and increase in intensity of heavy 1-day precipitation event that occurred once in 10 years on average in a climate without human influence will likely
occur about 1.5 times from the base period (1850-1900) both around 2030 and around 2050.
- Frequency and increase in intensity of an agricultural and ecological drought event that occurred once in 10 years on average across drying regions in a climate
without human influence will likely occur 2.0 times from the base period (1850-1900) both around 2030 and around 2050.

Transition
scenarios

IEA NZE
2050

Company- <Not
wide
Applicable>

On the 1.5 degree scenario, we assume that physical impact such as flood, water shortage caused by climate change won’t be as significant as in the 4 degree
scenario so the risks to focus is strong rise of social demand and stricter policy. The following demands and stricter policies are assumed in the NZE 2050 scenario:- CO2 price in advanced economies is assumed to rise to 130USD/t-CO2 in 2030 and 250USD/t-CO2 in 2050
- CO2 price in the other major economies including China, Brazil, Russia and South Africa is assumed to rise to 90USD/t-CO2 in 2030 and 200USD/t-CO2 in 2050
- No new internal combustion engine (ICE) car sales in 2035

Transition Customized
scenarios publicly
availabletransition
scenario

Company- 1.6ºC – 2ºC
wide

PRI Forecast Policy Scenario is used as a supplement to IEA NZE 2050 scenario to identify transition risks and opportunities.
On the 1.5 degree scenario, we assume that physical impact such as flood, water shortage caused by climate change won’t be as significant as in the 4 degree
scenario so the risks to focus is strong rise of social demand and stricter policy. The following demands and stricter policies are assumed in the PRI Forecast Policy
Scenario:- Major tropical forest countries are assumed to end deforestation by 2030
- Net deforestation is assumed to stop in 2030

C3.2b
(C3.2b) Provide details of the focal questions your organization seeks to address by using climate-related scenario analysis, and summarize the results withrespect to these questions.

CDPRow 1
Focal questions<Focal questions>
The impact of climate change risks and opportunities on future automobile/tire market and natural rubber is continuing to increase so this is very important issue for
Bridgestone as a tire manufacturer. For this reason, we raised the following focal questions:
In the physical climate scenario, the questions are what the significant company-wide risks and opportunities posed by natural disasters, the automobile/tire market, andraw material procurement is due to rising temperatures toward 2050, and should the identified risks and opportunities be incorporated in our mid-long term strategy and theother plans for 2030 and 2050.
In the transition scenario, the questions are what the significant company-wide risk and opportunity posed by automobile/tire market, policies, and raw material procurement
is due to the transition to a decarbonized society by 2050, and should the identified risks and opportunities be incorporated in our mid-long term strategy and the other plansfor 2030 and 2050.
<Time horizon>
We conducted scenario analysis with business projections as of 2030 and/or 2050.
<Boundary>
The scope targets all of Bridgestone’s businesses, including tire business which is our core segment that accounts for more than 90% of sales.
<Scenario identification>
We selected 4 degree and 1.5 degree scenarios to clarify climate risks widely on overall aspects (including procurement, manufacturing, logistics etc. not limiting to our
product/service). We consider the 1.5 degree scenarios would be appropriate representatives of contrast viewpoints of “low carbon society” and society where climatechange actualizes due to increasing of carbon emission.
<Methodology>
1) List climate risks on the scenarios widely
2) Estimate financial impacts of the risks and opportunities with the following inputs and their future prediction.
-Financial information (Sales, cost, operating profit, capital expenditure etc.)-Non-financial information (CO2 emission, energy consumption, material consumption, water withdrawal etc.)-External information (Carbon price/tax, price of renewable energy, material, water etc.)
3) Evaluate importance of each risk based on the impacts and probability
Results of the climate-related scenario analysis with respect to the focal questions<Results and implications to business objectives / strategy>
We found the following risks and opportunities are especially significant for Bridgestone Group on the scenarios.
[Physical risks and opportunities analysed by physical climate scenarios listed in C3.2a]- Risks related to the procurement of raw materials as a result of changing rainfall patterns leading to poor harvesting of natural rubber.
- Risks of stronger typhoons and increased frequency of flooding and drought, which pose the risk of interrupting business activities.
- Risk of lower demand for winter tires due to reduced snowfalls.
- Opportunities to commercialize natural rubber derived from guayule, which grows in arid regions.
- Risks due to poor harvesting of natural rubber derived from Para rubber trees, which are found predominantly in Southeast Asia where the Bridgestone Group sourced
77% of our natural rubber and owns two rubber farms.
[Risks and opportunities analysed by transition scenarios listed in C3.2a]- Risk of adverse effects on operating results and financial position, such as limitations on business activities and increased costs, if R&D expenses required to meet the
rapidly changing needs of society and customers do not produce sufficient results when systems and regulations to combat climate change and loss of natural capital are
introduced (for example, carbon taxes, CO2 emission reduction obligations and emissions trading systems, systems and regulations related to low-fuel consumption
performance of tires, systems and regulations related to recycling used tires, water withdrawal, sustainable natural rubber, etc.).
- Opportunities associated with changes in competitive factors due to changes in mobility needs (for example, increased demand for tires for electric vehicles, increased
demand for tires and solutions that help customers reduce CO2 emissions).
- Risk of increased price of natural rubber caused by stronger demand for forest protection and shortage of its supply- Opportunities to commercialize the recycling business resulting from increased regulation around the recycling of used tires.
These risks and opportunities identified in the scenario analysis were incorporated in the 2030 Long term Strategic Aspiration, roadmap toward becoming a resilient“excellent” Bridgestone, announced in August 2022. This Aspiration shows the 2023, 2026, 2030, and 2050 goals, targets, and roadmap for Scope 1, 2, and 3 emissions
toward achieving carbon neutrality to reduce the transition risks and increase opportunities. It also includes a roadmap for commercialization of guayule in 2026 and scale
up for production and business toward 2030 to reduce physical risks and increase opportunities. The details are described at C3.3.

C3.3

CDP

(C3.3) Describe where and how climate-related risks and opportunities have influenced your strategy.
Have climate- Description of influence
related risks
andopportunities
influenced
your strategy
in this area?
Products
andservices

Yes

The tire industry has introduced maximum limits on rolling resistance and a labelling system in response to climate change, and Bridgestone has taken steps to adapt its sales strategy.
The introduction of these regulations is expected to increase in the future, so there is a risk that sales will decline if we are unable to respond to these regulations.
The potential of financial impact to net sales is estimated 38.32 billion yen per 1% of our sales decrease by occurrence of the risk, in the short term. Since this risk impact is high, in the
Bridgestone Mid-term Business Plan, we will expand next-generation eco-friendly products as a new premium to minimize these risks and differentiate from other products and services
by contributing to CO2 reduction and resource productivity improvement. And in 2019, Bridgestone launched “ENLITEN,” an innovative tire technology that is optimal for EV fitment andcombines environmental and driving performance. Benefiting car manufacturers, drivers and environment, tires with embedded ENLITEN technology also improves the vehicle handing
and stability to increase driving pleasure. And from 2021, we promoted the sales expansion of ENLITEN, and it was selected as the tire to be installed on new vehicles one after another.

Supplychain
and/or
value
chain

Yes

We are working to reduce transition risks by setting the environmental mid-term target “Milestone 2030” in 2020, and promote to reduce CO2 emissions across the product lifecycle andentire value chain. One particular important example of approach to contribute CO2 reduction for customers is through our fleet solution services. It will also be an opportunity toincrease profits when the need for fuel-efficient tires and cost reductions increases due to the effects of climate change in the short term. Bridgestone promotes this solution service
through our overwhelming robust service network, which is our strength. In 2019, WEBFLEET joined our business as a fleet solution, which provides all the information fleet managers
need to protect drivers, manage their inventories, optimize operations and total cost of ownership per vehicle, and reduce environmental impact. Monitoring and analysing driver
behaviour and optimizing routes reduces fuel costs and greenhouse gas emissions. We think that this service will contribute to the long-term reduction of CO2 emissions for ourcustomers. In 2020, Bridgestone strengthened its solution services, including the acquisition of the iTrack Solutions Business from UK-based Transense Technologies PLC. In addition,
we are working to reduce CO2 emissions across the value chain though efforts to build a recycling business that converts used tires back into raw materials.
We are also working to reduce physical risks by diversifying natural rubber supply sources through initiatives to commercialize guayule.

Investment Yes
in R&D

Currently, natural rubber, the main raw material used in the manufacturing of tires, is almost entirely produced from the sap of para rubber trees. 90% of para rubber trees are grown inSoutheast Asia and the price often fluctuates due to issues such as demand change, climate change and speculation etc.
Against this background, Bridgestone decided to conduct research to find a substitute for the raw material source in order to enhance competitiveness and resilience of its business.
In 2020, we successfully developed a rubber material with a "double network" structure in collaboration with 12 research organizations. It combines hard, energy-absorbing properties
with soft, supple properties. While maintaining the fuel efficiency of conventional fuel-efficient rubber (made with standard rubber), the new material is about five times stronger, making it
possible to produce thinner and lighter tires.
In the mid-term, we will promote R&D activities, such as the development of fuel-efficient tires and alternative materials to natural rubber, which will contribute to the mid-term target“Milestone 2030”*.
* Contribute to global CO2 emissions reduction across the lifecycle and value chain (Scope 3) of our products and services exceeding five times our operation’s (Scope 1 and 2) CO2
emissions by 2030 (vs 2020)

Operations Yes

Efforts to reduce CO2 emissions in production are a direct means to prevent global warming, and many countries introduced carbon pricing, which is also an opportunity to reduce costsin the future. Bridgestone has been working to reduce CO2 based on the mid-term target “Milestone 2030”: Reduce our absolute CO2 emissions (Scope 1 and 2) by 50% by 2030
(versus 2011). We are proceeding with the improvement energy efficiency though equipment and processes improvements, and introduction of renewable energy. In the mid-term,
based on the Milestone 2030, we will continue to expand the introduction of renewable energy and improve energy efficiency, while also promoting manufacturing and engineering
innovation.
Concerning physical risks due to climate change and their associated opportunities, in line with our BCP, we continue to set up systems to ensure an appropriate response should acrisis occur, as well as support for resumption of business activities.

C3.4(C3.4) Describe where and how climate-related risks and opportunities have influenced your financial planning.
Financialplanning
elements
that havebeen
influenced

Description of influence

Row Revenues
The factor that particularly affected financial plans related climate risk was access to capital:
1
Direct costs In the face of calls for companies to step up their efforts on climate change, there is a risk that their access to mid and long-term capital will be reduced if they fail to adequately address the
Indirectissue. To address this risk, companies are linking their borrowing from financial institutions to ESG risk assessments to promote their own climate change initiatives, and are also making theircosts
borrowing more transparent by making it consistent with the Sustainability Linked Loan Principles. As part of this activity, Bridgestone Americas, Inc. issued a $1.1 billion sustainability-linked
Capitalcredit facility in 2021, one of the first of its kind in the U.S. tire industry. Bridgestone partnered with SMBC to execute this inaugural syndicated sustainability-linked credit facility. The financing
expenditures features a sustainability-linked pricing adjustment mechanism that adjusts interest rate based on the ESG Risk Rating of Bridgestone, as determined by Sustainalytics, as well as by the ESG
Capitalrating of FTSE Russell, both leading independent providers of environmental, social and governance ratings. As Bridgestone sustainability ratings improve, borrowing costs will be reduced. The
allocation
sustainability mechanism was structured in accordance with the Sustainability-Linked Loan Principles promulgated by the syndicated loan market industry associations.
Acquisitions Bridgestone set a new vision of “continuing to provide social and customer value as a sustainable solutions company toward 2050.” and the Mid-Long Term Business Strategy was also
andintroduced in the same year. Under the Sustainability Framework in this strategy, we aim to complete the Sustainability Business Model across our “produce and sell”, “provide value at use”, anddivestments “renew” business areas by 2030. This will facilitate a circular economy where business value is sustainably generated, linked with efforts toward resource circulation and achieving carbon
Access toneutrality.
capitalLiabilities
Other financial plans affected are as follows.
Revenues: We promoted sales expansion of eco-products/services such as the ECOPIA and ENLITEN brand as an opportunity to increase profits as the market changing to low-carbon. In
Japan, the ratio of environmental products in 2022 was 98.6%.
Direct costs: Increased procurement costs due to a rubber supply shortage is a major risk for Bridgestone. Therefore, we set a Global Sustainable Procurement Policy to help identify andevaluate qualified suppliers and promote best practices on our value chain.
Capital allocation: The entire research and development expense of the Global Group including costs for developing eco-related technology (i.e. developing tires with low rolling resistance),machines/equipment (i.e. tire building machine with low energy consumption) etc. totalled 112.2 billion yen per year in 2022.
Expenses and investments mainly for introducing equipment for energy saving, including upgrading them, at Bridgestone plants amounted to 7,532 million yen in 2022.
Access to capital: Introducing highly efficient equipment to manufacturing facilities is one important measure for CO2 reduction and we have promoted and will promote this.

C3.5(C3.5) In your organization’s financial accounting, do you identify spending/revenue that is aligned with your organization’s climate transition?

Row
1

CDP

Identification of spending/revenue that is aligned with your organization’s climatetransition

Indicate the level at which you identify the alignment of your spending/revenue with a sustainable financetaxonomy

Yes, we identify alignment with our climate transition plan

<Not Applicable>

C3.5a(C3.5a) Quantify the percentage share of your spending/revenue that is aligned with your organization’s climate transition.
Financial Metric
Revenue/Turnover
Type of alignment being reported for this financial metric
Alignment with our climate transition plan
Taxonomy under which information is being reported<Not Applicable>
Objective under which alignment is being reported<Not Applicable>
Amount of selected financial metric that is aligned in the reporting year (unit currency as selected in C0.4)
Percentage share of selected financial metric aligned in the reporting year (%)
3
Percentage share of selected financial metric planned to align in 2025 (%)
Percentage share of selected financial metric planned to align in 2030 (%)
Describe the methodology used to identify spending/revenue that is aligned
The above shows the percentage of truck and bus retread tire sales forecast (global) for 2022 as of February 2022. A retread tire reuses a used tire by replacing the worn
tread with a new tread on the existing casing.
The Climate Bonds Taxonomy defines the Facilities for the Re-use of Materials as assets and projects which are considered to be automatically compatible with a 1.5˚C
degree decarbonisation trajectory. And the SASB Standard for Auto Parts sector and the draft of IFRS Climate-related Disclosures for Auto Parts sector (as of July, 2022)
define the following Accounting Metrics and its examples:
TR-AP-410a.1. Revenue from products designed to increase fuel efficiency and/or reduce emissions**Examples of products that may increase fuel efficiency and/or reduce emissions include (...) low rolling resistance (LRR) new and retread tire technologies
In addition, we plan to achieve 70% fitment of ENLITEN equipped products for passenger car and light truck tires by 2030. ENLITEN is the innovative tire technology
optimized to fit EVs and the considerable reduction in tire weight and rolling resistance and longer wear life per raw material help to conserve resources and lower theenvironmental impact.

C4. Targets and performance

C4.1(C4.1) Did you have an emissions target that was active in the reporting year?
Absolute target

C4.1a(C4.1a) Provide details of your absolute emissions target(s) and progress made against those targets.
Target reference number
Abs 1
Is this a science-based target?
No, but we are reporting another target that is science-based
Target ambition<Not Applicable>
Year target was set
2019
Target coverage
Company-wide
Scope(s)Scope 1
Scope 2
Scope 2 accounting method
Market-based
Scope 3 category(ies)<Not Applicable>
Base year
2011

CDP

Base year Scope 1 emissions covered by target (metric tons CO2e)
2069200
Base year Scope 2 emissions covered by target (metric tons CO2e)2328777
Base year Scope 3, Category 1: Purchased goods and services emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 2: Capital goods emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2) emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 4: Upstream transportation and distribution emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 5: Waste generated in operations emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 6: Business travel emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 7: Employee commuting emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 8: Upstream leased assets emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 9: Downstream transportation and distribution emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 10: Processing of sold products emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 11: Use of sold products emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 12: End-of-life treatment of sold products emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 13: Downstream leased assets emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 14: Franchises emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 15: Investments emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Other (upstream) emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Other (downstream) emissions covered by target (metric tons CO2e)<Not Applicable>
Base year total Scope 3 emissions covered by target (metric tons CO2e)<Not Applicable>
Total base year emissions covered by target in all selected Scopes (metric tons CO2e)4397976
Base year Scope 1 emissions covered by target as % of total base year emissions in Scope 1
100
Base year Scope 2 emissions covered by target as % of total base year emissions in Scope 2
100
Base year Scope 3, Category 1: Purchased goods and services emissions covered by target as % of total base year emissions in Scope 3, Category 1:
Purchased goods and services (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 2: Capital goods emissions covered by target as % of total base year emissions in Scope 3, Category 2: Capital goods (metrictons CO2e)<Not Applicable>
Base year Scope 3, Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2) emissions covered by target as % of total base year
emissions in Scope 3, Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2) (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 4: Upstream transportation and distribution covered by target as % of total base year emissions in Scope 3, Category 4: Upstream
transportation and distribution (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 5: Waste generated in operations emissions covered by target as % of total base year emissions in Scope 3, Category 5: Waste
generated in operations (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 6: Business travel emissions covered by target as % of total base year emissions in Scope 3, Category 6: Business travel (metrictons CO2e)

CDP

<Not Applicable>
Base year Scope 3, Category 7: Employee commuting covered by target as % of total base year emissions in Scope 3, Category 7: Employee commuting(metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 8: Upstream leased assets emissions covered by target as % of total base year emissions in Scope 3, Category 8: Upstream
leased assets (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 9: Downstream transportation and distribution emissions covered by target as % of total base year emissions in Scope 3,
Category 9: Downstream transportation and distribution (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 10: Processing of sold products emissions covered by target as % of total base year emissions in Scope 3, Category 10:
Processing of sold products (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 11: Use of sold products emissions covered by target as % of total base year emissions in Scope 3, Category 11: Use of soldproducts (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 12: End-of-life treatment of sold products emissions covered by target as % of total base year emissions in Scope 3, Category 12:
End-of-life treatment of sold products (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 13: Downstream leased assets emissions covered by target as % of total base year emissions in Scope 3, Category 13:
Downstream leased assets (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 14: Franchises emissions covered by target as % of total base year emissions in Scope 3, Category 14: Franchises (metric tons
CO2e)<Not Applicable>
Base year Scope 3, Category 15: Investments emissions covered by target as % of total base year emissions in Scope 3, Category 15: Investments (metric tons
CO2e)<Not Applicable>
Base year Scope 3, Other (upstream) emissions covered by target as % of total base year emissions in Scope 3, Other (upstream) (metric tons CO2e)<Not Applicable>
Base year Scope 3, Other (downstream) emissions covered by target as % of total base year emissions in Scope 3, Other (downstream) (metric tons CO2e)<Not Applicable>
Base year total Scope 3 emissions covered by target as % of total base year emissions in Scope 3 (in all Scope 3 categories)<Not Applicable>
Base year emissions covered by target in all selected Scopes as % of total base year emissions in all selected Scopes
100
Target year
2030
Targeted reduction from base year (%)
50
Total emissions in target year covered by target in all selected Scopes (metric tons CO2e) [auto-calculated]
2198988
Scope 1 emissions in reporting year covered by target (metric tons CO2e)
1698795
Scope 2 emissions in reporting year covered by target (metric tons CO2e)1316111
Scope 3, Category 1: Purchased goods and services emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 2: Capital goods emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2) emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 4: Upstream transportation and distribution emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 5: Waste generated in operations emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 6: Business travel emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 7: Employee commuting emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 8: Upstream leased assets emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 9: Downstream transportation and distribution emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>

CDP

Scope 3, Category 10: Processing of sold products emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 11: Use of sold products emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 12: End-of-life treatment of sold products emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 13: Downstream leased assets emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 14: Franchises emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 15: Investments emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Other (upstream) emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Other (downstream) emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Total Scope 3 emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Total emissions in reporting year covered by target in all selected scopes (metric tons CO2e)3014906
Does this target cover any land-related emissions?
Yes, it covers land-related CO2 emissions/removals associated with bioenergy and non-land related emissions (e.g. non-FLAG SBT with bioenergy)% of target achieved relative to base year [auto-calculated]
62.8957502269226
Target status in reporting year
Underway
Please explain target coverage and identify any exclusions
Bridgestone set a Mid-term Targets, Milestone 2030.
Focused target: Reduce our absolute CO2 emissions (Scope 1 and 2) by 50% by 2030
This target covers CO2 removals from bioenergy feedstocks such as wood chips which are the fuel for biomass boilers used to generate steam.
Plan for achieving target, and progress made to the end of the reporting year
Bridgestone has set an interim target of reducing Scope 1 and 2 emissions by 30% or more by 2023, compared to 2011. To achieve the targets above, we define thefollowing key actions in Milestone 2030:- Continuously improve energy efficiency in operations to reduce total energy consumption- Enhance renewable electricity ratio- Promote manufacturing and engineering innovation
In addition, we also set a target for our production sites to increase the renewable electricity ratio to 50% or more by 2023.
In 2022, we continued its efforts to improve energy efficiency and introduce renewable energy sources and achieving 31.4% reduction compared to 2011.
List the emissions reduction initiatives which contributed most to achieving this target<Not Applicable>
Target reference number
Abs 2
Is this a science-based target?
Yes, and this target has been approved by the Science Based Targets initiative
Target ambition
Well-below 2°C aligned
Year target was set
2022
Target coverage
Company-wide
Scope(s)Scope 1
Scope 2
Scope 2 accounting method
Market-based
Scope 3 category(ies)<Not Applicable>
Base year
2019
Base year Scope 1 emissions covered by target (metric tons CO2e)1858223
Base year Scope 2 emissions covered by target (metric tons CO2e)
2174232

CDPBase year Scope 3, Category 1: Purchased goods and services emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 2: Capital goods emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2) emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 4: Upstream transportation and distribution emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 5: Waste generated in operations emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 6: Business travel emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 7: Employee commuting emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 8: Upstream leased assets emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 9: Downstream transportation and distribution emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 10: Processing of sold products emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 11: Use of sold products emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 12: End-of-life treatment of sold products emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 13: Downstream leased assets emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 14: Franchises emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 15: Investments emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Other (upstream) emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Other (downstream) emissions covered by target (metric tons CO2e)<Not Applicable>
Base year total Scope 3 emissions covered by target (metric tons CO2e)<Not Applicable>
Total base year emissions covered by target in all selected Scopes (metric tons CO2e)
4032455
Base year Scope 1 emissions covered by target as % of total base year emissions in Scope 1
100
Base year Scope 2 emissions covered by target as % of total base year emissions in Scope 2
100
Base year Scope 3, Category 1: Purchased goods and services emissions covered by target as % of total base year emissions in Scope 3, Category 1:
Purchased goods and services (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 2: Capital goods emissions covered by target as % of total base year emissions in Scope 3, Category 2: Capital goods (metrictons CO2e)<Not Applicable>
Base year Scope 3, Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2) emissions covered by target as % of total base year
emissions in Scope 3, Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2) (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 4: Upstream transportation and distribution covered by target as % of total base year emissions in Scope 3, Category 4: Upstream
transportation and distribution (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 5: Waste generated in operations emissions covered by target as % of total base year emissions in Scope 3, Category 5: Waste
generated in operations (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 6: Business travel emissions covered by target as % of total base year emissions in Scope 3, Category 6: Business travel (metrictons CO2e)<Not Applicable>
Base year Scope 3, Category 7: Employee commuting covered by target as % of total base year emissions in Scope 3, Category 7: Employee commuting(metric tons CO2e)<Not Applicable>

CDP

Base year Scope 3, Category 8: Upstream leased assets emissions covered by target as % of total base year emissions in Scope 3, Category 8: Upstream
leased assets (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 9: Downstream transportation and distribution emissions covered by target as % of total base year emissions in Scope 3,
Category 9: Downstream transportation and distribution (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 10: Processing of sold products emissions covered by target as % of total base year emissions in Scope 3, Category 10:
Processing of sold products (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 11: Use of sold products emissions covered by target as % of total base year emissions in Scope 3, Category 11: Use of soldproducts (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 12: End-of-life treatment of sold products emissions covered by target as % of total base year emissions in Scope 3, Category 12:
End-of-life treatment of sold products (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 13: Downstream leased assets emissions covered by target as % of total base year emissions in Scope 3, Category 13:
Downstream leased assets (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 14: Franchises emissions covered by target as % of total base year emissions in Scope 3, Category 14: Franchises (metric tons
CO2e)<Not Applicable>
Base year Scope 3, Category 15: Investments emissions covered by target as % of total base year emissions in Scope 3, Category 15: Investments (metric tons
CO2e)<Not Applicable>
Base year Scope 3, Other (upstream) emissions covered by target as % of total base year emissions in Scope 3, Other (upstream) (metric tons CO2e)<Not Applicable>
Base year Scope 3, Other (downstream) emissions covered by target as % of total base year emissions in Scope 3, Other (downstream) (metric tons CO2e)<Not Applicable>
Base year total Scope 3 emissions covered by target as % of total base year emissions in Scope 3 (in all Scope 3 categories)<Not Applicable>
Base year emissions covered by target in all selected Scopes as % of total base year emissions in all selected Scopes
100
Target year
2030
Targeted reduction from base year (%)
28
Total emissions in target year covered by target in all selected Scopes (metric tons CO2e) [auto-calculated]
2903367.6
Scope 1 emissions in reporting year covered by target (metric tons CO2e)
1782281
Scope 2 emissions in reporting year covered by target (metric tons CO2e)
1458113
Scope 3, Category 1: Purchased goods and services emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 2: Capital goods emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2) emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 4: Upstream transportation and distribution emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 5: Waste generated in operations emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 6: Business travel emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 7: Employee commuting emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 8: Upstream leased assets emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 9: Downstream transportation and distribution emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 10: Processing of sold products emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 11: Use of sold products emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>

CDP

Scope 3, Category 12: End-of-life treatment of sold products emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 13: Downstream leased assets emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 14: Franchises emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 15: Investments emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Other (upstream) emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Other (downstream) emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Total Scope 3 emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Total emissions in reporting year covered by target in all selected scopes (metric tons CO2e)
3240394
Does this target cover any land-related emissions?
Yes, it covers land-related CO2 emissions/removals associated with bioenergy and non-land related emissions (e.g. non-FLAG SBT with bioenergy)% of target achieved relative to base year [auto-calculated]
70.1505481329435
Target status in reporting year
New
Please explain target coverage and identify any exclusions
Bridgestone set a target to reduce absolute scope 1 and 2 GHG emissions 28% by 2030 from a 2019 base year.
This target covers CO2 removals from bioenergy feedstocks such as wood chips which are the fuel for biomass boilers used to generate steam.
Plan for achieving target, and progress made to the end of the reporting year
The plan achieving target is the same as for the "Abs 1" target.
That resulted in achieving 20% reduction in 2022 compared to 2019.
List the emissions reduction initiatives which contributed most to achieving this target<Not Applicable>
Target reference number
Abs 3
Is this a science-based target?
No, but we are reporting another target that is science-based
Target ambition<Not Applicable>
Year target was set
2019
Target coverage
Company-wide
Scope(s)Scope 1
Scope 2
Scope 2 accounting method
Market-based
Scope 3 category(ies)<Not Applicable>
Base year
2011
Base year Scope 1 emissions covered by target (metric tons CO2e)
2069200
Base year Scope 2 emissions covered by target (metric tons CO2e)2328777
Base year Scope 3, Category 1: Purchased goods and services emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 2: Capital goods emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2) emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 4: Upstream transportation and distribution emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 5: Waste generated in operations emissions covered by target (metric tons CO2e)

CDP

<Not Applicable>
Base year Scope 3, Category 6: Business travel emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 7: Employee commuting emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 8: Upstream leased assets emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 9: Downstream transportation and distribution emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 10: Processing of sold products emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 11: Use of sold products emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 12: End-of-life treatment of sold products emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 13: Downstream leased assets emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 14: Franchises emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 15: Investments emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Other (upstream) emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Other (downstream) emissions covered by target (metric tons CO2e)<Not Applicable>
Base year total Scope 3 emissions covered by target (metric tons CO2e)<Not Applicable>
Total base year emissions covered by target in all selected Scopes (metric tons CO2e)4397976
Base year Scope 1 emissions covered by target as % of total base year emissions in Scope 1
100
Base year Scope 2 emissions covered by target as % of total base year emissions in Scope 2
100
Base year Scope 3, Category 1: Purchased goods and services emissions covered by target as % of total base year emissions in Scope 3, Category 1:
Purchased goods and services (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 2: Capital goods emissions covered by target as % of total base year emissions in Scope 3, Category 2: Capital goods (metrictons CO2e)<Not Applicable>
Base year Scope 3, Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2) emissions covered by target as % of total base year
emissions in Scope 3, Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2) (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 4: Upstream transportation and distribution covered by target as % of total base year emissions in Scope 3, Category 4: Upstream
transportation and distribution (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 5: Waste generated in operations emissions covered by target as % of total base year emissions in Scope 3, Category 5: Waste
generated in operations (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 6: Business travel emissions covered by target as % of total base year emissions in Scope 3, Category 6: Business travel (metrictons CO2e)<Not Applicable>
Base year Scope 3, Category 7: Employee commuting covered by target as % of total base year emissions in Scope 3, Category 7: Employee commuting(metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 8: Upstream leased assets emissions covered by target as % of total base year emissions in Scope 3, Category 8: Upstream
leased assets (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 9: Downstream transportation and distribution emissions covered by target as % of total base year emissions in Scope 3,
Category 9: Downstream transportation and distribution (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 10: Processing of sold products emissions covered by target as % of total base year emissions in Scope 3, Category 10:
Processing of sold products (metric tons CO2e)<Not Applicable>

CDP

Base year Scope 3, Category 11: Use of sold products emissions covered by target as % of total base year emissions in Scope 3, Category 11: Use of soldproducts (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 12: End-of-life treatment of sold products emissions covered by target as % of total base year emissions in Scope 3, Category 12:
End-of-life treatment of sold products (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 13: Downstream leased assets emissions covered by target as % of total base year emissions in Scope 3, Category 13:
Downstream leased assets (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 14: Franchises emissions covered by target as % of total base year emissions in Scope 3, Category 14: Franchises (metric tons
CO2e)<Not Applicable>
Base year Scope 3, Category 15: Investments emissions covered by target as % of total base year emissions in Scope 3, Category 15: Investments (metric tons
CO2e)<Not Applicable>
Base year Scope 3, Other (upstream) emissions covered by target as % of total base year emissions in Scope 3, Other (upstream) (metric tons CO2e)<Not Applicable>
Base year Scope 3, Other (downstream) emissions covered by target as % of total base year emissions in Scope 3, Other (downstream) (metric tons CO2e)<Not Applicable>
Base year total Scope 3 emissions covered by target as % of total base year emissions in Scope 3 (in all Scope 3 categories)<Not Applicable>
Base year emissions covered by target in all selected Scopes as % of total base year emissions in all selected Scopes
100
Target year
2050
Targeted reduction from base year (%)
100
Total emissions in target year covered by target in all selected Scopes (metric tons CO2e) [auto-calculated]0
Scope 1 emissions in reporting year covered by target (metric tons CO2e)
1698795
Scope 2 emissions in reporting year covered by target (metric tons CO2e)1316111
Scope 3, Category 1: Purchased goods and services emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 2: Capital goods emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2) emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 4: Upstream transportation and distribution emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 5: Waste generated in operations emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 6: Business travel emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 7: Employee commuting emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 8: Upstream leased assets emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 9: Downstream transportation and distribution emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 10: Processing of sold products emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 11: Use of sold products emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 12: End-of-life treatment of sold products emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 13: Downstream leased assets emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 14: Franchises emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 15: Investments emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>

CDP

Scope 3, Other (upstream) emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Other (downstream) emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Total Scope 3 emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Total emissions in reporting year covered by target in all selected scopes (metric tons CO2e)3014906
Does this target cover any land-related emissions?
Yes, it covers land-related CO2 emissions/removals associated with bioenergy and non-land related emissions (e.g. non-FLAG SBT with bioenergy)% of target achieved relative to base year [auto-calculated]
31.4478751134613
Target status in reporting year
Underway
Please explain target coverage and identify any exclusions
The Number “100” written in “Targeted reduction from base year (%)” indicates our long-term environmental vision of "Contribute towards carbon neutral (2050 andbeyond)”.
This target covers CO2 removals from bioenergy feedstocks such as wood chips which are the fuel for biomass boilers used to generate steam.
Plan for achieving target, and progress made to the end of the reporting year
To achieve Bridgestone’s long-term environmental vision by 2050, the Group had previously conducted global initiatives its mid-term 2020 targets under Milestone 2020,
reduced emissions footprint from customers’ use of Bridgestone tires will exceed the Group’s emissions from raw material procurement, product manufacturing, distribution
and its products’ after-use, and reached ahead of schedule.
As part of reviewing initiatives for the next decade until 2030, the Group conducted an assessment of the business impact of environment-related social issues as well as its
potential impact on society. It has applied the assessment results into the strategic and business plans to set Milestone 2030. See Abs 1 in C4.1a for progress on theMilestone 2030.
List the emissions reduction initiatives which contributed most to achieving this target<Not Applicable>

C4.2(C4.2) Did you have any other climate-related targets that were active in the reporting year?
Net-zero target(s)Other climate-related target(s)

C4.2b

CDP

(C4.2b) Provide details of any other climate-related targets, including methane reduction targets.
Target reference number
Oth 1
Year target was set
2022
Target coverage
Company-wide
Target type: absolute or intensity
Absolute
Target type: category & Metric (target numerator if reporting an intensity target)
Engagement with suppliers

Percentage of suppliers (by emissions) with a science-based target

Target denominator (intensity targets only)<Not Applicable>
Base year
2019
Figure or percentage in base year
0
Target year
2026
Figure or percentage in target year
92
Figure or percentage in reporting year20
% of target achieved relative to base year [auto-calculated]
21.7391304347826
Target status in reporting year
New
Is this target part of an emissions target?
No
Is this target part of an overarching initiative?
Science Based Targets initiative – approved supplier engagement target
Please explain target coverage and identify any exclusions
Bridgestone Corporation commits that 92% of its suppliers by emissions covering Scope 3 category 1 will have science-based targets by 2026.
Plan for achieving target, and progress made to the end of the reporting year
Bridgestone is holding explanatory forums on its global sustainable procurement policy for suppliers in the various regions where Bridgestone conducts business to ensurethat they fully understand Bridgestone's policies and activities. Bridgestone will continue working together with suppliers to reduce CO2 emissions in upstream areas of the
supply chain.
As of May 2023, 20% of its suppliers by emissions covering Scope 3 category 1 have set the science-based targets.
List the actions which contributed most to achieving this target<Not Applicable>

C4.2c

CDP

(C4.2c) Provide details of your net-zero target(s).
Target reference number
NZ1
Target coverage
Company-wide
Absolute/intensity emission target(s) linked to this net-zero target
Abs3
Target year for achieving net zero
2050
Is this a science-based target?
No, but we are reporting another target that is science-based
Please explain target coverage and identify any exclusions
This net zero target indicates our long-term environmental vision of "Contribute towards carbon neutral (2050 and beyond)”.
Do you intend to neutralize any unabated emissions with permanent carbon removals at the target year?
No
Planned milestones and/or near-term investments for neutralization at target year
<Not Applicable>
Planned actions to mitigate emissions beyond your value chain (optional)

C4.3(C4.3) Did you have emissions reduction initiatives that were active within the reporting year? Note that this can include those in the planning and/or
implementation phases.
Yes

C4.3a
(C4.3a) Identify the total number of initiatives at each stage of development, and for those in the implementation stages, the estimated CO2e savings.
Number of initiatives

Total estimated annual CO2e savings in metric tonnes CO2e (only for rows marked *)Under investigation0

0

To be implemented*

62

8751

Implementation commenced*

165

19177

Implemented*

99

7653

Not to be implemented

0

0

C4.3b
(C4.3b) Provide details on the initiatives implemented in the reporting year in the table below.
Initiative category & Initiative type
Energy efficiency in buildings

Estimated annual CO2e savings (metric tonnes CO2e)856
Scope(s) or Scope 3 category(ies) where emissions savings occur
Scope 1
Scope 2 (market-based)
Voluntary/Mandatory
Voluntary
Annual monetary savings (unit currency – as specified in C0.4)
45708000
Investment required (unit currency – as specified in C0.4)
228530000
Payback period
4-10 years
Estimated lifetime of the initiative
6-10 years
Comment

CDP

Insulation

Initiative category & Initiative type
Energy efficiency in production processes

Fuel switch

Estimated annual CO2e savings (metric tonnes CO2e)
2475
Scope(s) or Scope 3 category(ies) where emissions savings occur
Scope 1
Scope 2 (market-based)
Voluntary/Mandatory
Voluntary
Annual monetary savings (unit currency – as specified in C0.4)
24320000
Investment required (unit currency – as specified in C0.4)
121600000
Payback period
4-10 years
Estimated lifetime of the initiative
6-10 years
Comment
Initiative category & Initiative type
Energy efficiency in production processes

Process optimization

Estimated annual CO2e savings (metric tonnes CO2e)
4323
Scope(s) or Scope 3 category(ies) where emissions savings occur
Scope 1
Scope 2 (market-based)
Voluntary/Mandatory
Voluntary
Annual monetary savings (unit currency – as specified in C0.4)
226922000
Investment required (unit currency – as specified in C0.4)
1134619000
Payback period
4-10 years
Estimated lifetime of the initiative
6-10 years
Comment

C4.3c(C4.3c) What methods do you use to drive investment in emissions reduction activities?
Method Comment
Internal Relevant divisions report the emission costs and reduction benefits of CO2-related measures in the budgetary discussions, and investment decisions on capital expenditure are made for overall
price on optimization. Management examines the business plans in the yearly mid-term plan, but carefully reviews investment projects based on Investment Profit Criteria taking into account the CO2 emission
carbon costs and reduction benefits as the criteria at that time. Based on the EUA price, CO2 emissions are converted into monetary value and incorporated into the Investment Profit Criteria using the
Discounted Cash Flow method and used as one of the indexes for investment decisions. Both aspects of cost increase and decrease resulting from CO2 emission increase/decrease are considered for
decision making.

C4.5(C4.5) Do you classify any of your existing goods and/or services as low-carbon products?
Yes

C4.5a

CDP

(C4.5a) Provide details of your products and/or services that you classify as low-carbon products.
Level of aggregation
Group of products or services
Taxonomy used to classify product(s) or service(s) as low-carbon
Other, please specify ("Tyre LCCO2 Calculation Guidelines" published by Japan Automobile Tyre Manufacturers Association (JATMA))
Type of product(s) or service(s)Other

Other, please specify (Fuel-efficient tires)

Description of product(s) or service(s)Tires that have reduced tire rolling resistance which influences vehicle fuel efficiency. A wide-ranging line-up is available, from passenger car tires to tires for trucks/buses,
and the design facilitates rolling resistance in order to enhance fuel efficiency. We are developing and expanding fuel-efficient tires equipped with ENLITEN, an innovative
tire technology that combines environmental and driving performance, and mobility solutions that provide fleet management services.
Have you estimated the avoided emissions of this low-carbon product(s) or service(s)YesMethodology used to calculate avoided emissions
Other, please specify ("Tyre LCCO2 Calculation Guidelines" published by Japan Automobile Tyre Manufacturers Association (JATMA))
Life cycle stage(s) covered for the low-carbon product(s) or services(s)Use stage
Functional unit used
One fuel-efficient passenger car tire is installed (Fuel-efficient tyre B tyre in the JATMA Guidelines: size 195/65R15, rolling resistance coefficient 6.2 N/kN, driving life 30,000
km)
Reference product/service or baseline scenario used
One conventional passenger car tire is installed (Conventional PC tyre in the JATMA Guidelines: size 195/65R15, rolling resistance coefficient 10.5N/kN, driving life 30,000
km)Life cycle stage(s) covered for the reference product/service or baseline scenario
Use stage
Estimated avoided emissions (metric tons CO2e per functional unit) compared to reference product/service or baseline scenario
0.251
Explain your calculation of avoided emissions, including any assumptions
CO2 reduction using fuel-efficient tires during the product use stage. Reasons for the possibility of reduction: Improvement of tire rolling efficiency can contribute to fuelefficiency improvement/CO2 reduction when customers use one’s vehicles. Since the tire fuel efficiency or its standards differ by country, we approximate CO2 emissions.
We estimate the above “Estimated Avoided Emissions” based on "Tyre LCCO2 Calculation Guidelines" published by JATMA. This figure the following: For every 1%
reduction in rolling resistance coefficient of passenger car tire, each tire contributes 251.1 kgCO2e reduction*. When we calculate using the "Estimated Avoided Emission",
our reduction rate of the tire rolling resistance coefficient and the 2022 sales volume of our passenger cars tire, it contributed about 9,000,000 tonnes of CO2 reduction in
2022 compared with our products in 2005.
* Calculation Methodology:
Estimated avoided emissions per tire was calculated using the following formulaDifference in GHG emissions (250.5 kgCO2e for conventional tire - 155.1 kgCO2e for fuel efficient tire) / Difference in tire rolling resistance (100% for conventional tire 62% for fuel efficient tire)
Revenue generated from low-carbon product(s) or service(s) as % of total revenue in the reporting year
79

C5. Emissions methodology

C5.1(C5.1) Is this your first year of reporting emissions data to CDP?
No

C5.1a

CDP

(C5.1a) Has your organization undergone any structural changes in the reporting year, or are any previous structural changes being accounted for in thisdisclosure of emissions data?
Row 1
Has there been a structural change?
Yes, a divestment
Name of organization(s) acquired, divested from, or merged with
"Prospira Corporation" and "Archem Inc."
Details of structural change(s), including completion dates<Anti-vibration rubber business>
On December 10, 2021, Bridgestone Corporation made the decision to transfer its anti-vibration rubber business (the "Business Operations") to Anhui Zhongding Holding(Group) Co., Ltd. (AZ). This entails the Company establishing a new wholly-owned subsidiary (Prospira Corporation) to which it transfers the Business Operations bycarrying out an absorption-type demerger (the "Corporate Demerger"), then integrating the Business Operations of the Group into Prospira Corporation, and subsequently
transferring all shares of Prospira Corporation to AZ. Bridgestone Corporation completed the Business Transaction on September 1, 2022.
<Chemical products solutions business>
On December 10, 2021, Bridgestone Corporation made a decision to transfer its chemical products solutions business (the "Business Operations") to Endeavour United II
Investment Business Limited Partnership (EU Investment Partnership). This entails Bridgestone Corporation establishing a new wholly-owned subsidiary (Archem Inc.) towhich it transfers the Business Operations by carrying out an absorption-type demerger, then integrating the Business Operations of the Group into Archem Inc., andsubsequently transferring all shares of Archem Inc. to EU Investment Partnership, which is structured, managed, and operated by Endeavour United Co., Ltd. Bridgestone
Corporation completed the Business Transaction on August 1, 2022.

C5.1b
(C5.1b) Has your emissions accounting methodology, boundary, and/or reporting year definition changed in the reporting year?

Row 1

Change(s) in methodology, boundary, and/or reporting year definition?

Details of methodology, boundary, and/or reporting year definition change(s)Yes, a change in methodology

The emission factors used have been updated to the latest version.

C5.1c(C5.1c) Have your organization’s base year emissions and past years’ emissions been recalculated as a result of any changes or errors reported in C5.1a and/or
C5.1b?

Row 1

Base year recalculation

Scope(s) recalculated

Base year emissions recalculation policy, including significance threshold

Past years’ recalculation

Yes

Scope 1
Scope 2, market-based

The base year emissions are recalculated in the event of any business divestment.

No

C5.2
(C5.2) Provide your base year and base year emissions.
Scope 1
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)1858223
Comment
Scope 2 (location-based)
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment

CDP

Scope 2 (market-based)
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
2174232
Comment
Scope 3 category 1: Purchased goods and services
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
12515164
Comment
Scope 3 category 2: Capital goods
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
836382
Comment
Scope 3 category 3: Fuel-and-energy-related activities (not included in Scope 1 or 2)
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
518129Comment
Scope 3 category 4: Upstream transportation and distribution
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)456957
Comment
Scope 3 category 5: Waste generated in operations
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
161367
Comment
Scope 3 category 6: Business travel
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
17443
Comment

CDP

Scope 3 category 7: Employee commuting
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
61828
Comment
Scope 3 category 8: Upstream leased assets
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
GHG emissions from Bridgestone's upstream leased assets are included in Scope 1 and 2, and are not subject to being calculated as Scope 3.
Scope 3 category 9: Downstream transportation and distribution
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
300510Comment
Scope 3 category 10: Processing of sold products
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
3002
Comment
Scope 3 category 11: Use of sold products
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)109054198
Comment
Scope 3 category 12: End of life treatment of sold products
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
1949173
Comment
Scope 3 category 13: Downstream leased assets
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Bridgestone had no downstream leased assets in 2022.

CDP

Scope 3 category 14: Franchises
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
72420
Comment
Scope 3 category 15: Investments
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
64346
Comment
Scope 3: Other (upstream)
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Scope 3: Other (downstream)
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment

C5.3(C5.3) Select the name of the standard, protocol, or methodology you have used to collect activity data and calculate emissions.
ISO 14064-1
Japan Ministry of the Environment, Law Concerning the Promotion of the Measures to Cope with Global Warming, Superseded by Revision of the Act on Promotion of Global
Warming Countermeasures (2005 Amendment)
The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition)
The Greenhouse Gas Protocol: Corporate Value Chain (Scope 3) Standard

C6. Emissions data

C6.1
(C6.1) What were your organization’s gross global Scope 1 emissions in metric tons CO2e?
Reporting year
Gross global Scope 1 emissions (metric tons CO2e)
1782281Start date
<Not Applicable>
End date<Not Applicable>
Comment

C6.2

CDP

(C6.2) Describe your organization’s approach to reporting Scope 2 emissions.
Row 1​Scope 2, location-based​
We are reporting a Scope 2, location-based figure
Scope 2, market-based
We are reporting a Scope 2, market-based figure
Comment

C6.3(C6.3) What were your organization’s gross global Scope 2 emissions in metric tons CO2e?
Reporting year
Scope 2, location-based
2153236
Scope 2, market-based (if applicable)
1458113
Start date
<Not Applicable>
End date<Not Applicable>
Comment

C6.4(C6.4) Are there any sources (e.g. facilities, specific GHGs, activities, geographies, etc.) of Scope 1, Scope 2 or Scope 3 emissions that are within your selectedreporting boundary which are not included in your disclosure?
Yes

C6.4a
(C6.4a) Provide details of the sources of Scope 1, Scope 2, or Scope 3 emissions that are within your selected reporting boundary which are not included in yourdisclosure.
Source of excluded emissions
HFC
Scope(s) or Scope 3 category(ies)
Scope 1
Scope 2 (location-based)
Scope 2 (market-based)
Relevance of Scope 1 emissions from this source
Emissions are not relevant
Relevance of location-based Scope 2 emissions from this source
Emissions are not relevant
Relevance of market-based Scope 2 emissions from this source
Emissions are not relevant
Relevance of Scope 3 emissions from this source<Not Applicable>
Date of completion of acquisition or merger<Not Applicable>
Estimated percentage of total Scope 1+2 emissions this excluded source represents
0.1
Estimated percentage of total Scope 3 emissions this excluded source represents<Not Applicable>
Explain why this source is excluded
HFC emissions within Scope 1 and Scope 2 are excluded because emissions are minimal relative to CO2.
Explain how you estimated the percentage of emissions this excluded source represents
Calculated from HFC emitted from a part of one’s own sites and multiply it by total CO2 emissions for proportional allotment
Source of excluded emissions
Some of nonproduction subsidiaries such as office/storages
Scope(s) or Scope 3 category(ies)

CDP

Scope 1
Scope 2 (location-based)
Scope 2 (market-based)
Relevance of Scope 1 emissions from this source
Emissions are not relevant
Relevance of location-based Scope 2 emissions from this source
Emissions are not relevant
Relevance of market-based Scope 2 emissions from this source
Emissions are not relevant
Relevance of Scope 3 emissions from this source<Not Applicable>
Date of completion of acquisition or merger<Not Applicable>
Estimated percentage of total Scope 1+2 emissions this excluded source represents
3.3
Estimated percentage of total Scope 3 emissions this excluded source represents<Not Applicable>
Explain why this source is excluded
Some of our non-production subsidiaries are excluded because emissions are minimal
Explain how you estimated the percentage of emissions this excluded source represents
Estimated from CO2 emissions per site for which data is available.
Source of excluded emissions
Some of our non-production subsidiaries such as small offices/storages, tire sensors and car parts such as light bulbs
Scope(s) or Scope 3 category(ies)
Scope 3: Fuel and energy-related activities (not included in Scopes 1 or 2)
Scope 3: Waste generated in operations
Scope 3: Use of sold products
Relevance of Scope 1 emissions from this source<Not Applicable>
Relevance of location-based Scope 2 emissions from this source<Not Applicable>
Relevance of market-based Scope 2 emissions from this source<Not Applicable>
Relevance of Scope 3 emissions from this source
Emissions are not relevant
Date of completion of acquisition or merger<Not Applicable>
Estimated percentage of total Scope 1+2 emissions this excluded source represents<Not Applicable>
Estimated percentage of total Scope 3 emissions this excluded source represents
0.1
Explain why this source is excluded
Some of our non-production subsidiaries such as small offices/storages within Scope 3 Category 3 and 5, tire sensors and automobile parts which consume electricity within
Scope 3 Category 11 are excluded because the amount of CO2 emission is a negligible amount compared to the total emission of Scope 3.
Explain how you estimated the percentage of emissions this excluded source represents
The percentage was estimated by dividing estimated CO2 emissions based on some assumptions by total Scope 3 emissions.

C6.5(C6.5) Account for your organization’s gross global Scope 3 emissions, disclosing and explaining any exclusions.

CDPPurchased goods and services
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
11995404
Emissions calculation methodology
Average data method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated by multiplying the purchased amount of each raw material with CO2 emission factors for each raw material determined by Japan Rubber Manufacturers
Association calculation methods.
Capital goods
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
1011100
Emissions calculation methodology
Spend-based method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated by multiplying the capital expenditures material with CO2 emission factors determined by Japanese Ministry of the Environment
Fuel-and-energy-related activities (not included in Scope 1 or 2)
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)496370Emissions calculation methodology
Average data method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated by multiplying the energy consumption with CO2 emission factors determined by DEFRA
Upstream transportation and distribution
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)653081
Emissions calculation methodology
Average data method
Distance-based method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain[Ground transportation] Calculated by multiplying purchased amount of distribution weight with CO2 emission factors for the distribution determined by Japan Rubber
Manufacturers Association calculation methods.
[Marine transportation] The result for 2008 is calculated based on the volume and distance of marine transportation with respect to the CO2 emission factors of the GHG
protocol for shipment. It is calculated as a ratio of the total distribution weight for 2022 and 2008.
Waste generated in operations
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)147386
Emissions calculation methodology
Waste-type-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated by multiplying the amount of waste generated with CO2 emission factors determined by Japanese Ministry of the Environment

CDP

Business travel
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
16852
Emissions calculation methodology
Average data method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated using Bridgestone's calculation method based on the "Tyre LCCO2 Calculation Guidelines Ver. 3.0.1” (The Japan Automobile Tyre Manufacturers Association,
Inc), citing fuel consumption data from the International Council on Clean Transportation and Department for Environment, Food & Rural Affairs (DEFRA).
Employee commuting
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
59471
Emissions calculation methodology
Average data method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated by multiplying the amount of waste generated with CO2 emission factors determined by Japanese Ministry of the Environment
Upstream leased assets
Evaluation status
Not relevant, explanation provided
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
GHG emissions from Bridgestone's upstream leased assets are included in Scope 1 and 2, and are not subject to being calculated as Scope 3.
Downstream transportation and distribution
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
272478Emissions calculation methodology
Spend-based method
Site-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
1
Please explain
GHG per unit sales is calculated from GHG emitted from a part of one’s own store and multiply it by total sales for proportional allotment
Processing of sold products
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
2574
Emissions calculation methodology
Average data method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculate the power consumed during tire installation by multiplying installation power per tire by the number of tires sold.

CDPUse of sold products
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
93029045
Emissions calculation methodology
Methodology for direct use phase emissions, please specify (Calculated from our Tyre sales unit and CO2 emission per 1 tire when it used based on ”Tyre LCCO2
Calculation Guidelines Ver. 3.0.1" by The Japan Automobile Tyre Manufacturers Association, Inc.(JATMA) March 2021)
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated from our Tyre sales unit and CO2 emission per 1 tire when it used based on ”Tyre LCCO2 Calculation Guidelines Ver. 3.0.1" by The Japan Automobile Tyre
Manufacturers Association, Inc., citing fuel consumption data from the International Council on Clean Transportation and other sources.
End of life treatment of sold products
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
1898249
Emissions calculation methodology
Waste-type-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated by multiplying the purchased quantity of each raw material with CO2 emission factors determined by Japan Rubber Manufacturers Association calculation
methods.
Downstream leased assets
Evaluation status
Not relevant, explanation provided
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
Bridgestone had no downstream leased assets in 2022.
Franchises
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
56667
Emissions calculation methodology
Average data method
Site-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculate by multiplying CO2 emission per typical shop by the number of franchise shops
Investments
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
49322
Emissions calculation methodology
Investment-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated using our share of equity multiplied by the Scope 1 and Scope 2 emissions of each investee company

CDP

Other (upstream)
Evaluation status
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
Other (downstream)
Evaluation status
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain

C6.7(C6.7) Are carbon dioxide emissions from biogenic carbon relevant to your organization?
Yes

C6.7a
(C6.7a) Provide the emissions from biogenic carbon relevant to your organization in metric tons CO2.
CO2 emissions from biogenic carbon (metric tons CO2)
Row 1

C6.10

CDP

35290

Comment

(C6.10) Describe your gross global combined Scope 1 and 2 emissions for the reporting year in metric tons CO2e per unit currency total revenue and provide any
additional intensity metrics that are appropriate to your business operations.
Intensity figure
7.5e-7
Metric numerator (Gross global combined Scope 1 and 2 emissions, metric tons CO2e)
3080622
Metric denominator
unit total revenue
Metric denominator: Unit total
4110070
Scope 2 figure used
Market-based% change from previous year
28.2
Direction of change
Decreased
Reason(s) for change
Change in renewable energy consumption
Other emissions reduction activities
Divestment
Change in revenue
Please explain
The combined Scope 1 and 2 emissions* were -9% versus the previous year, while the revenue was +27%.
<Scope1 and 2 emissions>
The Bridgestone Group continued its efforts to improve energy efficiency and introduce renewable energy sources. In 2022, one plant in India (Pune), and two plants fordiversified products in China (Shenyang and Changzhou) switched to renewable energy sources for purchased electricity. In Japan, six tire and raw materials plants (Hofu,
Tochigi, Nasu, Kurume, Amagi and Saga) transitioned all the electricity purchased to renewable energy sources and two chemical and industrial products plants (Seki andKumamoto) have also began transitioning to renewable energy sources. Thai Bridgestone Co., Ltd. installed solar rooftop panels in the Nong Khae Plant in 2022. With thelargest solar rooftop panel among the Bridgestone Group at a total capacity of 9.95 MWp, it is expected to generate a 97,500-ton reduction in total CO2 emissions over the
next 15 years. Also, a large 9.2MW solar power system is in operation at the Burgos plant in Spain in 2022.
Additionally, Bridgestone Corporation completed the transfer of our anti-vibration rubber business and chemical products solutions business in 2022.
<Revenue>
The favorable impacts of price, mix and volume offset almost all the unfavorable impacts of raw material and other costs inflation such as energy, labor and freight costs.
Moreover, "expense and cost structure reformation" including improvement in genba operation at production sites supported profitability and the weak yen also contributedin part to profit growth.
* The scope of "metric numerator" in this question are only manufacturing sites.

C7. Emissions breakdowns

C7.1(C7.1) Does your organization break down its Scope 1 emissions by greenhouse gas type?
No

C7.2(C7.2) Break down your total gross global Scope 1 emissions by country/area/region.
Country/area/region

Scope 1 emissions (metric tons CO2e)

Americas638190Asia Pacific (or JAPA)

923091

Europe, the Middle East, Africa and Russia (EMEAR)

221000C7.3(C7.3) Indicate which gross global Scope 1 emissions breakdowns you are able to provide.
By activity

CDP

C7.3c
(C7.3c) Break down your total gross global Scope 1 emissions by business activity.
Activity

Scope 1 emissions (metric tons CO2e)

Manufacturing plants

1703624

Others

78657

C7.5(C7.5) Break down your total gross global Scope 2 emissions by country/area/region.
Country/area/region

Scope 2, location-based (metric tons CO2e)

Scope 2, market-based (metric tons CO2e)

Americas684771601858Asia Pacific (or JAPA)

1057018690820Europe, the Middle East, Africa and Russia (EMEAR)

411446165436

C7.6(C7.6) Indicate which gross global Scope 2 emissions breakdowns you are able to provide.
By activity

C7.6c(C7.6c) Break down your total gross global Scope 2 emissions by business activity.
Activity

Scope 2, location-based (metric tons CO2e)

Scope 2, market-based (metric tons CO2e)

Manufacturing plants

20122301324132

Others141005133981

C7.7(C7.7) Is your organization able to break down your emissions data for any of the subsidiaries included in your CDP response?
No

C7.9(C7.9) How do your gross global emissions (Scope 1 and 2 combined) for the reporting year compare to those of the previous reporting year?
Decreased

C7.9a

CDP

(C7.9a) Identify the reasons for any change in your gross global emissions (Scope 1 and 2 combined), and for each of them specify how your emissions compare
to the previous year.
Change in Direction Emissions
Please explain calculation
emissions of change value(metric
in(percentage)
tons
emissions
CO2e)
Change in
216197
renewableenergyconsumption

Decreased 6.4

In 2022, one plant in India (Pune), and two plants for diversified products in China (Shenyang and Changzhou) switched to renewable energy sources forpurchased electricity. In Japan, six tire and raw materials plants (Hofu, Tochigi, Nasu, Kurume, Amagi and Saga) transitioned all the electricity purchased torenewable energy sources. Thai Bridgestone Co., Ltd. installed solar rooftop panels in the Nong Khae Plant in 2022. With the largest solar rooftop panel among
the Bridgestone Group at a total capacity of 9.95 MWp. These and others result in a total reduction of 216,197 tons of CO2 from 2022.
(-216,197 / 3,386,613) * 100 = -6.4%*Previous year(2021) Scope 1 + 2 emission was 3,386,613 tCO2e

Otheremissions
reduction
activities

142896

Decreased 4.2(-142,896 / 3,386,613) * 100 = -4.2%*Previous year(2021) Scope 1 + 2 emission was 3,386,613 tCO2e

Divestment<Not
Applicable>

Acquisitions<Not
Applicable>

Mergers<Not
Applicable>

Change in
outputWe are continuously developing the ability of the personnel to recognize and implement energy-saving opportunities. In Milestone 2030, we aim to improve ourenergy efficiency by 0.5% per year. We reduced 142,896 tonnes as a result of energy-saving activities in 2022.

12741

Decreased 0.4

In 2022, tire production decreased slightly from the previous year. Therefore, the associated Scope 1 and 2 emissions decreased by 12,741 tonnes in 2022.
(-12,741 / 3,386,613) * 100 = -0.4%*Previous year(2021) Scope 1 + 2 emission was 3,386,613 tCO2e

Change in
186317methodology

Decreased 5.5

Electricity emission factors was updated to the latest figures. The values on the left were difference between Scope1 + 2(Market-based) emission in 2022 withthe latest electricity emission factors and that with the factors of previous year.
(-186,317 / 3,386,613) * 100 = -5.5%*Previous year(2021) Scope 1 + 2 emission was 3,386,613 tCO2e*Introduction of renewable electricity written in the first column was excluded from this calculation

Change inboundary<Not
Applicable>

Change inphysicaloperatingconditions<Not
Applicable>

Unidentified<Not
Applicable
>

Other

252160

Increased

7.4

Due to changes in the composition of energy sources, impacts of located production variation, etc.
(+252,160 / 3,386,613) * 100 = +7.4%*Previous year(2021) Scope 1 + 2 emission was 3,386,613 tCO2e

C7.9b
(C7.9b) Are your emissions performance calculations in C7.9 and C7.9a based on a location-based Scope 2 emissions figure or a market-based Scope 2
emissions figure?
Market-based

C8. Energy

C8.1(C8.1) What percentage of your total operational spend in the reporting year was on energy?
More than 0% but less than or equal to 5%

C8.2

CDP

(C8.2) Select which energy-related activities your organization has undertaken.
Indicate whether your organization undertook this energy-related activity in the reporting year
Consumption of fuel (excluding feedstocks)

Yes

Consumption of purchased or acquired electricity

Yes

Consumption of purchased or acquired heat

No

Consumption of purchased or acquired steam

Yes

Consumption of purchased or acquired cooling

No

Generation of electricity, heat, steam, or cooling

Yes

C8.2a
(C8.2a) Report your organization’s energy consumption totals (excluding feedstocks) in MWh.
MWh from non-renewable sources

Total (renewable and non-renewable) MWh

Consumption of fuel (excluding feedstock)

Heating value

LHV (lower heating value) 87419

MWh from renewable sources

7123368

7210787

Consumption of purchased or acquired electricity<Not Applicable>

11888263823435

5012261

Consumption of purchased or acquired heat

<Not Applicable><Not Applicable><Not Applicable><Not Applicable>

Consumption of purchased or acquired steam<Not Applicable>

0308592308592

Consumption of purchased or acquired cooling<Not Applicable><Not Applicable><Not Applicable><Not Applicable>

Consumption of self-generated non-fuel renewable energy<Not Applicable>

29940<Not Applicable>

29940

Total energy consumption<Not Applicable>

130618511255395

12561581

C8.2b(C8.2b) Select the applications of your organization’s consumption of fuel.
Indicate whether your organization undertakes this fuel application
Consumption of fuel for the generation of electricity

Yes

Consumption of fuel for the generation of heat

Yes

Consumption of fuel for the generation of steam

Yes

Consumption of fuel for the generation of coolingNo

Consumption of fuel for co-generation or tri-generation

Yes

C8.2c
(C8.2c) State how much fuel in MWh your organization has consumed (excluding feedstocks) by fuel type.
Sustainable biomass
Heating value
LHV
Total fuel MWh consumed by the organization0
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat0
MWh fuel consumed for self-generation of steam0
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration
0
Comment

CDP

Other biomass
Heating value
LHV
Total fuel MWh consumed by the organization
87419
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat0
MWh fuel consumed for self-generation of steam
87419
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration
0
Comment
Other renewable fuels (e.g. renewable hydrogen)Heating value
LHV
Total fuel MWh consumed by the organization0
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat0
MWh fuel consumed for self-generation of steam0
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration
0
Comment
Coal
Heating value
LHV
Total fuel MWh consumed by the organization
109724
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat0
MWh fuel consumed for self-generation of steam
109724
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration
0
Comment

CDP

Oil
Heating value
LHV
Total fuel MWh consumed by the organization
713539MWh fuel consumed for self-generation of electricity
209172
MWh fuel consumed for self-generation of heat
381351
MWh fuel consumed for self-generation of steam
123015
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration
0
Comment
Gas
Heating value
LHV
Total fuel MWh consumed by the organization
6300105
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat
1103800
MWh fuel consumed for self-generation of steam
3787100
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration
1409205
Comment
Other non-renewable fuels (e.g. non-renewable hydrogen)Heating value
LHV
Total fuel MWh consumed by the organization0
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat0
MWh fuel consumed for self-generation of steam0
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration
0
Comment

CDP

Total fuelHeating value
LHV
Total fuel MWh consumed by the organization
7210787
MWh fuel consumed for self-generation of electricity
209172
MWh fuel consumed for self-generation of heat1485152
MWh fuel consumed for self-generation of steam
4107258
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration
1409205
Comment

C8.2d(C8.2d) Provide details on the electricity, heat, steam, and cooling your organization has generated and consumed in the reporting year.
Total Gross generation(MWh)

Generation that is consumed by theorganization (MWh)Gross generation from renewable sources Generation from renewable sources that is consumed by the(MWh)organization (MWh)Electricity 730734

730734

29940

29940

Heat

11697171169717

0

0

Steam

3872733

3872733

69381

69381

Cooling

0

0

0

0

C8.2e
(C8.2e) Provide details on the electricity, heat, steam, and/or cooling amounts that were accounted for at a zero or near-zero emission factor in the market-based
Scope 2 figure reported in C6.3.
Country/area of low-carbon energy consumption
India
Sourcing method
Purchase from an on-site installation owned by a third party (on-site PPA)
Energy carrier
Electricity
Low-carbon technology typeSolar
Low-carbon energy consumed via selected sourcing method in the reporting year (MWh)4865
Tracking instrument used
Contract
Country/area of origin (generation) of the low-carbon energy or energy attributeIndia
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2019
Comment
Country/area of low-carbon energy consumption
China
Sourcing method
Purchase from an on-site installation owned by a third party (on-site PPA)
Energy carrier
Electricity
Low-carbon technology typeSolar
Low-carbon energy consumed via selected sourcing method in the reporting year (MWh)
3114

CDP

Tracking instrument used
Contract
Country/area of origin (generation) of the low-carbon energy or energy attribute
China
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2018
Comment
Country/area of low-carbon energy consumption
ThailandSourcing method
Purchase from an on-site installation owned by a third party (on-site PPA)
Energy carrier
Electricity
Low-carbon technology typeSolar
Low-carbon energy consumed via selected sourcing method in the reporting year (MWh)1302
Tracking instrument used
Contract
Country/area of origin (generation) of the low-carbon energy or energy attribute
ThailandAre you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2021
Comment
Country/area of low-carbon energy consumption
ThailandSourcing method
Purchase from an on-site installation owned by a third party (on-site PPA)
Energy carrier
Electricity
Low-carbon technology typeSolar
Low-carbon energy consumed via selected sourcing method in the reporting year (MWh)432
Tracking instrument used
Contract
Country/area of origin (generation) of the low-carbon energy or energy attribute
ThailandAre you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2022
Comment
Country/area of low-carbon energy consumption
Spain
Sourcing method
Purchase from an on-site installation owned by a third party (on-site PPA)
Energy carrier
Electricity
Low-carbon technology typeSolar
Low-carbon energy consumed via selected sourcing method in the reporting year (MWh)313
Tracking instrument used
Contract

CDPCountry/area of origin (generation) of the low-carbon energy or energy attribute
Spain
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2022
Comment

C8.2g(C8.2g) Provide a breakdown by country/area of your non-fuel energy consumption in the reporting year.
Country/area
United States of America
Consumption of purchased electricity (MWh)1506776
Consumption of self-generated electricity (MWh)2279
Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
1509055
Country/area
CanadaConsumption of purchased electricity (MWh)125038Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
125038Country/area
MexicoConsumption of purchased electricity (MWh)145315
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
145315Country/area
Costa Rica
Consumption of purchased electricity (MWh)61000
Consumption of self-generated electricity (MWh)33

CDP

Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
61033
Country/area
Argentina
Consumption of purchased electricity (MWh)46435
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
46435
Country/area
BrazilConsumption of purchased electricity (MWh)272672
Consumption of self-generated electricity (MWh)5Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
272677
Country/area
FranceConsumption of purchased electricity (MWh)0Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
0Country/area
Belgium
Consumption of purchased electricity (MWh)14485
Consumption of self-generated electricity (MWh)33
Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0

CDPConsumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
14518
Country/area
Spain
Consumption of purchased electricity (MWh)212334
Consumption of self-generated electricity (MWh)313
Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
212647
Country/area
PolandConsumption of purchased electricity (MWh)218118Consumption of self-generated electricity (MWh)9Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)105531
Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
323658Country/area
Italy
Consumption of purchased electricity (MWh)20391
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
20391
Country/area
Hungary
Consumption of purchased electricity (MWh)79717
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
79717

CDP

Country/area
United Kingdom of Great Britain and Northern Ireland
Consumption of purchased electricity (MWh)1059
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
1059
Country/area
TurkeyConsumption of purchased electricity (MWh)272922
Consumption of self-generated electricity (MWh)5581
Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
278503
Country/area
South Africa
Consumption of purchased electricity (MWh)48047
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
48047
Country/area
Liberia
Consumption of purchased electricity (MWh)0Consumption of self-generated electricity (MWh)19649
Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
19649
Country/area
ThailandConsumption of purchased electricity (MWh)CDP

469943
Consumption of self-generated electricity (MWh)1734
Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)86994
Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
558671Country/areaIndonesia
Consumption of purchased electricity (MWh)96887
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
96887
Country/area
Taiwan, China
Consumption of purchased electricity (MWh)36735
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)51062
Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
87797
Country/area
India
Consumption of purchased electricity (MWh)145098Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
145098Country/area
Australia
Consumption of purchased electricity (MWh)6812
Consumption of self-generated electricity (MWh)2

CDPIs this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
6814
Country/area
Malaysia
Consumption of purchased electricity (MWh)733
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
733
Country/area
Philippines
Consumption of purchased electricity (MWh)4822
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
4822
Country/area
Viet Nam
Consumption of purchased electricity (MWh)32350
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
32350
Country/area
China
Consumption of purchased electricity (MWh)300752
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)
63789

CDP

Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
364541Country/area
SingaporeConsumption of purchased electricity (MWh)154
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
154
Country/areaJapan
Consumption of purchased electricity (MWh)886557
Consumption of self-generated electricity (MWh)303
Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
886860Country/area
Russian Federation
Consumption of purchased electricity (MWh)7108
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
<Not Applicable>
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
7108

C9. Additional metrics

C9.1(C9.1) Provide any additional climate-related metrics relevant to your business.

C10. Verification

CDPC10.1(C10.1) Indicate the verification/assurance status that applies to your reported emissions.
Verification/assurance status
Scope 1

Third-party verification or assurance process in place

Scope 2 (location-based or market-based)

Third-party verification or assurance process in place

Scope 3

Third-party verification or assurance process in place

C10.1a(C10.1a) Provide further details of the verification/assurance undertaken for your Scope 1 emissions, and attach the relevant statements.
Verification or assurance cycle in place
Annual process
Status in the current reporting year
Complete
Type of verification or assurance
Limited assurance
Attach the statement
Independent Assurance Report of 2022 data for Bridgestone.pdf
Page/ section reference
Please refer to the page 3 for the actual value
Relevant standard
ISO14064-3
Proportion of reported emissions verified (%)
100

C10.1b

CDP

(C10.1b) Provide further details of the verification/assurance undertaken for your Scope 2 emissions and attach the relevant statements.
Scope 2 approach
Scope 2 location-based
Verification or assurance cycle in place
Annual process
Status in the current reporting year
Complete
Type of verification or assurance
Limited assurance
Attach the statement
Independent Assurance Report of 2022 data for Bridgestone.pdf
Page/ section reference
Please refer to the page 3 for the actual value
Relevant standard
ISO14064-3
Proportion of reported emissions verified (%)
100
Scope 2 approach
Scope 2 market-based
Verification or assurance cycle in place
Annual process
Status in the current reporting year
Complete
Type of verification or assurance
Limited assurance
Attach the statement
Independent Assurance Report of 2022 data for Bridgestone.pdf
Page/ section reference
Please refer to the page 3 for the actual value
Relevant standard
ISO14064-3
Proportion of reported emissions verified (%)
100

C10.1cCDP

(C10.1c) Provide further details of the verification/assurance undertaken for your Scope 3 emissions and attach the relevant statements.
Scope 3 category
Scope 3: Purchased goods and services
Scope 3: Capital goods
Scope 3: Fuel and energy-related activities (not included in Scopes 1 or 2)
Scope 3: Upstream transportation and distribution
Scope 3: Waste generated in operations
Scope 3: Business travel
Scope 3: Employee commuting
Scope 3: Investments
Scope 3: Downstream transportation and distribution
Scope 3: Processing of sold products
Scope 3: Use of sold products
Scope 3: End-of-life treatment of sold products
Scope 3: Franchises
Verification or assurance cycle in place
Annual process
Status in the current reporting year
Complete
Type of verification or assurance
Limited assurance
Attach the statement
Independent Assurance Report of 2022 data for Bridgestone.pdf
Page/section reference
It is listed on the page 3 of the assurance statement
Relevant standard
ISO14064-3
Proportion of reported emissions verified (%)
100

C10.2
(C10.2) Do you verify any climate-related information reported in your CDP disclosure other than the emissions figures reported in C6.1, C6.3, and C6.5?
Yes

C10.2a(C10.2a) Which data points within your CDP disclosure have been verified, and which verification standards were used?
Disclosure module
verification relatestoDataverified

Verification Please explain
standard

C8. Energy

EnergyISAE 3000
consumption

Total energy consumption, Energy consumption (fuel) including fuel from renewable sources, Energy consumption (purchased electricity) including electricity fromrenewable sources, Energy consumption (purchased steam), energy consumption (self-generated renewable electricity from non-fuel sources; solar, etc.)

C11. Carbon pricing

C11.1(C11.1) Are any of your operations or activities regulated by a carbon pricing system (i.e. ETS, Cap & Trade or Carbon Tax)?
Yes

C11.1a(C11.1a) Select the carbon pricing regulation(s) which impacts your operations.
EU ETS
Japan carbon tax

C11.1b

CDP

(C11.1b) Complete the following table for each of the emissions trading schemes you are regulated by.
EU ETS% of Scope 1 emissions covered by the ETS
5.6% of Scope 2 emissions covered by the ETS
0Period start date
December 1 2022
Period end date
December 31 2022
Allowances allocated17930
Allowances purchased
0
Verified Scope 1 emissions in metric tons CO2e
101006
Verified Scope 2 emissions in metric tons CO2e0
Details of ownership
Facilities we own and operate
Comment

C11.1c(C11.1c) Complete the following table for each of the tax systems you are regulated by.
Japan carbon tax
Period start date
January 1 2022
Period end date
December 31 2022
% of total Scope 1 emissions covered by tax
28.6
Total cost of tax paid
147740888
Comment% of emission covered by tax was calculated by Scope1 emission in Japan divided by global Scope1 emission.
And total cost of tax paid was calculated by Scope1 emission in Japan multiplied Japan Carbon tax rate (289yen/tCO2e)*In addition, the carbon tax indirectly affects electricity price in the Scope 2

C11.1d(C11.1d) What is your strategy for complying with the systems you are regulated by or anticipate being regulated by?
As a strategy to comply with the EU ETS, the Japanese carbon tax and other regulated carbon pricing systems, Bridgestone aims to minimize the additional cost of CO2
emissions and achieve the Milestone 2030 "Reduce our absolute CO2 emissions (Scope 1 and 2) by 50% by 2030 (versus 2011)", by actively and steadily promoting the
reduction of CO2 emissions on a global basis. To this end, we are promoting CO2 reduction through energy saving and renewable energy introduction.

One of the typical energy saving initiatives is introduction of highly efficient equipment. As example in 2018, Bridgestone’s Turkish affiliate Brisa Bridgestone Sabancı Lastik
Sanayi ve Ticaret A.Ş.(BRISA) established a new manufacturing facility for radial tires in Aksaray Province, Turkey with investment which amounted to 300 million USD. This
new plant achieved 30% energy saving and contributes to our manufacturing with less CO2 emission.

We also expand the introduction of renewable energy while considering the local characteristics of each site. In 2022, one plant in India (Pune) and two plants in China(Shenyang and Changzhou) switched to renewable energy sources for purchased electricity, one plant (Nong Khae) installed rooftop solar panels with a total capacity of 9.95
MWp, and two plants (Shimonoseki and Kitakyushu) commenced solar power generation with a combined generation capacity of 5.8 MW based on a power purchaseagreement.

As a result of these renewable energy introductions, we reduced CO2 emissions by 216,197 tonnes in 2022 compared to BAU case.

CDPC11.2(C11.2) Has your organization canceled any project-based carbon credits within the reporting year?
No

C11.3
(C11.3) Does your organization use an internal price on carbon?
Yes

C11.3a(C11.3a) Provide details of how your organization uses an internal price on carbon.
Type of internal carbon priceShadow priceHow the price is determined
Alignment with the price of allowances under an Emissions Trading Scheme
Cost of required measures to achieve emissions reduction targets
Benchmarking against peers
Objective(s) for implementing this internal carbon price
Drive energy efficiency
Drive low-carbon investment
Scope(s) covered
Scope 1
Scope 2
Scope 3 (upstream)
Scope 3 (downstream)
Pricing approach used – spatial variance
Uniform
Pricing approach used – temporal variance
StaticIndicate how you expect the price to change over time
<Not Applicable>
Actual price(s) used – minimum (currency as specified in C0.4 per metric ton CO2e)
13200
Actual price(s) used – maximum (currency as specified in C0.4 per metric ton CO2e)
13200
Business decision-making processes this internal carbon price is applied toCapital expenditure
Other, please specify (Brown Energy Purchasing)
Mandatory enforcement of this internal carbon price within these business decision-making processes
Yes, for some decision-making processes, please specify (When it is expected that the CO2 emission impact from the Capital expenditure, the business unit will calculate
the return on investment (ROI) including the CO2 emission cost. It is used as a factor to support investment decision.)
Explain how this internal carbon price has contributed to the implementation of your organization’s climate commitments and/or climate transition plan
Because the proportion of Bridgestone’s CO2 emissions that are subject to EU-ETS with high carbon pricing is small, we have introduced internal carbon pricing for CO₂
reduction since 2011. By utilizing internal carbon pricing, the impact of CO₂ reduction/increase is taken into account as a factor in investment decision and is intended topromote investment toward carbon neutrality, our long-term environmental vision toward 2050. Carbon price of CO2 emission cost is set accordingly considering businesscharacteristics and regional situations of each business unit, however the common default value for reference is updated once a year. When it is expected that the CO2
emission impact from the investment, the business unit will calculate the return on investment (ROI) including the CO2 emission cost due to carbon pricing and use it as thebasis for making decision on investment profitability. Common internal carbon price is set accordingly considering market price of CO2 emission cost such as EU-ETS andother factors and reviewed once a year. In 2022, the price was updated to $100*1 per tonne of CO2 and the scope of application was extended from Scope 1, 2 to Scope 1,
2, 3. Internal carbon pricing is embedded in the standard process of evaluation of profitability on investment. Quantitative changes in CO2 emissions by the investment arecalculated and the impact of CO2 emission cost based on internal carbon price is included in the calculation of return on investment (ROI) and it is used as the basis formaking decision on investment. The internal carbon pricing has been applied to a variety of investments such as introduction of energy-efficient equipment, self-generation
system by renewable energy for CO2 reduction, etc. and also applied to a brown energy procurement.
*1: The 13,200 yen reported in the "Actual price(s) used" above is the $100 multiplied by 132 yen/$, which is the exchange rate for the fiscal year 2022 in the Consolidated
Financial Statements for FY2022.

C12. Engagement

C12.1
CDP

(C12.1) Do you engage with your value chain on climate-related issues?
Yes, our suppliers
Yes, other partners in the value chain

C12.1a(C12.1a) Provide details of your climate-related supplier engagement strategy.
Type of engagement
Engagement & incentivization (changing supplier behavior)
Details of engagement
Provide training, support, and best practices on how to set science-based targets% of suppliers by number
100% total procurement spend (direct and indirect)
100% of supplier-related Scope 3 emissions as reported in C6.5
83
Rationale for the coverage of your engagement
Bridgestone Group’s Global Sustainable Procurement Policy includes “set the science-based targets (SBTs)” as preferred practices for suppliers. The Policy is applicable toall points of our various supply chains. We target suppliers in Scope 3 category 1 for the engagement requesting the establishment of the SBTs because they represent
83% of supplier-related Scope 3 emissions as reported in C6.5 and have an impact on our Scope 3 emissions reduction.
Impact of engagement, including measures of success
The threshold for our success is the achievement of our target approved by SBTi: "92% of its suppliers by emissions covering Scope 3 category 1 will have science-basedtargets (SBTs) by 2026". We estimated the number of suppliers that would need to have SBTs to achieve this target and found that it would be 23% of the total number ofsuppliers.
To achieve this target of 92%, we distributed our Global Sustainable Procurement Policy, which includes “set the science-based targets” as preferred practices, to all
suppliers and required all Level 1 and 2 suppliers* to sign a policy receipt acknowledgement. For several years, the Bridgestone Group has held annual conferences for
suppliers to ensure full understanding of the Sustainable Procurement Policy in multiple regions in which it operates. At the 2022 conferences, we have emphasized andreminded the suppliers that we expect their cooperation in setting the science-based targets or equivalent. We have been making these engagements continuously with
suppliers since 2021 when we published the version 2.0 of our Global Procurement Policy, including several synthetic rubber and rubber chemical suppliers that have set
their science-based targets in 2022.
As of March 2023, around 20% of the suppliers by emissions covering Scope 3 category 1 have set the science-based targets.
*Level 1 suppliers: direct material suppliers providing materials used in final products
Level 2 suppliers: direct material suppliers that providing products and services that directly enable production
Comment

C12.1d(C12.1d) Give details of your climate-related engagement strategy with other partners in the value chain.
Bridgestone Americas, Inc. (Bridgestone) replaces carbon black, which is one of the raw materials for tires, with recovered carbon black (rCB), which is obtained by thermallydecomposing End-of-Life (EOL) tires, commercializes tires using this, and sells it in the United States market from 2019.
rCB is made by Delta Energy Group LLC, which has a partnership with Bridgestone. The move to at-scale commercialization of the company’s rCB, Delta-Energy Group’s
proprietary rCB product recovered from EOL tires, marks a significant milestone in achieving Bridgestone Group’s long-term environmental vision of targeting 100%
sustainable materials – and contributing to globally agreed target (towards carbon neutral society) – by the year 2050 and beyond. The process by Delta-Energy Group to
extract materials reduces 81% CO2 emission per ton as compared to new carbon black.
Bridgestone began evaluating Delta-Energy’s materials in 2007 and became an equity partner in late 2014. Since that time, the use of the company’s rCB as a partial
replacement for new carbon black in new tires has undergone extensive testing to ensure compliance with the high standards and superior quality and performance for which
Bridgestone tires are known. In 2020, Bridgestone purchased over 1,200 metric tons of rCB, the equivalent of approximately 380,000 end-of-life tires, resulting in the
reduction of approximately 1,900 metric tons of CO2 emissions. Annually, the company targets to increase the use of rCB to 6,800 metric tons and reduce the equivalent ofover 10,800 metric tons of CO2 emissions. Through the partnership with Delta-Energy, Bridgestone will divert millions of EOL tires annually into new products that will givethem a new life.
In Japan, Bridgestone and ENEOS Corporation launched a joint research and development project aimed at the successful development of “chemical recycling technologies
that enable precise pyrolysis of used tires in 2022. In this joint project, we will engage in demonstration projects that achieve high-yield production of chemical products, suchas butadiene, a raw material used in synthetic rubber. The large-scale demonstrations will be advanced toward 2030 with the goal of achieving mass production and swift
commercialization.

C12.2(C12.2) Do your suppliers have to meet climate-related requirements as part of your organization’s purchasing process?
Yes, suppliers have to meet climate-related requirements, but they are not included in our supplier contracts

CDP

C12.2a(C12.2a) Provide details of the climate-related requirements that suppliers have to meet as part of your organization’s purchasing process and the compliancemechanisms in place.
Climate-related requirement
Setting a science-based emissions reduction target
Description of this climate related requirement
Bridgestone Group’s Global Sustainable Procurement Policy includes “set the science-based targets (SBTs)” as preferred practices for suppliers. The Policy is applicable toall points (100%) of our various supply chains.
% suppliers by procurement spend that have to comply with this climate-related requirement100% suppliers by procurement spend in compliance with this climate-related requirement
18
Mechanisms for monitoring compliance with this climate-related requirement
Certification
Supplier self-assessment
Supplier scorecard or rating
Response to supplier non-compliance with this climate-related requirement
Retain and engage
Climate-related requirement
Climate-related disclosure through a non-public platform
Description of this climate related requirement
To better understand the strengths and vulnerabilities of suppliers, the Group worked with EcoVadis to conduct enhanced environmental, social and governance (ESG) risk
assessments of the Group's new and existing major, Tier 1 tire material suppliers. Consistent with the sustainable procurement policy, the ESG issues assessed include
energy consumption, water, biodiversity, pollution, waste, customer safety, industrial safety, labor practices, human rights, corruption, bribery, fraud, money laundering, andsustainable procurement. The Bridgestone Group’s goal is 95% or more of its spend basis for the Group’s direct material suppliers will have completed an EcoVadis
enhanced ESG risk assessment by the end of 2023. As of March 2023, 97% of those has completed the EcoVadis assessment.
% suppliers by procurement spend that have to comply with this climate-related requirement100% suppliers by procurement spend in compliance with this climate-related requirement
97
Mechanisms for monitoring compliance with this climate-related requirement
Supplier self-assessment
Supplier scorecard or rating
Response to supplier non-compliance with this climate-related requirement
Retain and engage

C12.3(C12.3) Does your organization engage in activities that could either directly or indirectly influence policy, law, or regulation that may impact the climate?
Row 1
External engagement activities that could directly or indirectly influence policy, law, or regulation that may impact the climate
Yes, our membership of/engagement with trade associations could influence policy, law, or regulation that may impact the climate
Does your organization have a public commitment or position statement to conduct your engagement activities in line with the goals of the Paris Agreement?
Yes
Attach commitment or position statement(s)Bridgestone Environmental Management Policy.pdf

Describe the process(es) your organization has in place to ensure that your external engagement activities are consistent with your climate commitments and/or
climate transition plan
The Bridgestone Group is promoting co-creation with stakeholders by encouraging open innovation in technology, business models and design, and combining
technologies in various fields. For climate change action, the Group is also working with other organizations and businesses to accelerate carbon neutral initiatives.
Primary reason for not engaging in activities that could directly or indirectly influence policy, law, or regulation that may impact the climate<Not Applicable>
Explain why your organization does not engage in activities that could directly or indirectly influence policy, law, or regulation that may impact the climate<Not Applicable>

C12.3b

CDP

(C12.3b) Provide details of the trade associations your organization is a member of, or engages with, which are likely to take a position on any policy, law or
regulation that may impact the climate.
Trade association
Other, please specify (Japan Climate Change Initiative (JCI))Is your organization’s position on climate change policy consistent with theirs?
Consistent
Has your organization attempted to influence their position in the reporting year?
Yes, we publicly promoted their current position
Describe how your organization’s position is consistent with or differs from the trade association’s position, and any actions taken to influence their position
The JCI, as non-state actors such as companies and local governments, pledge to stand at the forefront of global challenges in order to realize the decarbonized society
envisioned by the Paris Agreement.
In April 2021, Bridgestone endorsed a message by JCI calling for the government of Japan to set ambitious greenhouse gas emission reduction targets to realize the goalsof the Paris Agreement. The message, which calls for a 2030 reduction target of "going beyond 45% - aiming for a 50% emission reduction", was delivered as an open letter
to Japan’s Prime Minister, Foreign Minister, Minister of Economy, Trade and Industry, and Minister of the Environment, and published by various media outlets.
Funding figure your organization provided to this trade association in the reporting year (currency as selected in C0.4)
Describe the aim of your organization’s funding<Not Applicable>
Have you evaluated whether your organization’s engagement with this trade association is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned
Trade association
Other, please specify (The Japan Rubber Manufacturers Association (JRMA))Is your organization’s position on climate change policy consistent with theirs?
Consistent
Has your organization attempted to influence their position in the reporting year?
Yes, we publicly promoted their current position
Describe how your organization’s position is consistent with or differs from the trade association’s position, and any actions taken to influence their position
JRMA has been set as a trade association’s target for 2030 in line with the national policy calling for the ongoing reduction of CO2. Based on the targets of industry groups
including JRMA, Japan’s reduction targets submitted to COP21 were drawn up.
Every year, they give a follow-up report on the reduction status to the government and steadily promoted activities to reduce the emission. According to the follow-up reportwhich they issued in October 2022, their CO2 emission in 2021 was 70.6% vs 2013.
At the Environmental Committee, Bridgestone leads industry activities and summarizes the opinions as the chairperson.
Funding figure your organization provided to this trade association in the reporting year (currency as selected in C0.4)
Describe the aim of your organization’s funding<Not Applicable>
Have you evaluated whether your organization’s engagement with this trade association is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned
Trade association
Other, please specify (The Japan Automobile Tyre Manufacturers Association, Inc. (JATMA))
Is your organization’s position on climate change policy consistent with theirs?
Consistent
Has your organization attempted to influence their position in the reporting year?
Yes, we publicly promoted their current position
Describe how your organization’s position is consistent with or differs from the trade association’s position, and any actions taken to influence their position
JATMA is one of the major tire industry associations in the world, and has established the Tire Labelling System in 2010, and has been contributing to increase the ratio of“Fuel Efficient Tires" in the market. (In the lifecycle of tire, CO2 emission in usage stage consists of more than 80%)
In 2015, JATMA compiled and announced the benefits of CO2 emission reduction through reduced rolling resistance of passenger car tires from 2006 to 2012.
In 2022, JATMA issued a report on the contribution of rolling resistance coefficient (RRC) of tires for CO2 reduction. According to the report, CO2 emission per tire has been
reduced by 15.9% in 2020, compared to 2006.
Our employees have participated in various committees and presented our opinions. At the Environmental Committee, Bridgestone leads industry activities and summarizes
the opinions as the chairperson.
Funding figure your organization provided to this trade association in the reporting year (currency as selected in C0.4)
Describe the aim of your organization’s funding<Not Applicable>
Have you evaluated whether your organization’s engagement with this trade association is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned

C12.4

CDP

(C12.4) Have you published information about your organization’s response to climate change and GHG emissions performance for this reporting year in places
other than in your CDP response? If so, please attach the publication(s).
Publication
In mainstream reports
StatusComplete
Attach the document
Annual Securities Report_2022 (Japanese).pdf
Page/Section reference
Bridgestone's Annual Securities Report is issued in Japanese as required by the Financial Instruments and Exchange Act.
Governance: page 50-51
Strategy: page 14-17
Risks & opportunities: page 18 and 20
Emission target: page 15
Content elements
Governance
Strategy
Risks & opportunities
Emission targets
Comment
Bridgestone publishes the English version of its Annual Securities Report below
https://www.bridgestone.com/ir/library/securities_report/

C12.5(C12.5) Indicate the collaborative frameworks, initiatives and/or commitments related to environmental issues for which you are a signatory/member.
Environmental
collaborative
framework, initiative
and/or commitment

Describe your organization’s role within each framework, initiative and/or commitment

Row Task Force on<TCFD>
1
Climate-related
The Bridgestone Group supports the Task Force on Climate-related Financial Disclosure (TCFD) and recognizes climate-related risks and opportunities identified in accordance withFinancial Disclosures the framework of the TCFD recommendations, and is working to reflect and disclose this information in its business strategies. The Group also participates in the TCFD Consortium in(TCFD)
Japan.
Task Force on Naturerelated Financial<TNFD>
Disclosures (TNFD)
The Bridgestone Group has been participating in the TNFD (Task Force for Nature-related Financial Disclosure) Forum since March 2022, where it recognizes risks and opportunities
World Business
related to its impact and dependence on nature, and is currently assessing multiple nature-related scenarios in light of global trends toward nature-positive practices.
Council for
Sustainable<WBCSD>
Development
The Bridgestone Group is working collaboratively with 10 other leading tire companies that represent around 65 percent of the world’s tire manufacturing capacity through the global(WBCSD)
Tire Industry Project (TIP) is operated under the World Business Council for Sustainable Development (WBCSD). The members including Bridgestone are also building on the existing
body of knowledge to address the life-cycle impact of tires. Every two years the CEOs of member companies meet to review the progress and set a forward-looking agenda for new
and continuing work.

C15. Biodiversity

C15.1(C15.1) Is there board-level oversight and/or executive management-level responsibility for biodiversity-related issues within your organization?
Board-level
Description of oversight and objectives relating to biodiversity
oversight
and/orexecutive
managementlevel
responsibility
forbiodiversityrelated
issuesRow Yes, both1
board-level
oversight andexecutive
managementlevel
responsibility

The highest-level committee associated with the Bridgestone Group global business execution is the Global Executive Committee (Global EXCO). Members of the Global EXCO are <Notnominated from full-time corporate officers by the Global CEO/Joint Global COO. Reporting to the Global EXCO, Bridgestone has the Global Sustainability Committee (GSC) that is Applicabl
comprised of executive officers and professionals responsible for Sustainability and representatives of Strategic Business Units (SBUs) and functions. Sustainability is lede>holistically and globally by the GSC with working groups of cross-functional, cross-regional leaders responsible for operationalizing the Bridgestone Group’s sustainability
framework. Under the GSC, Bridgestone has 6 working groups. Each working group comprised of members from corresponding functions or related areas in each SBU and reportto the GSC. Among the 6-working groups, the “Environment Working Group” summarize and report results related to biodiversity, and proposes strategies to the GSC, taking into
account the latest social trends that might represent environmental risks/opportunities. Then, the GSC reports to the Global EXCO for decision making on important issues. Under
this structure, the Global EXCO receives quarterly reports from the GSC on plans and progress in addressing climate-related issues and the Global CEO makes decisions on key
biodiversity issues with Global EXCO members.
Situation and progress of mid-term strategy related to sustainability are reported quarterly.

CDP

Scope ofboardlevel
oversight

C15.2(C15.2) Has your organization made a public commitment and/or endorsed any initiatives related to biodiversity?
Indicate whether your organization made a public commitment orendorsed any initiatives related to biodiversity
Row Yes, we have made public commitments and publicly endorsed initiatives
1
related to biodiversity

Biodiversity-related public commitments

Initiatives endorsed

Commitment to Net Positive Gain
Other, please specify (Business for Nature, Global Platform forCommitment to No Net Loss
Sustainable Natural Rubber (GPSNR))
Adoption of the mitigation hierarchy approach
Commitment to not explore or develop in legallydesignated protected areas
Commitment to no conversion of High Conservation
Value areas
Commitment to secure Free, Prior and Informed Consent(FPIC) of Indigenous Peoples

C15.3(C15.3) Does your organization assess the impacts and dependencies of its value chain on biodiversity?
Impacts on biodiversity
Indicate whether your organization undertakes this type of assessment
Yes
Value chain stage(s) covered
Direct operations
Upstream
Downstream
Portfolio activity<Not Applicable>
Tools and methods to assess impacts and/or dependencies on biodiversity
ENCORE tool
Other, please specify (Business & Biodiversity Interrelationship Map released by the Japan Business Initiative for Biodiversity (JBIB))
Please explain how the tools and methods are implemented and provide an indication of the associated outcome(s)We create a diagram showing the interrelationships and to identify the impacts and dependencies in our value chain based on the Business & Biodiversity Interrelationship
Map® released by the Japan Business Initiative for Biodiversity (JBIB) and the ENCORE tool. The diagram is available on the following webpage:https://www.bridgestone.com/responsibilities/environment/nature/index.html
Additionally, we evaluate the general dependence and impact of its tire business within the value chain using the ENCORE tool. In the latest ENCORE evaluation conducted
in 2023, we concluded that the significance of land use in the raw material procurement stage was very high. It also concluded that the significance of the impact from useof water resources and waste discharge was high in the tire manufacturing stage. In addition, in the value chain as a whole, it concluded that the significance of the impact
from greenhouse gas emissions, use of water resources, emissions into the air, water, and soil, and waste discharge was high.
Dependencies on biodiversity
Indicate whether your organization undertakes this type of assessment
Yes
Value chain stage(s) covered
Direct operations
Upstream
Downstream
Portfolio activity<Not Applicable>
Tools and methods to assess impacts and/or dependencies on biodiversity
ENCORE tool
Other, please specify (Business & Biodiversity Interrelationship Map released by the Japan Business Initiative for Biodiversity (JBIB))
Please explain how the tools and methods are implemented and provide an indication of the associated outcome(s)We create a diagram showing the interrelationships and to identify the impacts and dependencies in our value chain based on the Business & Biodiversity Interrelationship
Map® released by the Japan Business Initiative for Biodiversity (JBIB) and the ENCORE tool. The diagram is available on the following webpage:https://www.bridgestone.com/responsibilities/environment/nature/index.html
Additionally, we evaluate the general dependence and impact of its tire business within the value chain using the ENCORE tool. In the latest ENCORE evaluation conducted
in 2023, the Group concluded that the significance of services that maintain and regulate the climate, healthy soil, and pollination within ecosystems during the raw material
procurement stage and services that control soil erosion, disease, and flooding is very high in terms of dependency. In addition, it concluded that the significance ofdependence on water provisioning services was high in the tire and raw material manufacturing stages.

C15.4(C15.4) Does your organization have activities located in or near to biodiversity- sensitive areas in the reporting year?
Yes

CDP

C15.4a(C15.4a) Provide details of your organization’s activities in the reporting year located in or near to biodiversity -sensitive areas.

C15.5(C15.5) What actions has your organization taken in the reporting year to progress your biodiversity-related commitments?
Have you taken any actions in the reporting period to progress your biodiversity-related commitments?
Row 1 Yes, we are taking actions to progress our biodiversity-related commitments

Type of action taken to progress biodiversity- related commitments
Land/water protection
Land/water management
Species management
Education & awarenessLaw & policy

C15.6(C15.6) Does your organization use biodiversity indicators to monitor performance across its activities?

Row 1

Does your organization use indicators to monitor biodiversity performance?

Indicators used to monitor biodiversity performance

Yes, we use indicators

Pressure indicators
Response indicators

C15.7(C15.7) Have you published information about your organization’s response to biodiversity-related issues for this reporting year in places other than in your CDP
response? If so, please attach the publication(s).
Report typeContent elements

Attach the document and indicate where in the document the relevant biodiversity information
is located

In voluntary sustainability report or other voluntarycommunications

Content of biodiversity-related policies orcommitments
GovernanceImpacts on biodiversity
Details on biodiversity indicators
Influence on public policy and lobbying
Risks and opportunities
Biodiversity strategy

2023 Integrated Report.pdf (page: 4, 52-57, 70-73, 84-85, 88-91, 108-109)
Global Sustainable Procurement Policy_V2.0.pdf (page: 20-22)

In mainstream financial reports

Governance
Risks and opportunities

Annual Securities Report_2022 (Japanese) (page: 18, 20, 50-51)

C16. Signoff

C-FI(C-FI) Use this field to provide any additional information or context that you feel is relevant to your organization's response. Please note that this field is optional
and is not scored.

C16.1(C16.1) Provide details for the person that has signed off (approved) your CDP climate change response.

Row 1

CDP

Job title

Corresponding job category

Executive Director, Corporate Sustainability

Environment/Sustainability manager